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Terrorist teams as loosely coupled systems.
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| Pengarang | : | Spitzmuller, Matthias; Park, Guihyun. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 491-503 |
| Abstrak | : | Acts of terrorism can be harrowing and cause extensive damage, yet they occur far too frequently. How do terrorist groups organize and coordinate their attacks? What makes those groups simultaneously cohesive and flexible in a hostile environment? Different academic disciplines have contributed to a better understanding of the proliferation of terrorist acts in recent years. With very few exceptions, however, extant psychological research on terrorism has almost exclusively focused on the individual terrorist. We leverage the team literature to better understand how a team of terrorists radicalizes, organizes, and makes decisions. Drawing from the work of Weick (1976), we characterize terrorist teams as loosely coupled systems. Examples of different terrorist attacks from the last 15 years illustrate how loose coupling in terrorist teams is especially powerful because of the high familiarity and intimacy among members of terrorist teams. Loosely coupled structures have led to highly adaptive and resilient teams whose actions are fluid, unpredictable, and often lethal. We conclude by discussing implications for counterterrorism and for future research. (PsycINFO Database Record (c) 2018 APA, all rights reserved) |
Extreme teams: Toward a greater understanding of multiagency teamwork during major emergencies and disasters.
| Pengarang | : | Power, Nicola. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 478-490 |
| Abstrak | : | Major emergencies are extreme team decision making environments. They are complex, dynamic, high-stakes and fast paced events, wherein successful resolution is contingent upon effective teamwork. Not only do emergency teams coordinate at the intrateam level (e.g., police team), but they are increasingly required to operate at the interteam level (e.g., police, fire and ambulance teams). This is in response to the desire for networked and cost-effective practice and due to the evolving nature of modern threats, such as extreme weather events and terrorist attacks, which require a multi- rather than single-agency response. Yet the capacity for interoperability between emergency teams is under researched and poorly understood. Much of the teamwork research is based on student-samples or in artificial lab settings, reducing the salient contextual demands of emergencies (e.g., high-stakes, meaningful risk). Furthermore, the minimal research that has been conducted has tended to provide broad descriptive accounts of challenges faced during emergencies, but failed to develop and test solutions. This article identifies what is known about emergency teams and highlights why it is an important and timely area for research. It will focus on the challenges and solutions to three areas of team processing: cooperation, coordination, and communication. Future research must have a solutions-focused approach. This can be oriented around areas: training, sociotechnical networks, and policies/procedural guidelines. Greater collaboration between academics and practitioners can grow knowledge in this domain, ensuring that interventions to improve emergency teamwork are both contextually grounded and empirically validated. (PsycInfo Database Record (c) 2020 APA, all rights reserved) |
Teamwork in the intensive care unit.
| Pengarang | : | Ervin, Jennifer N.; Kahn, Jeremy M.; Cohen, Taya R.; Weingart, Laurie R. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 468-477 |
| Abstrak | : | Intensive care units (ICUs) provide care to the most severely ill hospitalized patients. Although ICUs increasingly rely on interprofessional teams to provide critical care, little about actual teamwork in this context is well understood. The ICU team is typically comprised of physicians or intensivists, clinical pharmacists, respiratory therapists, dieticians, bedside nurses, clinical psychologists, and clinicians-in-training. ICU teams are distinguished from other health care teams in that they are low in temporal stability, which can impede important team dynamics. Furthermore, ICU teams must work in physically and emotionally challenging environments. Our review of the literature reveals the importance of information sharing and decision-making processes, and identifies potential barriers to successful team performance, including the lack of effective conflict management and the presence of multiple and sometimes conflicting goals. Key knowledge gaps about ICU teams include the need for more actionable data linking ICU team structure to team functioning and patient-, family-, ICU-, and hospital-level outcomes. In particular, research is needed to better delineate and define the ICU team, identify additional psychosocial phenomena that impact ICU team performance, and address varying and often competing indicators of ICU team effectiveness as a multivariate and multilevel problem that requires better understanding of the independent effects and interdependencies between nested elements (i.e., hospitals, ICUs, and ICU teams). Ultimately, efforts to advance team-based care are essential for improving ICU performance, but more work is needed to develop actionable interventions that ensure that critically ill patients receive the best care possible. (PsycInfo Database Record (c) 2020 APA, all rights reserved) |
The complexity, diversity, and science of primary care teams.
