Showing papers on "Psychological safety published in 1998"

Is anybody out there?: antecedents of trust in global virtual teams

Abstract: A global virtual team is an example of a boundaryless network organization form where a temporary team is assembled on an as-needed basis for the duration of a task and staffed by members from different countries. In such teams, coordination is accomplished via trust and shared communication systems. The focus of the reported study was to explore the antecedents of trust in a global virtual-team setting. Seventyfive teams, consisting of four to six members residing in different countries, interacted and worked together for eight weeks. The two-week trust-building exercises did have a significant effect on the team members' perceptions of the other members' ability, integrity, and benevolence. In the early phases of teamwork, team trust was predicted strongest by perceptions of other team members' integrity, and weakest by perceptions of their benevolence. The effect of other members' perceived ability on trust decreased over time. The members' own propensity to trust had a significant, though unchanging, effect on trust. A qualitative analysis of six teams' electronic mail messages explored strategies that were used by the three highest trust teams, but were used infrequently or not at all by the three lowest trust teams. The strategies suggest the presence of "swift" trust. The paper advances a research model for explaining trust in global virtual teams.

Relating member ability and personality to work-team processes and team effectiveness.

Abstract: Six hundred fifty-two employees composing 51 work teams participated in a study examining relationships among team composition (ability and personality), team process (social cohesion), and team outcomes (team viability and team performance). Mean, variance, minimum, and maximum were 4 scoring methods used to operationaliz e the team composition variables to capture the team members' characteristics. With respect to composition variables, teams higher in general mental ability (GMA), conscientiousness, agreeableness, extraversion, and emotional stability received higher supervisor ratings for team performance. Teams higher in GMA, extraversion, and emotional stability received higher supervisor ratings for team viability. Results also show that extraversion and emotional stability were associated with team viability through social cohesion. Implications and future research needs are discussed.

Enabling Software Development Team Performance During Requirements Definition: a Behavioral Versus Technical Approach

Abstract: As software development projects continue to be over budget and behind schedule, researchers continue to look for ways to improve the likelihood of project success. In this research we juxtapose two different views of what influences software development team performance during the requirements development phase. In an examination of 66 teams from 15 companies we found that team skill, managerial involvement, and little variance in team experience enable more effective team processes than do software development tools and methods. Further, we found that development teams exhibit both positive and negative boundary-spanning behaviors. Team members promote and champion their projects to the outside environment, which is considered valuable by project stakeholders. They also, however, guard themselves from their environments; keeping important information a secret from stakeholders negatively predicts performance.

Reflexivity, Effectiveness, and Mental Health in BBC-TV Production Teams:

Abstract: The performance of 19 BBC-TVproduction teams was examined over an 18-month period, using audience appreciation ratings and managers' assessments of performance. Alternative models were tested to account for variations in team effectiveness and team member mental health. Reflexivity-the extent to which the team reflects on and modifies itsfunctioning-bestpredicted team effectiveness, whereas climatefor innovation predicted team member mental health. Larger teams (over 10 members) tended to have poorer climatesfor innovation and poorer team member mental health.

The Impact of Cross-Training and Workload on Team Functioning: A Replication and Extension of Initial Findings

Abstract: Although previous research has shown that cross-training team members improves team performance, a number of questions remain concerning the nature of cross-training. The current study provides an extension of previous cross-training research by investigating two theoretical issues: the nature of cross-training and the joint impact of cross-training and workload on team functioning. The study examined 40 three-person teams performing a simulated radar task. Results indicated that positional rotation was an effective cross-training method for highly interdependent tasks, that cross-trained teams developed a greater degree of interpositional knowledge than did teams that were not cross-trained, and that cross-training was important only under high-workload performance conditions. The current study suggests that the type of cross-training necessary to improve team performance may be related to the nature of the task and that cross-training may be effective in allowing teams to coordinate implicitly—that is, ...

