Allison M. Traylor’s research while affiliated with Clemson University and other places

To better understand the effects of demographic diversity on teams, we conducted a meta-analytic investigation of the relationship between team demographic diversity and team processes. Drawing from the categorization-elaboration model, we hypothesized that team demographic diversity elicits opposing effects on team performance via information elaboration and social categorization processes. We also explored several team-level and contextual moderators on these relationships. In our meta-analysis of 406 effects from 38,304 teams, we found that team demographic diversity is related to increased social categorization processes, but we did not find support for a relationship between team demographic diversity and information elaboration. In addition, we identified team education level and occupational and industry context as moderators of these relationships, finding stronger support for moderators of the relationship between diversity and social categorization than the relationship between diversity and information elaboration. We discuss implications of our findings for research and practice.

Purpose Teams across a wide range of contexts must look beyond task performance to consider the affective, cognitive and behavioral health of their members. Despite much interest in team health in practice, consideration of team health has remained scant from a research perspective. The purpose of this paper is to address these issues by advancing a definition and model of team health . Design/methodology/approach The authors review relevant literature on team stress, processes and emergent states to propose a definition and model of team health. Findings The authors advance a definition of team health, or the holistic, dynamic compilation of states that emerge and interact as a team resource to buffer stress. Further, the authors argue that team health improves outcomes at both the individual and team level by improving team members’ well-being and enhancing team effectiveness, respectively. In addition, the authors propose a framework integrating the job demands-resources model with the input-mediator-output-input model of teamwork to illustrate the behavioral drivers that promote team health, which buffers teams stress to maintain members’ well-being and team effectiveness. Originality/value This work answers calls from multidisciplinary industries for work that considers team health, providing implications for future research in this area.

Fluid teams, characterized by frequent changes in team membership, are vital in the neonatal intensive care unit (NICU) due to high patient acuity and the need for a wide range of specialized providers. However, many challenges can hinder effective teamwork in this setting. This article reviews the challenges related to fluid teamwork in the NICU and discusses recommendations from team science to address each challenge. Drawing from the current literature, this paper outlines three challenges that can hinder fluid teamwork in the NICU: incorporating patient families, managing hierarchy among team members, and facilitating effective patient handoffs. The review concludes with recommendations for managing NICU teamwork differently using strategies from team science.

Background: Perioperative handoffs entail transferring responsibility for surgical patients from one specialized group or team to another. Multiteam system (MTS) theory has not yet been considered within perioperative handoff literature, even though multiple teams must work within and across the preoperative, intraoperative, and postoperative settings to care for shared patients. Methods: Using a case study from gynecological oncology, the authors demonstrate the applicability of an MTS taxonomy to the perioperative context. Compositional, linkage, and developmental MTS attributes are defined, along with the concept of boundary spanning, using examples from the case study to illustrate their relevance to the perioperative environment. Key research issues invoked through the application of the MTS taxonomy are discussed alongside overarching recommendations regarding approaches and methods to study these issues. Results: This discussion of perioperative handoffs considers team functional diversity and motivation, between-team interdependence and communication patterns, changes in MTS composition and structure, and boundary spanning. The authors make overarching recommendations for future research that specify mapping perioperative MTSs, identifying weaknesses in MTS functioning and possible handoff design countermeasures, and evaluating handoffs designs' impact on patient care and MTS outcomes using several study designs. Conclusion: An MTS perspective can uniquely inform key research questions to advance the practice of perioperative handoffs. Processes that affect complex patient safety and care quality outcomes demand consideration of between-team collaboration quality during perioperative periods. The application of MTS theory in intervention research addressing perioperative handoffs can support MTS functioning for the benefit of safe, high-quality care.

This article details the motivation and design of an experiment to investigate the effects of artificially intelligent cognitive assistive agents on coordination efforts in manufacturing teams. As automation solutions become more accessible and products rapidly grow in complexity, there are significant calls to leverage abilities of both artificial agents and human workers to maximize team functioning and product output. As such, we propose an experimental design where we introduce a cognitive agent with two levels of autonomy (low, and high) into a team of participants during an assembly task. We hypothesized that cognitive assistive technologies would enhance coordination within assembly teams, leading to higher productivity and reduced errors, with initial data suggesting trends in support of these hypotheses. We seek to demonstrate the value of cognitive agents in augmenting human workers, allowing manufacturers to see the benefit of increased productivity while retaining value and relevance of human labor in the face of technological development.

Gender inequity is globally present in the labor force and advocating for gender equality is not merely a fairness issue, but a benefit for organizations. In this paper, we identify common challenges for gender-diverse teams (i.e., turnover, discrimination, communication issues, conflict between team members, and low team cohesion). We also discuss the importance of inclusive leadership to overcome these challenges. Correspondingly, we provide practical actions for inclusive leaders to implement on their teams to address issues regarding diversity, and subsequently leverage its benefits.

As the need to tackle complex clinical and societal problems rises, researchers are increasingly taking on a translational approach. This approach, which seeks to integrate theories, methodologies, and frameworks from various disciplines across a team of researchers, places emphasis on translation of findings in order to offer practical solutions to real-world problems. While translational research leads to a number of positive outcomes, there are also a multitude of barriers to conducting effective team science, such as effective coordination and communication across the organizational, disciplinary, and even geographic boundaries of science teams. Given these barriers to success, there is a significant need to establish team interventions that increase science team effectiveness as translational research becomes the new face of science. This review is intended to provide translational scientists with an understanding of barriers to effective team science and equip them with the necessary tools to overcome such barriers. We provide an overview of translational science teams, discuss barriers to science team effectiveness, demonstrate the lacking state of current interventions, and present recommendations for improving interventions in science teams by applying best practices from the teams and groups literature across the four phases of transdisciplinary research.