| Pengarang | : | Fiscella, Kevin; McDaniel, Susan H. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 451-467 |
| Abstrak | : | This article examines the past, present and future of primary care and teamwork. It begins with a definition and description of primary care–its uniqueness, diversity and complexity, including the historical role of teams within primary care. The article then reviews the emergence of innovative primary care teams, including those grounded in new processes such as the Patient-Centered Medical Home and interprofessional teams that include new types of health professionals, particularly psychologists and other integrated behavioral health clinicians. The article describes key factors that support or hinder primary care teamwork, as well as evidence of the impact of these team-based models on patient outcomes, costs, and team members. It also discusses the role of primary care teams within multiteam systems (or ‘teams of teams’), which are organized around the needs of patients and families, and the unique challenges these systems pose to coordinating care. The article concludes with recommendations for advancing teams in primary care, including changes in payment, descriptions of team competencies, models for primary care team training, and research necessary to inform the gaps in scientific knowledge. (PsycInfo Database Record (c) 2022 APA, all rights reserved) |
Teamwork in healthcare: Key discoveries enabling safer, high-quality care.
| Pengarang | : | Rosen, Michael A.; DiazGranados, Deborah; Dietz, Aaron S.; Benishek, Lauren E.; Thompson, David; Pronovost, Peter J.; Weaver, Sallie J. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 433-450 |
| Abstrak | : | Few industries match the scale of health care. In the United States alone, an estimated 85% of the population has at least 1 health care encounter annually and at least one quarter of these people experience 4 to 9 encounters annually. A single visit requires collaboration among a multidisciplinary group of clinicians, administrative staff, patients, and their loved ones. Multiple visits often occur across different clinicians working in different organizations. Ineffective care coordination and the underlying suboptimal teamwork processes are a public health issue. Health care delivery systems exemplify complex organizations operating under high stakes in dynamic policy and regulatory environments. The coordination and delivery of safe, high-quality care demands reliable teamwork and collaboration within, as well as across, organizational, disciplinary, technical, and cultural boundaries. In this review, we synthesize the evidence examining teams and teamwork in health care delivery settings in order to characterize the current state of the science and to highlight gaps in which studies can further illuminate our evidence-based understanding of teamwork and collaboration. Specifically, we highlight evidence concerning (a) the relationship between teamwork and multilevel outcomes, (b) effective teamwork behaviors, (c) competencies (i.e., knowledge, skills, and attitudes) underlying effective teamwork in the health professions, (d) teamwork interventions, (e) team performance measurement strategies, and (f) the critical role context plays in shaping teamwork and collaboration in practice. We also distill potential avenues for future research and highlight opportunities to understand the translation, dissemination, and implementation of evidence-based teamwork principles into practice. (PsycInfo Database Record (c) 2020 APA, all rights reserved) |
The trade-offs of teamwork among STEM doctoral graduates.
| Pengarang | : | Kniffin, Kevin M.; Hanks, Andrew S. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 420-432 |
| Abstrak | : | Teamwork has increasingly become prevalent in professional fields such as academic science, perhaps partly because research shows that teams tend to produce superior work. Although research on teamwork has typically focused on its impact on work products, we complement that work by examining the degree to which teamwork influences salary, hours worked, and overall job satisfaction. Drawing on microdata collected through the National Science Foundation’s Survey of Doctorate Recipients as well as the Survey of Earned Doctorates, we find that doctoral degree holders in science, technology, engineering, and mathematics (STEM) fields tend to earn substantially higher salaries and work more hours when they engage in teamwork. We also find no comparable difference in overall job satisfaction as a function of whether individuals work within teams. Additionally, we find evidence that age interacts significantly with teamwork, whereby older teamworkers tend to earn relatively more when participating in teams without appearing to work more hours; and we show that employment sector is important, whereby teamwork is relevant for salaries and hours worked in education and industry but not in government. Although our study is based on market outcomes and behavioral measures, our findings provide grounds for future research that examines the psychological mechanisms that are relevant to understanding why people join teams as well as the psychological consequences that people encounter through teamwork. More generally, this study provides a model for considering individual-level antecedents and outcomes associated with teamwork when degrees of discretion exist with respect to teaming. (PsycInfo Database Record (c) 2020 APA, all rights reserved) |
Evaluating problem-solving teams in K–12 schools: Do they work
| Pengarang | : | Rosenfield, Sylvia; Newell, Markeda; Zwolski Jr., Scott; Benishek, Lauren E. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 407-419 |
| Abstrak | : | Teams and other collaborative structures have become commonplace in American schools, although historically school staff members functioned more independently from one another. In this article, we describe the growing influence of collaboration and teaming in a variety of school contexts, but focus on the empirical literature on problem-solving teams as reflecting the state of research and practice in the schools. A review of the research on problem-solving teams, using an input–mediator–outcome–input framework, provides evidence for how teaming could become more effective and efficient in this context as well as sets an agenda for what additional research is needed. Key challenges to school teams are considered next, along with recommendations for change. The first challenge is the lack of training of school staff in the key components of teaming. A second issue is the difficulty in implementing teams in the organizational context of schools. (PsycINFO Database Record (c) 2018 APA, all rights reserved) |
Teamwork situated in multiteam systems: Key lessons learned and future opportunities.
