The Five Dysfunctions of a Team: A Leadership Fable
TL;DR: The Five Dysfunctions of a Team: A Leadership Fable as mentioned in this paper is a leadership fable that describes the five defects of a team and the five failures of a leader.
Abstract: (2007). The Five Dysfunctions of a Team: A Leadership Fable. Quality Management Journal: Vol. 14, No. 1, pp. 60-61.
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TL;DR: It is argued that these best practices, as well as the key qualities of flexibility, communication, and trust, are skills that can be taught to prospective and current faculty and concluded that training is an important and cost‐effective step toward improving mentorship in STEM fields.
Abstract: Effective mentoring is a key component of academic and career success that contributes to overall measures of productivity. Mentoring relationships also play an important role in mental health and in recruiting and retaining students from groups underrepresented in STEM fields. Despite these clear and measurable benefits, faculty generally do not receive mentorship training, and feedback mechanisms and assessment to improve mentoring in academia are limited. Ineffective mentoring can negatively impact students, faculty, departments, and institutions via decreased productivity, increased stress, and the loss of valuable research products and talented personnel. Thus, there are clear incentives to invest in and implement formal training to improve mentorship in STEM fields. Here, we outline the unique challenges of mentoring in academia and present results from a survey of STEM scientists that support both the need and desire for more formal mentorship training. Using survey results and the primary literature, we identify common behaviors of effective mentors and outline a set of mentorship best practices. We argue that these best practices, as well as the key qualities of flexibility, communication, and trust, are skills that can be taught to prospective and current faculty. We present a model and resources for mentorship training based on our research, which we successfully implemented at the University of Colorado, Boulder, with graduate students and postdocs. We conclude that such training is an important and cost-effective step toward improving mentorship in STEM fields.
70 citations
Cites background or methods from "The Five Dysfunctions of a Team: A ..."
...For example, popular books on leadership and teamwork emphasize open, honest communication and trust as critical to effective teams and managers (Lencioni, 2002; Patterson, 2012; Stone, Patton, & Heen, 2000)....
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...Many of these techniques were drawn from four widely recommended resources (Lencioni, 2002; Patterson, 2012; Regier, 2017; Stone et al., 2000)....
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TL;DR: The authors examined the effectiveness of male and female educationalleaders who made use of the invitational leadership style of leadership in their k-12 school settings, and found that teachers believed that invitational qualities of respect and trust were the most influential leadership qualities, while principals viewed trust as the predominant influencing factor.
Abstract: The purpose of this inquiry was to examine the effectiveness of male and female educationalleaders who made use of the invitational leadership style of leadership in their k-12 schoolsettings. Study participants consisted of 14 principals (7 female and 7 male) and 164 teachers.While quantitative findings revealed a statistically significant difference between the usages ofinvitational leadership qualities in effective schools versus less effective schools, there were nodifferences based on gender. Follow-up interviews with teachers and principals established thatteachers believed that the invitational qualities of respect and trust were the most influentialleadership qualities, while principals viewed trust as the predominant influencing factor.
26 citations
01 Jan 2005
TL;DR: A model for college writing assignments that guide students to move beyond what they know and feel comfortable with in order to learn through experiencing their own confusion about the texts they are studying is proposed.
Abstract: This paper proposes a model for college writing assignments that guide students to move beyond what they know and feel comfortable with in order to learn through experiencing their own confusion about the texts they are studying. The assignments aim to encourage students to connect their reading with their own inner life and the world beyond the course itself, and to promote a writing style in which they do not have to pose as experts but are invited to speak honestly and without jargon about their specific responses to the texts they are reading. The chief outcome of this activity is a greater commitment on the part of the students as they perceive their reading and writing to be directly connected to the most significant areas of their lives. The assignments, which can be tailored for all courses across the curriculum, ask students to carry out four steps: (1) a thorough analysis of the text, considering the context and the language
25 citations
TL;DR: How high reliability differs from other improvement methodologies is summarized, the imperative to commit to high reliability is explored, barriers to adoption are addressed, practical recommendations for implementation are provided, and what can be achieved from this investment is predicted.
