Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness

Abstract

Many organizations rely on the functioning of teams. In this study we focus on swift-starting teams-that is, ad hoc teams formed for immediate task performance, such as emergency or rescue teams or aviation crews, with highly trained members who have generally not previously worked together as a team. Previous research suggests that teams develop task performance capability over time, but that stable patterns of interaction in teams emerge very quickly. We suggest that these interaction patterns help swift starting teams engage in immediate task performance. In particular, we hypothesize that effective teams will exhibit more interaction patterns, but fewer unique patterns, than less effective teams. We describe an observational study of 18 swift-starting aviation crews. Our results identify the early emergence of specific interaction patterns and indicate significant differences between the patterns of effective and ineffective crews. The effective teams in our sample exhibited patterns that were more stable in duration, more stable in complexity, and more reciprocal as compared to those of less effective teams. We close with implications for work on team interaction, and suggestions for future research and team trainers.

T-pattern analysis for the study of temporal structure of animal and human behavior: A comprehensive review

“…These results illustrate the limitations of standardized response patterns and highlight the importance of team adaptability. With emphasis on early interaction patterns in swift-starting teams as a predictor of effectiveness, Zijlstra (2012) reported that the effective teams exhibited patterns that were more stable in duration, more stable in complexity, and more reciprocal as compared to those of less effective teams. Borrie et al (2002) published a paper on temporal pattern analysis and its applicability in sports.…”

Social Dynamics at Work

“…One research questions pertaining to phases in meetings concerns the issue of emergent social influence over time. For example, it remains to be seen whether emergent social influence in meetings takes place early on, related to the notion of "setting the tone" for specific interaction patterns (Zijlstra, Waller, & Phillips, 2012). Moreover, meetings research has yet to explore whether social influence fluctuates and changes, with different meeting attendees taking on the leadership roles over the course of a meeting.…”

The impact of non-technical issues on decision-making by coal mining incident management teams

“…Studies on trust in emergency response are 'scant' [88], however trust is imperative to good teamwork [227,153,213,68], performance [172], and enhanced group decision-making processes [53]. Without trust, collaboration becomes di cult; work is unnecessarily rechecked, people work independently and fail to delegate [53].…”

“…On the flight deck it is the leader's responsibility to 'establish the social climate in which crewmembers are encouraged and expected to provide and receive information' [92, p. 125]. The communication climate in an aircraft is developed by the pilot briefing [153], and in swift starting teams, the tone of the first few moments establishes this [227]. Behaviours that can reduce the likelihood of people contributing include being treated in a rude manner [209] or being challenged too directly [153].…”

“…The IMT therefore involves aspects of many di↵erent teamwork research fields and also branches into the emergency management domain. In terms of teamwork, the mining IMT could be described as a swiftly formed and ad hoc emergency response team within a 'team of teams' [227,174] where information is shared 'within and between teams, up and down a chain-of-command' [12].…”