| Pengarang | : | Shuffler, Marissa L.; Carter, Dorothy R. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 390-406 |
| Abstrak | : | Many important contexts requiring teamwork, including health care, space exploration, national defense, and scientific discovery, present important challenges that cannot be addressed by a single team working independently. Instead, the complex goals these contexts present often require effectively coordinated efforts of multiple specialized teams working together as a multiteam system (MTS). For almost 2 decades, researchers have endeavored to understand the novelties and nuances for teamwork and collaboration that ensue when teams operate together as “component teams” in these interdependent systems. In this special issue on the settings of teamwork, we aim to synthesize what is known thus far regarding teamwork situated in MTS contexts and offer new directions and considerations for developing, maintaining, and sustaining effective collaboration in MTSs. Our review of extant research on MTSs reveals 7 key lessons learned regarding teamwork situated in MTSs, but also reveals that much is left to learn about the science and practice of ensuring effective multiteam functioning. We elaborate these lessons and delineate 4 major opportunities for advancing the science of MTSs as a critical embedding context for collaboration and teamwork, now and in the future. (PsycInfo Database Record (c) 2020 APA, all rights reserved) |
Debunking key assumptions about teams: The role of culture.
| Pengarang | : | Feitosa, Jennifer; Grossman, Rebecca; Salazar, Maritza. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 376-389 |
| Abstrak | : | Scholars have argued that if psychologists are to gain a true understanding of human behavior, culture should be central to research and theory. The research on teams is an area where better integration between the mainstream and cross-cultural literatures is critically needed, given the increasing prevalence of multicultural teams. The purpose of this article is therefore to demonstrate how research focused on culture’s influence on teams advances current mainstream theoretical understanding of team effectiveness. Guided by widely accepted frameworks of team effectiveness (Ilgen, Hollenbeck, Johnson, & Jundt, 2005) and culture (Giorgi, Lockwood, & Glynn, 2015), we extract several key assumptions from the mainstream literature that have also been examined within the cross-cultural literature. Through a process of comparing and contrasting, we determined which components of current models are upheld and debunked when seeking to generalize these models to other cultural contexts outside of North America. Although we found some consistent results across the two literatures, most of our analyses reveal there are important boundary conditions surrounding common team effectiveness assumptions when culture is considered. By anchoring our analyses around fundamental aspects of teams, including how they form, function, and finish, we then revised these assumptions according to the integration of the teams and cross-cultural literatures. Taken together, we provide a rich foundation for future research, and facilitate a more nuanced understanding of human behavior within the team context. (PsycINFO Database Record (c) 2018 APA, all rights reserved) |
Addressing the paradox of the team innovation process: A review and practical considerations.
| Pengarang | : | Thayer, Amanda L.; Petruzzelli, Alexandra; McClurg, Caitlin E. |
| Nama Majalah/Jurnal | : | American Psychologist |
| Volume / Edisi | : | 73 (No. 4) |
| Halaman | : | 363-375 |
| Abstrak | : | Facilitating team innovation is paramount to promoting progress in the science, technology, engineering, and math fields, as well as advancing national health, safety, prosperity, and welfare. However, innovation teams face a unique set of challenges due to the novelty and uncertainty that is core to the definition of innovation, as well as the paradoxical nature of idea generation and idea implementation processes. These and other challenges must be overcome for innovation teams to realize their full potential for producing change. The purpose of this review is, thus, to provide insight into the unique context that these teams function within and provide an integrative, evidence-based, and practically useful, organizing heuristic that focuses on the most important considerations for facilitating team innovation. Finally, we provide practical guidance for psychologists, organizations, practitioners, scientists, educators, policymakers, and others who employ teams to produce novel, innovative solutions to today’s problems. (PsycInfo Database Record (c) 2020 APA, all rights reserved) |