Supporting Work Team Effectiveness: Best Management Practices for Fostering High Performance

Abstract: Preface Acknowledgements The Authors Part One: Laying the Foundation for High-Performance Work Teams 1. The Challenges of Supporting Work Team Effectiveness 2. Organizing Teams for Success 3. Selection and Staffing for Team Effectiveness Part Two: Leading, Training, Measuring, and Rewarding Teams 4. The Roles of Leaders in High-Performance Teams 5. Training for Team Effectiveness 6. Measurement and Feedback Systems for Teams 7. Creating Effective Pay Systems for Teams Part Three: Infrastructure for Team Effectiveness 8. Information Technology and High-Performance Teams 9. Communication Technologies for Traditional and Virtual Teams 10. Facility Design for High-Performance Teams Part Four: Best Management Practices for High-Performance Teams 11. Supporting Work Team Effectiveness: Best Practices Appendix Chapter Notes References Index.

Team Work and Group Dynamics

Abstract: Inputs to Teams: Designing Effective Work Teams. Team Processes: Developing Synergistic Team Relationships. Team Outputs: Assessing and Improving Team Performance. Index.

The Effects of Organizational Structure on Communication within Audit Teams

Abstract: SUMMARY Some audit researchers suggest that high levels of audit team structure may encumber communication within audit teams by impeding information-gathering activities. Others suggest that structure benefits communication by coordinating and controlling information flows. This study evaluated these arguments by examining the relationship between the structure of audit teams and selected communication variables (information overload, boundary spanning, satisfaction with supervision, and accuracy of information). Questionnaire data were gathered from a national sample of 109 audit teams, with three auditors responding from each team (i.e., n = 327). Information overload, satisfaction with supervision, and accuracy of information were less in audit teams with greater structure. The implication is that the level of structure adopted by teams has both positive and negative effects on communication, with structured teams providing greater control over information overload but impairing satisfaction with supervision and the accuracy of information. Key Words: Organizational structure, Audit structure, Communication, Audit teams. Data Availability: Please contact the first author concerning data availability. INTRODUCTION An audit team is a planned hierarchical assemblage of individuals (e.g., seniors, supervisors and managers) brought together for the purpose of conducting an audit (cf., Solomon 1987). It is the basic operating unit that performs audit work in accounting firms. Because audit activities are distributed among members of the team, a key determinant of team success is the degree with which individual efforts coalesce into a well-informed audit opinion. Communication among team members is the fundamental activity through which discrete efforts are transferred for integration into the end product, the audit opinion. Successful coalescence depends on informative communication within the team. The quantity and quality of information exchanged within an audit team may be contingent upon the organizational structure of the team (hereafter denoted as "audit team structure"). In line with the more general term, organizational structure (e.g., Burns and Stalker 1961), audit team structure refers to the degree with which the team has imposed constraints on the activities and behaviors of its members. The purpose of imposing constraints is to assure the proper level of coordination and integration of team activities to achieve audit goals and objectives. General approaches that may be adopted to structure the team include: (1) standardization and programming of team activities (e.g., using pre-established rules, routines, blueprints, or schedules; Dirsmith and McAllister 1982b), (1) (2) concentration of decision-making authority in higher organizational levels of the team (Bamber and Bylinski 1982), and (3) restrictions on the ability of team members to make changes as needed (Dirsmith and McAllister 1982b). The constraints that such approaches place on the behavior of individual team members have a bearing on the communication within the team (e.g., Klauss and Bass 1982). Systemized audit approaches constrain the kinds and amounts of information that are gathered and transmitted to team members; concentration of decision making in higher organizational levels suggests that senior team members will have different informational needs than counterparts of less structured teams; and restricted ability to make changes suggests that auditors will need to consult with superiors more often. While audit team structure may govern both the frequencies with which team members interact to exchange information and the kinds and amounts of information exchanged when they do interact, researchers appear to have reached different conclusions as to its advantages with regard to communication. For instance, Cushing and Loebbecke (1986, 42) present a possible advantage. …

Work teams: Selecting members for optimal performance.

