In teams, some combinations of people work together better than others. A large body of literature with a rich history suggests that the configuration of team member attributes, called team composition, has a fundamental influence on teamwork. Team composition shapes the emergence of affective states, behavioral processes, and cognitive states (the ABCs of teamwork), which ultimately affect how teams meet their objectives. The purpose of this article is to describe what is known about team composition and its influence on the ABCs of teamwork. We discuss what team composition is, and why it is important. We then describe key discoveries related to how team composition shapes the ABCs of teamwork. Building on what we know, we outline important directions for future research. (PsycINFO Database Record

Extreme teams complete their tasks in unconventional performance environments and have serious consequences associated with failure. Examples include disaster relief teams, special operations teams, and astronaut crews. The unconventional performance environments within which these teams operate require researchers to carefully consider the context during the research process. These environments may also create formidable challenges to the research process, including constraining data collection and sample sizes. Given the serious consequences associated with failure, however, the challenges must be navigated so that the management of extreme teams can be evidence based. We present an approach for conducting actionable research on extreme teams. Our approach is an extension of mixed-methods research that is particularly well suited for emphasizing context. The approach guides researchers on how to integrate the local context into the research process, which allows for actionable recommendations. At the same time, our approach applies an intentionally broad framework for organizing context, which can serve as a mechanism through which the results of research on extreme teams can be meaningfully accumulated and integrated across teams. Finally, our approach and description of steps address the unique challenges common in extreme-team research. While developed with extreme teams in mind, we view our general approach as applicable to more traditional teams when the features of the context that impinge on team functioning are not adequately represented by typical descriptions of context in the literature and the goal is actionable research for the teams in question.

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