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Special Weapons and Tactics, or SWAT, teams stand at the forefront of modern law enforcement, merging daring, life-or-death tactics with cutting-edge police technology. These elite units conduct paramilitary operations in the full view of the media, performing missions ranging from hostage rescue and apprehension of violent felons to drug raids and natural disaster relief. SWAT Teams traces the history of special police teams worldwide, examining their techniques, tools, successes, and failures. Key topics covered include:. Organization and structure. Training techniques. History of police spe

Objective: As a constructive replication and extension of Arthur, Edwards, Bell, Villado, and Bennett (2005), the objective of the current study was to further investigate the efficacy of team relatedness and team workflow ratings (along with their composite) as metrics of interdependence.Background: Although an analysis of task and job interdependence has important implications and uses in domains such as job design, selection, and training, the job analysis literature has been slow to develop an effective method to identify team-based tasks and jobs.Method: To achieve the study's objectives, 140 F-16 fighter pilots (35 four-person teams) rated 34 task and activity statements in terms of their team relatedness and team workflow.Results: The results indicated that team relatedness and team workflow effectively differentiated between tasks with varying levels of interdependency (as identified by instructor pilots who served as subject matter experts) within the same job. In addition, teams that accurately perceived the level of interdependency performed better on a four-ship F-16 flight-training program than those that did not.Conclusion: Team relatedness and team workflow ratings can effectively differentiate between tasks with varying levels of interdependency.Application: Like traditional individual task or job analysis, this information can serve as the basis for specified human resource functions and interventions, and as diagnostic indicators as well.

This study examines the role of within-team competition (i.e. team hypercompetition and team development competition) in a team process. We developed and tested a model that associates team collectivism as the antecedent of within-team competition, and knowledge sharing and team flexibility as the outcomes. The model was empirically tested with data from 141 knowledge-intensive teams. The empirical findings showed that team collectivism had a positive relationship with team development competition and a negative relationship with team hypercompetition. Regarding the outcomes, team development competition and team hypercompetition had an indirect relationship with knowledge sharing and team flexibility through team empowerment. We offer a number of original contributions to the team effectiveness literature, especially by showing that team hypercompetition and team development competition have different impacts on team knowledge sharing and team flexibility.

We examined whether team conflict affects top management team (TMT) creativity, and if team climate moderates this relationship. Multiple regression analysis results obtained with 684 executives in 71 TMTs showed that cognitive conflict had a significant positive impact and emotional
conflict had a significant negative impact on TMT creativity. In addition, team climate positively regulated the impact of cognitive conflict on TMT creativity and negatively regulated the impact of emotional conflict on TMT creativity. Theoretical and practical implications, including ways
for enterprises to strengthen team building and enhance TMT creativity, are discussed.

It was Friday afternoon. Gerry Destrier sat in his new office looking at the wall, thinking about his new team of Pigsbrook, Wharmsby‐Thompson and Miss Milliken after his first week in his new job.

The myth of the genius programmer -- Building an awesome team culture -- Every boat needs a captain -- Dealing with poisonous people -- The art of organizational manipulation -- Users are people, too