Abstract: Teams are a growing phenomenon in the Canadian workplace as organizations face constant pressure to flatten the traditional hierarchy and maintain a structure that allows constant adaptation to the changing business environment. When teams are successful they have the potential of providing many benefits such as increased flexibility and creativity. However, when teams fail, they waste considerable resources. Therefore, organizations need to be concerned with maximizing the probability of team success. One of the simplest ways of doing this is to focus on team membership. Personality, which has been shown to contribute to the prediction of individual performance may also have a role in predicting team performance. The purpose of this paper is to establish what we currently know about personality as an individual and team selection measure, to establish a systematic research plan for team selection using personality, and to suggest the implications of what we do know about personality as a team selection measure.Organizations today face constant pressures to flatten the traditional hierarchy and maintain a structure that allows continual adaptation to the changing business environment. One way in which they have responded to these pressures is to increasingly make use of work teams. In fact, teams are replacing individuals as the basic building block of organizations (Booth, 1994; McShane, 1992). A Conference Board of Canada survey reveals that 42% of Canadian organizations report widespread use of team-based activity with an almost equal number of respondents indicating moderate use of team activity (Booth, 1994). Companies such as Dofasco, Xerox, Toyota, and Westinghouse Canada are spearheading the movement to team-based work. Although the use of teams is widespread, the type of team employed and the degree of success that organizations have had with their team initiatives varies.Teams have the potential of being particularly valuable to an organization when they are used in situations that require individuals with different skills or perspectives to work together towards a common goal. A team's probability of success is contingent upon having members who are each capable of contributing to the task at hand, and who work well together. Therefore, one of the first logical steps in the implementation of successful teams is to select the optimal combination of people. Recent evidence in the individual selection literature relating certain personality variables to individual job performance, along with the requirement that the team members must be able to work well together, suggests that team member personality might be useful in selecting for team membership.The Potential for Personality as a Team Selection MeasurePersonality has a three-fold role in team selection. First, as in individual selection, personality has the potential to add incremental validity to other measures such as ability in the prediction of job (task) performance for each individual on the team. Second, personality might be helpful in identifying those people who are capable of working on a team. Third, personality may have a role in identifying the optimal combination of people to ensure a good working relationship among team members. Once these three roles for personality have been explored, it should be possible generate personality profiles for team members. Profiles could be coded for computer so that managers could identify the employees with the appropriate skills for the task and run a program to find the optimal combination of team members based on personality. However, before such procedures can be implemented, researchers must provide the necessary decision rules. The purpose of this paper is to begin the journey towards this goal by establishing what we currently know about personality as an individual and team selection measure, to establish a systematic research plan for team selection using personality, and to suggest the implications of what we do know about personality as a team selection measure. …

Tools for Virtual Teams: A Team Fitness Companion

Abstract: A hands-on text written for those who need to lead a work team, this volume defines the challenges faced by these virtial team and illustrates how to make them work. It demonstrates how to stay connected, enthusiastic and effective in team leadership.

Teams: Structure, Process, Culture, and Politics

Abstract: Introduction. How to Use This Book. I. DEFINING THE TEAM STRUCTURE. 1. Team Essentials. 2. Clarifying Purpose. 3. Leadership. II. DEVELOPING A TEAM PROCESS. 4. Ground Rules. 5. Participation. 6. Decision Making. III. CREATING A TEAM CULTURE. 7. Values. 8. Rituals. 9. Learning. IV. POLITICS AND ADVANCING TEAM RENEWAL. 10. Internal Politics and Implementation. 11. External Politics and Implementation. 12. The Process of Team Renewal. Individual Team Charter. Index.

