Effective Team Reflection: The Role of Quality and Quantity

Otte, Kai‐Philip; Konradt, Udo; Oldeweme, Martina

doi:10.1177/1046496418804898

Cited by 23 publications

(23 citation statements)

References 54 publications

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“…These five characteristics can mutually reinforce each other, because team reflection, for instance, is typically of higher quality when it is done face to face (Marques-Quinteiro et al, 2021), as it allows teams to get to the root of a potential problem (Otte et al, 2017). As a result, it can be argued, in line with Otte et al (2018), that face-to-face team reflection is more likely to result in increased team communication in comparison to teams who reflect through another method. Therefore, we will study the effect of the set of agile practices on team outcomes.…”

Section: Theoretical Framework Agile Way Of Workingmentioning

confidence: 98%

The effects of working agile on team performance and engagement

Peeters

Voorde

Paauwe

2022

TPM

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Purpose This study aims to examine the relationship between the agile way of working and team performance and engagement. Furthermore, psychological safety climate was investigated as a mediator of this relationship. As organizations are increasingly adopting the agile way of working method beyond the information technology (IT) setting, the authors researched its effects in teams across a variety of functional domains. Design/methodology/approach Survey data was collected from 97 agile teams working in various functional domains in a multinational bank. The data was analyzed using structural equation modeling. Findings Results indicated that the agile way of working is directly and positively related to team engagement and performance. Moreover, psychological safety climate acted as a partial mediator of each of the respective outcomes. Originality/value This study illustrated that the agile way of working is beneficial for teams beyond the IT setting, as it is positively associated with psychological safety climate, engagement and performance across functional domains.

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Section: Theoretical Framework Agile Way Of Workingmentioning

confidence: 98%

The effects of working agile on team performance and engagement

Peeters

Voorde

Paauwe

2022

TPM

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“…The tasks were chosen based on four criteria: (a) there are no instructions on how to work on the task, so that no particular rhythm or sequence of transition and action processes is imposed (cf. Otte et al, 2018), (b) transition and action processes are clearly observable, (c) they require a fairly significant amount of interaction and interdependence between team members (“discretionary task”; Steiner, 1972), and finally (d) the performance of the teams can be measured objectively. We decided on two tasks, which require all four major task processes included in the McGrath’s (1984) circumplex model, namely generating ideas and plans, choosing a solution, negotiating a solution to a conflict, and executing a task.…”

Section: Methodsmentioning

confidence: 99%

The rhythm of teamwork: Discovering a complex temporal pattern of team processes.

Oldeweme¹,

Konradt²,

Brede³

2023

Group Dynamics: Theory, Research, and Practice

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Objective: The recurring phase model of team processes suggests the existence of a rhythm of team task accomplishment, which refers to a repeated sequence of transition and action phases over time. Drawing on this model, we provide the first empirical investigation of whether different types of teamwork rhythm emerge, whether the rhythm varies according to the type of task, and whether the rhythm is related to team performance. Method: We observed and videoed student teams (N = 48) working on two different tasks (a creative task and a construction task) in a laboratory setting. Team processes were coded and assigned to transition or action phases using a custom algorithm. The rhythm of teamwork for each team was determined using the four parameters of tempo, regularity of tempo, focus (transition vs. action), and variability of focus. Results: Latent profile analysis revealed three distinct rhythms of teamwork across both tasks: a slow and action-oriented rhythm, a fast and regular rhythm, and a changingfocus rhythm. The results also show that the majority of the teams (63.04%) changed rhythm type between the tasks. Moreover, for the creative task, a changing-focus rhythm was predictive of lower performance (g = 0.25-0.48), whereas for the construction task, no association was found between rhythm and performance. Conclusions: The study provides a methodological procedure for analyzing the rhythm of teamwork and offers some initial insights into the types of teamwork rhythms and their association with type of tasks and levels of performance. Highlights and Implications• We establish a methodological procedure for capturing the rhythm of teamwork, which emerges as a repeated sequence of transition and action phases when teams are working on a task.• Teams do not generally follow a single rhythm of transition and action phases but adapt teamwork rhythm according to the task they are working on.• Teamwork rhythm and team performance seem to be related in creative tasks.• Teams should be made aware of the importance of different rhythms of teamwork and trained to use different rhythms according to the demands of the particular task and situation.

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“…Although their overall team context bears similarities with multidisciplinary decision-making boards, research on debriefings has been significantly different from research on the decision-making boards. In disciplines such as psychology and organizational behavior, this research involves experiments (e.g., Gurtner et al, 2007; Ellis et al, 2009, 2010; DeRue et al, 2012; Eddy et al, 2013; Konradt et al, 2015; Otte et al, 2018) and field studies (Vashdi et al, 2013; Weiss et al, 2017b) in which the impact of reflexivity interventions on defined outcomes is tested and different debriefing approaches are compared (e.g., unstructured vs. structured). In disciplines such as healthcare and medical education, there is far more conceptual than empirical work on debriefings.…”

Section: Previous Methodological Approaches and Their Consequencesmentioning

confidence: 99%

Laborious but Elaborate: The Benefits of Really Studying Team Dynamics

Kolbe

Boos

2019

Front. Psychol.

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In this manuscript we discuss the consequences of methodological choices when studying team processes “in the wild.” We chose teams in healthcare as the application because teamwork cannot only save lives but the processes constituting effective teamwork in healthcare are prototypical for teamwork as they range from decision-making (e.g., in multidisciplinary decision-making boards in cancer care) to leadership and coordination (e.g., in fast-paced, acute-care settings in trauma, surgery and anesthesia) to reflection and learning (e.g., in post-event clinical debriefings). We draw upon recently emphasized critique that much empirical team research has focused on describing team states rather than investigating how team processes dynamically unfurl over time and how these dynamics predict team outcomes. This focus on statics instead of dynamics limits the gain of applicable knowledge on team functioning in organizations. We first describe three examples from healthcare that reflect the importance, scope, and challenges of teamwork: multidisciplinary decision-making boards, fast-paced, acute care settings, and post-event clinical team debriefings. Second, we put the methodological approaches of how teamwork in these representative examples has mostly been studied centerstage (i.e., using mainly surveys, database reviews, and rating tools) and highlight how the resulting findings provide only limited insights into the actual team processes and the quality thereof, leaving little room for identifying and targeting success factors. Third, we discuss how methodical approaches that take dynamics into account (i.e., event- and time-based behavior observation and micro-level coding, social sensor-based measurement) would contribute to the science of teams by providing actionable knowledge about interaction processes of successful teamwork.

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Effective Team Reflection: The Role of Quality and Quantity

Cited by 23 publications

References 54 publications

The effects of working agile on team performance and engagement

The effects of working agile on team performance and engagement

The rhythm of teamwork: Discovering a complex temporal pattern of team processes.

Laborious but Elaborate: The Benefits of Really Studying Team Dynamics

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