January 2020
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32 Reads
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5 Citations
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January 2020
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32 Reads
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5 Citations
August 2017
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96 Reads
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9 Citations
Research on Managing Groups and Teams
Purpose - The reliance on teams in today's work environment underscores the importance of understanding how teams function. To better understand teams, one must be able to measure team dynamics or interaction. The purpose of this chapter is to outline an unobtrusive approach to measuring team dynamics from verbal communications. Methodology - The basic premise of this approach is that the words we use provide insight into how we feel and think at any given time. The methodology described in this chapter employs a lexical analytic approach to examining team dynamics. To best accomplish this, we first identify the principal features or dimensions of teamwork and then we propose lexical measures that may map to these processes. Practical implications - This approach can be employed to track team functioning over time "at a distance" without interrupting task performance. Originality - This chapter describes an approach to measuring relevant teamwork dimensions through verbal content. This approach has the potential to give us direct, unobtrusive insight into the emotional and cognitive states of teams. It is original in its examination of how team dynamics can be indexed in speech.
November 2015
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327 Reads
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20 Citations
Teams do not operate in a vacuum, but in specific real-world contexts. For many teams, this context includes high-demand, high-stress conditions which can negatively impact team functioning. In this chapter, we discuss how stress may impact team cohesion and examine stress mitigation strategies to overcome these effects.
October 2014
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137 Reads
Proceedings of the Human Factors and Ergonomics Society Annual Meeting
Past research on deception detection has demonstrated the diagnostic value of attending to verbal content (e.g., message content) over nonverbal cues (e.g., gaze aversion; Vrij, 2008). Moreover, research has also demonstrated the value of computer-based text analysis programs for distinguishing truthful from deceptive communications (Hauch, Masip, Blandon-Gitlin, & Sporer, 2012). The aim of this research is to add to the corpus of studies examining linguistic features of deceptive communications by comparing existing linguistic models (e.g., Newman, Pennebaker, Berry, & Richards, 2003) to our own approach. Based on our model, the results demonstrated that lies contain more affective words, are less detailed, and are more uncertain. Implications are discussed.
January 2014
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30 Reads
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2 Citations
The aim of this chapter is to present the reader with a theoretically- and empiricallybased discussion of how to train teams to high performance. This discussion is organized around the tenets of team training. We begin by providing the reader with a foundation concerning the science of teams and team training. We follow this discussion by offering our approach to training teams to high performance. Our approach reflects before, during, and after team training considerations. In order bolster comprehension, we illustrate, where appropriate, key concepts by providing examples from sport, specifically soccer. We conclude the chapter by advancing a list of tips for training teams to high performance.
January 2014
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249 Reads
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23 Citations
February 2013
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178 Reads
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14 Citations
The Joint Commission Journal on Quality and Patient Safety
January 2013
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513 Reads
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18 Citations
September 2012
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166 Reads
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36 Citations
Group Dynamics Theory Research and Practice
This research constitutes an initial empirical examination of how the introduction of a third party impacts interviewee rapport in an investigative interview setting. Whereas some have argued that employing two interviewers may be beneficial in an investigative interview setting, others have speculated that adding a “third person in the communications loop” (U.S. Department of the Army, 2006) during an investigative interview may negatively impact the establishment of rapport. This research draws on group dynamics research and adopts a content-analytic approach using the Linguistic Inquiry and Word Count (LIWC; Pennebaker, Booth, & Francis, 2007) to examine interviewee rapport in real-world investigative interviews. The comparison of dyadic interviews in which one interviewer was present and triadic interviews in which two interviewers were present revealed no significant reduction in interviewee rapport. These findings suggest that the anecdotal concern that “three is a crowd” and that the addition of a third party may result in decreased rapport may be unfounded. Further research on the group dynamics of the investigative interview is discussed. (PsycINFO Database Record (c) 2013 APA, all rights reserved)
January 2012
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68 Reads
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19 Citations
... Nonetheless, there was a clear increase in teamwork and cooperation in the post-COVID period on both unadjusted and adjusted analyses. Improvements in team cohesion have been described in other teams under duress, including high-risk settings such as the military, the fire service, and space flight [20][21][22][23]. These improvements can translate into improved team performance and safety, but they require strong leadership and a culture of error management rather than error aversion to ensure that stressors do not degrade performance [22]. ...