School Counselors and School Psychologists: Partners in Student Services

Abstract: Current realities make it abundantly clear that it is no longer possi ble for school personnel to function effectively in isolation. Our society has evolved into an inclusive, diverse, and globally oriented member of the world community. Citizens are expected to function effectively in a world of lightning speed communication and to access a knowledge base that grows exponentially. It is clear that the menu of learning experiences for our children is changing. "There is a shift away from the Newtonian ideas of simplicity, hierarchy, mechanics, assembly, and objectivity that have nourished our current view of the world. The new view is more integrative, holistic, collective, cooperative, and organizational" (Dettmer, Thurston, & Dyck, 1993, p. 386). The mission of schools is changing as societal issues are mirrored within the institution of education. Increasing numbers of students are entering formal schooling with diverse life experiences, family and cultural values, and learning styles. Traditional models of teaching and curricula development based upon a Eurocentric and mechanistic world view are being modified to meet the needs of this increasingly diverse population of students. More children with special needs are being served within the general education community. There is a growing emphasis on creating school climates that foster physical and psychological safety for staff and students. Educational leaders are calling for the establishment of school communities in which students and staff experience a consistent environment conducive to learning, a success orientation, and a true partnership among staff and parents. Challenges to Educators The foregoing developments have increased the pressure on educators to meet the individual needs of an increasingly heterogeneous population of students. Delivering this type of education has created overwhelming pressure and tension within school systems. General education staff often feel isolated and responsible for executing mandates that were developed without consideration to existing impediments to implementation. Student support services have the potential to weave the various constituencies in education into a cohesive unit. However, these services have not been increased sufficiently to create a positive expectation on the part of many teachers. Unfortunately, a collaborative ethic between student support services and teachers does not exist in many schools (Phillips & McCullough, 1990). With little prospect for increased materials or human resources, it is imperative that existing human resources be used more effectively. This cannot be accomplished by increasing the quantity of work expected of already overburdened individuals. It can be accomplished through collaboration among members of the school community. In collaborative schools, professionals see each other as resources for one another in attaining the common goal of delivering high-quality services (Smith, 1987). Collaborative school professionals eliminate overlapping roles and functions, fill gaps in existing services, and increase their self-efficacy by identifying with colleagues who share a common mission while possessing unique and complementary knowledge and skills. A Natural Partnership Counseling and psychological services are areas in which to begin forging a culture of collaborative service delivery. School counselors and school psychologists stand together on much common ground. During the past several years, the professional preparation requirements of both professions have evolved to the point of considerable compatibility. Both professions have published standards of training that emphasize knowledge of human development, multicultural issues, and curriculum development. Training standards for both professions include skill development in the areas of assessment, consultation, and counseling, and in facilitating the delivery of comprehensive services within a team concept (Council for Accreditation of Counseling and Related Educational Programs, 1994; National Assocation of School Psychologists, 1994). …

Testing the Effects of Team Processes on Team Member Schema Similarity and Team Performance: Examination of the Team Member Schema Similarity Model

Abstract: : This report examines the relationships among team membership influences, team interaction processes, and team member schema similarity, and their potential impact on team performance. Team membership influences were assessed as the similarity of team members on six individual difference variables: (1) trust, (2) self monitoring, (3) private self consciousness, (4) public self consciousness, (5) perspective taking, and (6) team experience. Team interaction processes that occurred as the two member teams completed a team problem solving task were coded. Team membership influences and team interaction processes were examined as antecedents to team member teamwork schema similarity, which was conceptualized as team member teamwork schema agreement and accuracy. Team member teamwork schema agreement and accuracy, as well as team interaction processes, were then tested as antecedents to team performance. The results supported team interaction processes as predictors of team performance. Moderate support was found for the team membership influences team interaction processes link and for the team member schema similarity team performance link. However, no support was found for the role of either team membership influences or team interaction processes as antecedents to team member teamwork schema similarity. The results are discussed in terms of Air Force applications. Suggestions for future research are offered.

World Class Teams: Working Across Borders

Abstract: THE QUEST FOR WORLD-CLASS TEAMS. Teamwork as a Global Competitive Strategy. World-Class Teams: A Model for High Performance. LAUNCHING WORLD-CLASS TEAMS. The Role of Senior Executives in a World-Class Team SetUp. World-Class Team Charter and Boundaries. Aligning with World-Class Team Stakeholders. DEVELOPING WORLD-CLASS TEAMS. World-Class Team Values and Operating Agreements. World-Class Team Roles and Skills. Valuing Cultural Diversity. LEADING WORLD-CLASS TEAMS. Selecting and Developing World-Class Team Leaders. Leading and Aligning World-Class Teams for High Performance. MEASURING, MANAGING, AND REWARDING WORLD-CLASS TEAM PERFORMANCE. Team-Based Goal Setting. Measures of Success for World-Class Teams. Rewarding World-Class Team Performance. Diagnosing for World-Class Team Performance. MANAGING THE FUNCTIONAL AND CULTURAL BORDERS OF WORLD-CLASS TEAMS. The Power of Global Collaboration. Beyond Matrix Management: Crossing the Borders of World-Class Teams. Technologies for Teams. Epilogue: Lessons Learned about Team Learning. Appendices. Notes. Index.