Abstract: EXECUTIVE SUMMARY Influential health systems, regulatory bodies, and researchers have initiated a discussion over the past decade about translating the tenets of high-reliability organizations to healthcare Nuclear power plants and the aviation industry have received the most attention for using tragedies, like the Chernobyl nuclear disaster and avoidable plane crashes, to drive the adoption of a high-reliability mindset Despite documentation of serious adverse events and research on the key principles of high-reliability organizations, the healthcare sector has not fully committed to achieving zero harm The goals of this essay are to summarize how high reliability differs from other improvement methodologies, explore the imperative to commit to high reliability, address barriers to adoption, provide practical recommendations for implementation, and predict what can be achieved from this investment
19 citations
TL;DR: It is argued that the artistic goals and creative process should be first and foremost in any design, and the range of design challenges for building creative AI systems in provoking, challenging and enhancing human creative activity through their creative agency are summarized.
Abstract: Machines incorporating techniques from artificial intelligence and machine learning can work with human users on a moment-to-moment, real-time basis to generate creative outcomes, performances and artefacts. We define such systems collaborative, creative AI systems, and in this article, consider the theoretical and practical considerations needed for their design so as to support improvisation, performance and co-creation through real-time, sustained, moment-to-moment interaction. We begin by providing an overview of creative AI systems, examining strengths, opportunities and criticisms in order to draw out the key considerations when designing AI for human creative collaboration. We argue that the artistic goals and creative process should be first and foremost in any design. We then draw from a range of research that looks at human collaboration and teamwork, to examine features that support trust, cooperation, shared awareness and a shared information space. We highlight the importance of understanding the scope and perception of two-way communication between human and machine agents in order to support reflection on conflict, error, evaluation and flow. We conclude with a summary of the range of design challenges for building such systems in provoking, challenging and enhancing human creative activity through their creative agency.
14 citations
Cites background from "The Five Dysfunctions of a Team: A ..."
...Lencioni, a theorist in management studies, identified five areas of dysfunction in teams: absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results (Lencioni 2006)....
[...]
References
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TL;DR: It is argued that these best practices, as well as the key qualities of flexibility, communication, and trust, are skills that can be taught to prospective and current faculty and concluded that training is an important and cost‐effective step toward improving mentorship in STEM fields.
Abstract: Effective mentoring is a key component of academic and career success that contributes to overall measures of productivity. Mentoring relationships also play an important role in mental health and in recruiting and retaining students from groups underrepresented in STEM fields. Despite these clear and measurable benefits, faculty generally do not receive mentorship training, and feedback mechanisms and assessment to improve mentoring in academia are limited. Ineffective mentoring can negatively impact students, faculty, departments, and institutions via decreased productivity, increased stress, and the loss of valuable research products and talented personnel. Thus, there are clear incentives to invest in and implement formal training to improve mentorship in STEM fields. Here, we outline the unique challenges of mentoring in academia and present results from a survey of STEM scientists that support both the need and desire for more formal mentorship training. Using survey results and the primary literature, we identify common behaviors of effective mentors and outline a set of mentorship best practices. We argue that these best practices, as well as the key qualities of flexibility, communication, and trust, are skills that can be taught to prospective and current faculty. We present a model and resources for mentorship training based on our research, which we successfully implemented at the University of Colorado, Boulder, with graduate students and postdocs. We conclude that such training is an important and cost-effective step toward improving mentorship in STEM fields.
70 citations
01 Jan 2005
TL;DR: A model for college writing assignments that guide students to move beyond what they know and feel comfortable with in order to learn through experiencing their own confusion about the texts they are studying is proposed.
