Methods for Diagnosing Interaction Strategies

Becker-Beck, Ulrike

doi:10.1177/104649640103200301

Cited by 13 publications

(1 citation statement)

References 18 publications

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“…Applying a similar methodological approach, Stachowski et al (2009) showed that during a simulated crisis, higher-performing control room crews performed fewer, shorter, and less complex interaction patterns than did lower-performing crews. Thus, focusing on nonrandom patterns of behavior rather than on frequency of behaviors in singularity can provide new insights into team functioning (Becker-Beck, 2001). In this study, we examine interaction patterns of team member monitoring and talking to the room in higher-and lower-performing action teams.…”

Section: Team Interaction Patternsmentioning

confidence: 99%

Monitoring and talking to the room: Autochthonous coordination patterns in team interaction and performance.

Kolbe¹,

Grote²,

Waller

et al. 2014

Journal of Applied Psychology

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This paper builds on and extends theory on team functioning in high-risk environments. We examined 2 implicit coordination behaviors that tend to emerge autochthonously within high-risk teams: team member monitoring and talking to the room. Focusing on nonrandom patterns of behavior, we examined sequential patterns of team member monitoring and talking to the room in higher- and lower-performing action teams working in a high-risk health care environment. Using behavior observation methods, we coded verbal and nonverbal behaviors of 27 anesthesia teams performing an induction of general anesthesia in a natural setting and assessed team performance with a Delphi-validated checklist-based performance measure. Lag sequential analyses revealed that higher-performing teams were characterized by patterns in which team member monitoring was followed by speaking up, providing assistance, and giving instructions and by patterns in which talking to the room was followed by further talking to the room and not followed by instructions. Higher- and lower-performing teams did not differ with respect to the frequency of team member monitoring and talking to the room occurrence. The results illustrate the importance of patterns of autochthonous coordination behaviors and demonstrate that the interaction patterns, as opposed to the behavior frequencies, discriminated higher- from lower-performing teams. Implications for future research and for team training are included. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

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Section: Team Interaction Patternsmentioning

confidence: 99%

Monitoring and talking to the room: Autochthonous coordination patterns in team interaction and performance.

Kolbe¹,

Grote²,

Waller

et al. 2014

Journal of Applied Psychology

View full text Add to dashboard Cite

show abstract

Assessment of Groups

Ragg

2008

Comprehensive Handbook of Social Work and Social Welfare

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Being, Engaging, Contextualizing and Managing Matrix—a Means for Nonspecialists to Assess Group Dynamics?

Bell

Morse

2011

Syst. Res.

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In April 1999, academics from the Systems Department at the Open University in UK devised a matrix for assessing third-level systems students-the matrix was based upon systemic practitioner behaviours taught in the course. It was based upon earlier methods that sought to understand and assess student progress based upon evidence of changing behavioural traits rather than the expression of learned responses or 'right' answers. This was the beginning of the being, engaging, contextualizing and managing (BECM) matrix. The European Union-funded research project called Policy Influence of Indicators (POINT) made use of BECM as part of a process for exploring ways in which groups make use of indicators in several domains. This paper tells the story of how BECM was used in the POINT project to gain an understanding of group behaviour by observation of four segregated but linked qualities.

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Methods for Diagnosing Interaction Strategies

Cited by 13 publications

References 18 publications

Monitoring and talking to the room: Autochthonous coordination patterns in team interaction and performance.

Monitoring and talking to the room: Autochthonous coordination patterns in team interaction and performance.

Assessment of Groups

Being, Engaging, Contextualizing and Managing Matrix—a Means for Nonspecialists to Assess Group Dynamics?

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