The high‐cooperation hospital project team

Abstract: The authors analyze surveys completed by 181 members of 59 project teams from 57 hospitals. Results indicate that members of high‐cooperation teams were more likely to communicate informally; spend time brainstorming, exchanging project‐related information, and receiving performance feedback; positively evaluate the status of their project; and have positive feelings about their participation on the project team. Cooperation levels were highest when team leaders clearly explained project objectives and team member responsibilities; team leaders confronted conflicts among team members and worked to resolve those conflicts; team members clearly understood project objectives, responsibilities, and rewards; and team members did not have reservations about the project and its outcomes. Results also suggested that, in some groups, active involvement by senior managers negatively affected cooperation levels. This result may reflect a deference in some groups to the authority of senior management.

Exploring Measures of Team Knowledge

Abstract: Team cognition is more than the aggregate cognition of team members. It is an emerging feature, worthy of study in its own right. In this paper we investigate potential metrics of team knowledge in the context of a broader exploratory study on measures of team knowledge, performance, and situation awareness. Team members assumed different roles in a three-person synthetic task in which they were presented with unique role-relevant information. Successful accomplishment of team objectives required team members to share information. The focus of this paper is on one of several measures collected which required judgments of pairwise relatedness ratings for mission-relevant terms. These data were submitted to Pathfinder network scaling and used to derive three metrics of team knowledge: knowledge accuracy, interpositional knowledge, and knowledge similarity. The metrics revealed different perspectives on team knowledge and were generally predictive of team performance and team situation awareness.

International team effectiveness

Abstract: Reports on the author’s experiences as facilitator of an international, academic research team which consisted of members with different cultural backgrounds. Reviews the communication processes and group‐dynamics that occurred within this team, in particular those which seemed to hinder progress. Advises how other teams might approach these same issues and achieve effective team working.

Team management: developing concerns

Abstract: Asserts that teamwork is fundamental to continuous corporate improvement. Discusses the characteristics and benefits of team management on an organization‐wide basis and examines the steps that can be taken by a company to support team management throughout the organization. Reviews the literature and case examples in order to articulate the following aspects of team management: the best team skills, the characteristics of an effective team, the best type of team player, the reasons that teams fail or succeed, and the components of an effective team.

Reducing work related uncertainty: the role of communication and control in software development

Abstract: Applies an "organizational theories" lens to the general problems incurred when organizations undertake unclear, poorly specified technical projects for which there are no easy solutions. In an empirical study of 57 software development teams, we investigate the impact of team member communication and team control strategies on the role and task ambiguity experienced by team members. The results indicate that stakeholder rating of team performance is associated with decreased levels of role and task ambiguity. This finding goes beyond previous studies by showing the mediating impact of role and task ambiguity on the relationship between team performance on the one hand, and team communication and control strategies on the other.

The therapeutic environment and team approach at the Menninger Hospital

Abstract: Good treatment for difficult patients in contemporary psychiatric practice requires a collaborative approach by the mental health professionals responsible for that patient's care and treatment. This form of practice, defined as team treatment, uses the special strengths of team members from each mental health discipline. Properly focused, a treatment team can ensure a thorough diagnostic review of individual patient's problems and the development of a comprehensive treatment plan. A well-operating therapeutic team, effectively managed by a team leader who understands group process, disciplinary strengths and differences, and the psychodynamic process, can provide a protective, analytic context in which the troubled behavior of the patient can be examined carefully and treated appropriately. Even as the treatment context shifts to an ambulatory setting, an effective team can ensure competent, cost-effective, goal-focused treatment of high quality. This paper describes the history of team treatment at the Menninger Foundation, outlines the primary features of team treatment, discusses the issues involved in this form of collaboration, and defines the benefits to treatment that this approach can bring.

The Management Team Handbook: Five Key Strategies for Maximizing Group Performance

Abstract: Preface Acknowledgements The Author Introduction: The Challenge of Developing a Management Team CREATING A LEADERSHIP TEAM Five Key Strategies for Marketing Team Success Strategic Goals: How to Establish Direction for Your Organization Extensive Networks: How to Connect with Sources of Information Collaborative Relationships: How to Deveolop Cooperation Among Departments Effective Information Processing: How to Make Good Group Decisions Focused Action: How to Move from Discussion to Results MANAGEMENT TEAM MAINTENANCE Keeping the Team Productive Selecting New Team Members Managing Team Transitions Fixing a Sick Team Conclusion: Twelve Guiding Principles for High Performance References Index.