Abstract: This paper proposes a model for college writing assignments that guide students to move beyond what they know and feel comfortable with in order to learn through experiencing their own confusion about the texts they are studying. The assignments aim to encourage students to connect their reading with their own inner life and the world beyond the course itself, and to promote a writing style in which they do not have to pose as experts but are invited to speak honestly and without jargon about their specific responses to the texts they are reading. The chief outcome of this activity is a greater commitment on the part of the students as they perceive their reading and writing to be directly connected to the most significant areas of their lives. The assignments, which can be tailored for all courses across the curriculum, ask students to carry out four steps: (1) a thorough analysis of the text, considering the context and the language
25 citations
TL;DR: How high reliability differs from other improvement methodologies is summarized, the imperative to commit to high reliability is explored, barriers to adoption are addressed, practical recommendations for implementation are provided, and what can be achieved from this investment is predicted.
Abstract: EXECUTIVE SUMMARY Influential health systems, regulatory bodies, and researchers have initiated a discussion over the past decade about translating the tenets of high-reliability organizations to healthcare Nuclear power plants and the aviation industry have received the most attention for using tragedies, like the Chernobyl nuclear disaster and avoidable plane crashes, to drive the adoption of a high-reliability mindset Despite documentation of serious adverse events and research on the key principles of high-reliability organizations, the healthcare sector has not fully committed to achieving zero harm The goals of this essay are to summarize how high reliability differs from other improvement methodologies, explore the imperative to commit to high reliability, address barriers to adoption, provide practical recommendations for implementation, and predict what can be achieved from this investment
19 citations
TL;DR: It is argued that the artistic goals and creative process should be first and foremost in any design, and the range of design challenges for building creative AI systems in provoking, challenging and enhancing human creative activity through their creative agency are summarized.
Abstract: Machines incorporating techniques from artificial intelligence and machine learning can work with human users on a moment-to-moment, real-time basis to generate creative outcomes, performances and artefacts. We define such systems collaborative, creative AI systems, and in this article, consider the theoretical and practical considerations needed for their design so as to support improvisation, performance and co-creation through real-time, sustained, moment-to-moment interaction. We begin by providing an overview of creative AI systems, examining strengths, opportunities and criticisms in order to draw out the key considerations when designing AI for human creative collaboration. We argue that the artistic goals and creative process should be first and foremost in any design. We then draw from a range of research that looks at human collaboration and teamwork, to examine features that support trust, cooperation, shared awareness and a shared information space. We highlight the importance of understanding the scope and perception of two-way communication between human and machine agents in order to support reflection on conflict, error, evaluation and flow. We conclude with a summary of the range of design challenges for building such systems in provoking, challenging and enhancing human creative activity through their creative agency.
14 citations
TL;DR: Some principles of management and leadership are shared to provide a set of tools to navigate this crisis personally, as well as to help you lead your teams, a central theme of this presentation.
Abstract: Trauma surgery is in crisis. The reasons are known as well to you as they are to me: no operations; no reimbursement; no fellows; no partners; more elderly patients; relations with surgical specialists; babysitting for surgical specialists; night call; malpractice and lifestyle. Reimbursement is low, but liability risk is high. Our work is nocturnal and unpredictable, and much of it is non-operative unless emergency general surgery is part of our practice. We can find neither enough trained surgeons to hire, nor fellows to train, nor residents and students to follow in our footsteps. Many of our organizations, Eastern Association for the Surgery of Trauma (EAST) included, are working hard to make change, but incremental progress at a time when change is needed urgently frustrates many of us. At times, the outlook can seem rather bleak. Surgeons are action-oriented, and often externally-oriented. We believe we must be, to be effective in our work, but surgical skills do not always equate with leadership skills. I shall share with you some principles of management and leadership to provide a set of tools to navigate this crisis personally, as well as to help you lead your teams. Team, a central theme of this presentation, is a familiar concept to trauma surgeons. We lead a team every day in the trauma bay, in committee meetings and so on, but there are many ways to lead more effectively. Several hundred books are published each year on the subjects of leadership and management. It is impossible to be familiar with all that is written and espoused. Some of the material is Bravo Sierra (BS), quite frankly. There are more than 9,000 theories extant about how to lead and manage; I couldn’t possibly distill it all, but there are some timeless principles. It is some of those principles that I would like to talk to you about today.
13 citations