Fostering Effective Debriefs: The Integral Role of Team Reflexivity

Reiter‐Palmon, Roni; Leone, Salvatore; Murugavel, Vignesh R.; Allen, Joseph A.

doi:10.1108/s1534-085620200000020005

Cited by 4 publications

(7 citation statements)

References 43 publications

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“…These findings link psychological safety to brainstorming and team idea evaluation processes. Additionally, Reiter-Palmon et al (2020) posited that psychological safety likely plays a role in resolving misalignments task representation in debriefing meetings. Empirical work has provided support for these connections between psychological safety and team creative performance (Kessel et al, 2012; West & Anderson, 1996).…”

Section: Related Team States In the Team Creative Process In Meetingsmentioning

confidence: 99%

“…These conceptualizations of team reflexivity highlight the similarities that reflexivity has with team creative processes; however, a key difference exists between the two. Reflexivity processes focus on meta-level issues in team problem-solving (Pieterse et al, 2011; Reiter-Palmon et al, 2020), whereas team creative processes are designed to discuss problem-solving itself. That is, during the team reflexivity process team would discuss how they approach structuring problems, generating solutions, and evaluating ideas in general.…”

Section: Related Team States In the Team Creative Process In Meetingsmentioning

confidence: 99%

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Integrating workplace meetings and team creative process literature: A multi-level perspective

Murugavel

Reiter‐Palmon

2023

Organizational Psychology Review

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Expanding existing meeting typologies, this paper introduces a model of the team creative process in meetings to better capture and study the full breath of meeting activity that results in creative outcomes. The primary goal of this work is to describe the processes that occur in the team creative process in meetings at the individual and team levels. A multi-level model that depicts the emergence of team creative cognitive processes from individual-level cognitions is presented. The nature of emergence of team creative processes is detailed. Research on creativity and meetings is integrated to better understand how meeting design characteristics influence creative output. This review of research is distilled to provide practical recommendations to best construct meetings to facilitate individual and team creativity. Additionally, the role of related team states in creative processes meetings is outlined. Finally, paths for future research on creativity in meetings are discussed. Plain Language Summary This article explores how individuals and teams think creatively in meetings. A model of meetings that have goals to produce creative outcomes is presented. The association between individual thinking processes and group thinking processes is presented alongside a discussion of relevant surrounding influences. Research on creative thinking and workplace meetings is used to better understand how meetings can be used to improve creativity. Practical recommendations to improve the production of creative outcomes in meetings are also provided.

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Section: Related Team States In the Team Creative Process In Meetingsmentioning

confidence: 99%

Section: Related Team States In the Team Creative Process In Meetingsmentioning

confidence: 99%

Integrating workplace meetings and team creative process literature: A multi-level perspective

Murugavel

Reiter‐Palmon

2023

Organizational Psychology Review

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“…Thus, teams may experience a situation where individual members construct information silos inaccessible to the team as a whole. Fostering sensemaking, or the convergence of various perspectives into a shared understanding, is proposed to alleviate such silos (Reiter-Palmon et al, 2020) One important way leaders should foster sensemaking is via debriefs or afteraction reports (AAR). Debriefs and AARs are formal meetings where members reflect on the team's performance, their own performance, and form a collective understanding of what needs to happen to ensure successful team outcomes (Allen et al, 2018).…”

Section: Sensemaking and Debriefsmentioning

confidence: 99%

Section: Leader Strategies During the Problem Construction Processmentioning

confidence: 99%

“…Leaders should participate during debrief meetings as well. The leader should reflect on their expectations and describe how the team met or missed those benchmarks while providing developmental feedback on improvement (Reiter-Palmon et al, 2020). However, it should be noted that the debrief is a time for teams to collectively arrive at shared understandings, rather than an opportunity for leaders to engage in performance evaluation.…”

Section: Leader Strategies During the Problem Construction Processmentioning

confidence: 99%

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Leading creative teams: A process-perspective with implications for organizational leaders.

Leone¹,

Reiter‐Palmon²

2022

Translational Issues in Psychological Science

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How to carry out organisational debriefing for team learning

Hebles,

Yániz-Alvarez-de-Eulate,

Villardón-Gallego

2023

EJMBE

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PurposeThe debriefing is a procedure based on intra-team feedback, which has frequently been applied in university formation in health but has been less used in business. The aim of this research is to analyse best practices in the actual implementation of debriefing in organisations, based on criteria the guidelines for carrying out each stage established in the procedure.Design/methodology/approachTo achieve these goals, working teams from different organisations carried out 19 group-debriefing sessions on an authentic work problem. These sessions were observed and analysed following a qualitative approach.FindingsAfter observing a debriefing session in 19 organisations, four categories related to its implementation have been identified: Self-analysis, information, planning and orientation of the development of the team.Research limitations/implicationsIt is important to mention some limitations to this work. The major limitation was the lack of published literature related to the debriefing in the area of organisational management. The qualitative and exploratory nature of the study limits the generalisation of the results.Practical implicationsThe research has practical implications as the characterisation and description of each phase favours the transfer to implement the debriefing technique adequately in different types of organisations.Social implicationsIt has been observed that all forms of debriefing have a common purpose in learning and, team and employee development, due to the powerful transferability and usefulness of debriefing in different contexts. Therefore, knowing the correct use of debriefing is a breakthrough in this area. In addition, including this type of practice will not just facilitate a better performance, it will also help teams to learn to work in a team from their own experiences.Originality/valueIt has been characterised by the process of debriefing from the correct implementation of each phase through the analysis of the narratives that arise in the debriefing sessions carried out.

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Fostering Effective Debriefs: The Integral Role of Team Reflexivity

Cited by 4 publications

References 43 publications

Integrating workplace meetings and team creative process literature: A multi-level perspective

Integrating workplace meetings and team creative process literature: A multi-level perspective

Leading creative teams: A process-perspective with implications for organizational leaders.

How to carry out organisational debriefing for team learning

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