Enhancing the Effectiveness of Team Science

Abstract

This chapter summarizes the research literature on team effectiveness, highlighting findings on the key features that create challenges for team science outlined in Chapter 1. Based on its review of the literature (e.g., Kozlowski and Ilgen, 2006; Marks, Mathieu, and Zaccaro, 2001; Salas, Goodwin, and Burke, 2009), the committee defines team effectiveness as follows: Team effectiveness, also referred to as team performance, is a team's capacity to achieve its goals and objectives. This capacity to achieve goals and objectives leads to improved outcomes for the team members (e.g., team member satisfaction and willingness to remain together) as well as outcomes produced or influenced by the team. In a science team or larger group, the outcomes include new research findings or methods and may also include translational applications of the research.

Co-designing transformation research: lessons learned from research on deliberate practices for transformation

“…Thus co-design itself could be viewed as an important deliberate practice that can play a part in helping to transform how research is done to assist the facilitation of social transformations more widely. Advancing research on this topic will need to examine both transformative practice as well as team science including process and effectiveness, institutional and organizational support, as well as funding and developmental evaluation of team science [44].…”

Collaborative Research: Grounding Institutional Partnerships in Structures for Broader Impact DesignMid-Way Evaluation Report

“…The pulse check, developed as a diagnostic tool for team science, has been revised twice from its original; these revision drew from a National Research Council report on the measuring effective science teams (NRC, 2015) and reports on evaluating the strength of the Oregon STEM Hubs (O'Connell, Storksdieck, & Keys, 2017;Storksdieck, O'Connell, & Keys, 2018). The pulse check instrument contains three open-ended questions to monitor the dynamics of the collaboration, as well as 18 Likert rating-based items for five different scales from Koeplefer & Koepfler, 2011 andTaylor-Powell, Rossing, &Geran, 1998 (Table 1).…”

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“…Central to the success of any approach to team practice in health care systems are the core values of caring 4 that team members demonstrate to become high functioning teams and to increase team effectiveness. 5,6,7,8,9,10,11 Honesty: Honesty is critical for maintaining the mutual trust necessary for a high-functioning team. Communication including transparency about aims, decisions, uncertainty, and mistakes within the team is essential.…”