January 2020
... The qualitative analyses further help to better understand when and why specific team processes help teams to be effective. Third, we use state-of-the-art CATA as a solution for measuring team processes longitudinally in a non-invasive way (Driskell et al., 2017;Mathieu et al., 2022). By leveraging CATA, we also make a methodological contribution by highlighting the potential of underutilized methods that help to index dynamic team processes without the need to burden team members with repeated surveys . ...
August 2017
Research on Managing Groups and Teams
... In the following text we review the concept of psychological stress and highlight how psychological processes of cognitive appraisal and coping can act to mitigate the effects of environmental stressors on cognitive performance in military personnel. While the effects of stress on cognition and operational performance have been the subject of several previous reviews (see Staal, 2004;Kavanagh, 2005;Driskell et al., 2006;Lukey and Tepe, 2008), the present paper is intended to provide an updated and targeted examination of the effects of psychological stress on cognition within a military context. Recent developments in the enhancement of cognitive resilience are also considered against existing and well-established theoretical models, in an attempt to highlight gaps in knowledge and areas for future investigation. ...
January 2006
... Conversely, top to the down influence of team level characteristics influences the behavior and individuals. Theoretical models (Le Pine et al., 2011;Salas et al., 2014: Loughry et al., 2007 have conceptualized the interaction of personality dimensions and team performance focusing on the aggregation of individual personality traits on team performance. Personality interactions affect the team performance, in that extroversion and agreeableness are interpersonal traits and consciousness is a task-related trait (Gonzalez-Mulé et al., 2014) and influence teamwork through cooperative norms and task engagement. ...
January 2014
... Workplace violence is one of the most complex and dangerous hazards faced by doctors, nurses and other health professionals. This violence may be due to increased stress levels of patients and relatives, long waiting hours, unrestricted visitor access, overcrowding and so on [15][16][17]. The aim of this study is to determine the frequency and type of risk factors in healthcare workers. ...
January 2005
... Emotional. From an emotional perspective, stress activates individual reactions such as anxiety, fear and frustration (Driskell & Salas, 1991). ...
January 1991
... The Importance of the Initial Meeting in VTs Whereas every team meeting is important, the first team meeting plays a crucial role in setting the tone for all remaining meetings and interactions (Coutu, 1998;Suchan & Hayzak, 2001). Many of the issues that may arise in virtual teams are likely to occur if team members do not set the right tone with one another during their initial interactions; indeed, if initial meetings are not conducted effectively, they may lead to lower levels of trust (Alge, Wiethoff, & Klein, 2003), poorly developed shared mental models (Burke, Shuffler, Salas, & Gelfand, 2010), and lower overall effectiveness (Warkentin & Beranek, 1999). We thus first highlight this specific component of virtual team meetings given that the subsequent guidelines may be particularly critical to consider for the initial GVT meeting. ...
January 2010
... The finding that THRM practices showed differential effects on both forms of team learning, may also be linked to the different nature of the two learning activities. Information processing is seen by several authors (e.g., Burke et al., 2007;Wilson et al., 2007) as a basic team process, or-in other words-as a requirement for improvement or innovation and in itself not per se directed towards a certain change or learning goal. Boundary crossing however is often said to be done with a certain purpose in mind (e.g., Ancona & Caldwell, 1992;Burke et al., 2007). ...
January 2008
... Previous works revealed a connection between team cohesion and stress (Driskell et al., 2015), self-confidence (Chicau et al., 2012;Prapavessis and Carron, 1996), and attention ; variables influencing athletes' stress management abilities. Stress can be described as a state of physical and psychological activation in response to external demands that exceed one's ability to cope and requires a person to adapt or change behavior (Dos Santos et al., 2020). ...
November 2015
... Todd & Thomas (24) found flight crews consisting of a high-hour Captain and a low-hour First Officer (the high power distance scenario) to have scored significantly lower on monitoring and cross-check markers than with higher-hour First Officers (same role and rank pairing, but comparatively lower power distance). Crews lower in power distance had a greater number of positive teamwork behaviors (25). The use of TFH as a measure of experience can therefore help to capture these power distance factors influencing interactive interrelations in the wider system. ...
January 2004