Managed learning: elaborating on Lewin's mould

Abstract: States that change involves alerting perceptions, attitudes and behaviours but this can be a painful and destabilizing experience ‐ involving unlearning and a process of fixing up something familiar or valued. Believes there are basically three processes to go through to generate both the readiness and motivation to undergo such change: disconfirmation; creating guilt or survival anxiety; and providing psychological safety. Submits that absorbing new ideas, views and beliefs in this way ensures a closer fit with the personality of an individual.

Team cultures, stress and health

Abstract: The article describes a method for in-depth analysis of team cultures Culture may be defined as the way in which a group of people solve problems, ie team culture represents the coping repertoire of a given team in its specific operational domain As such, culture influences the way the team deals with stress and consequently affects the overall health of the team Culture comprises a pattern of shared basic assumptions, which operate on more or less unconscious levels and, thus, are not easy to identify during tranquil periods However, various cultural patterns become visible in critical situations The present method investigates team cultures by simulating critical incidents via dilemmas The method analyses four cultural dimensions—adaptation, goal attainment, integration and pattern maintenance—and uses neural networks for data processing Cultural ‘maps’ obtained by applying this method to six middle management teams in an industrial enterprise reporting excellent to average health are presented The ‘maps’ can be used for identification of areas where the existing culture can be enriched to improve the coping capability of the teams © 1998 John Wiley & Sons, Ltd

Design and development of a peer evaluation instrument for "student learning teams"

Abstract: "Student learning teams" (SLT) involves the integration of academic cooperative learning with an industrial based model used to develop corporate teams. For effective teamwork to occur within a SLT, a variety of factors must be monitored and evaluated. One specific area "Interpersonal Relations", can potentially cause serious problems which stem from unclear and poorly defined expectations team members have of each other. Also, participation of all team members is paramount because it builds trust and demonstrates each member's sincerity and interest in being on the SLT. One suitable way to assess the "Interpersonal Relations " element within a team involves a peer evaluation. This paper discusses the design and development of a student centered peer evaluation for the SLT concept. It is based on input from several SLTs. Teams in the are continuing the refinement of the instrument and will be using it as one factor in determining each team member's grade for the course. Data is being collected to substantiate the validity and reliability of the instrument and those results will be available in the future. For SLTs the ultimate purpose of the peer evaluation focuses on the individual integrity of the learning experience. Each team member plays an integral part in the success of the team and its performance must be periodically reviewed and assessed by each team. Also, appropriate feedback needs to be offered so shortcomings can be addressed by the individual.

Managing in a Team Environment

Abstract: Introduction Team Culture and Mission Ownership, Goal Setting, and Planning Team Performance Indicators Interdependence of Teams Decision Making and Team Dynamics Understanding and Being Understood Within a Team Culture Resolving Conflicts Within Teams and Between Teams Running Effective Team Meetings Maintaining the Teams Process Improvement and Teams In Search of the Root Cause Cross-Functional Teams Continuous Learning in a Team Environment Creating Team Leaders Strategic Planning in a Team Environment Managing Compliance Issues with Teams Creativity and Teams Evaluating Team Effectiveness Bibliography Index

Assessing the Safety Culture of an Organisation

Abstract: This paper describes a method for assessing the safety culture of an Organisation. The method is based on the key characteristics of world class safety performance. The article includes a questionnaire that can be used in surveys to assess the status of safety culture in an Organisation. The use of leading indicators designed to detect latent weaknesses in safety culture is described. Information on the balance among the dimensional elements of safety culture (psychological safety management and behavioural) can also be obtained. Results of a field trial of the method are given.

Professional development for leaders of a large teaching team: A dual role

Abstract: Academics who lead large teaching teams of often inexperienced sessional staff have a dual role in professional development They are both provider and participant Academic leaders need to develop skills to fulfill their role effectively as the primary professional development provider for their team through opportunities to enhance skills in a range of areas; these areas include team leadership, team management and teaching for learning In this scenario, there is a multilayered structure of provision of development opportunities One level is that provided by the team leader and directly related to the needs of the team members and the requirements of the subject The second level caters for the needs of the team leader in developing skills to effectively perform all the responsibilities of their role Provision of professional development opportunities that cater for these may be the responsibility of the School, Faculty, Department or Staff Development Unit, depending upon the Institutional