2018
DOI: 10.1177/1046496418804898
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Effective Team Reflection: The Role of Quality and Quantity

Abstract: In this study, we distinguished between quantity and quality aspects of team reflection and examine how they relate to team performance improvement. We hypothesized that teams that reflect little but deeply and thoroughly show greater performance improvements than teams that reflect a great deal but on a superficial level. In addition, we examined the extent to which team performance will improve if teams engage in both quality and quantity in reflection in different extents, and whether implementation explain… Show more

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Cited by 23 publications
(23 citation statements)
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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%
“…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 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%
“…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%