Short-term and long-term relationships between reflection and performance in teams: evidence from a four-wave longitudinal study

Konradt, Udo; Eckardt, Gordon

doi:10.1080/1359432x.2016.1160058

Cited by 19 publications

(23 citation statements)

References 56 publications

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“…A possible explanation for this finding is that well-performing teams have less motivation to increase their quality (i.e., depth) of reflection than teams that see themselves as performing less well. Therefore, the quality of reflection may be instrumental in helping teams achieve their goals because it helps to reduce goal discrepancy, whereas for teams that are focusing on the quantity of reflection, goal discrepancy is no longer an issue (for a similar argumentation, see Konradt & Eckardt, 2016).…”

Section: Discussionmentioning

confidence: 99%

Effective Team Reflection: The Role of Quality and Quantity

Otte

Konradt

Oldeweme

2018

Small Group Research

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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 explained additional variance in team performance. We examined these issues in a sample of 46 three-person teams in a labbased hidden profile setting, using a repeated measure design. The results from Bayesian structural equation modeling confirmed our hypotheses. In addition, polynomial regression revealed that performance improved most when teams focused exclusively on the quality of team reflection and weakest when teams tried to engage in quality and quantity of reflection in the same extent.

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Section: Discussionmentioning

confidence: 99%

Effective Team Reflection: The Role of Quality and Quantity

Otte

Konradt

Oldeweme

2018

Small Group Research

Self Cite

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“…Research suggests that team reflexivity (TR)-defined as a team's conscious reflection on their objectives, strategies, and processes (West, 2000)-is an important team process fostering adaptation and information processing (Konradt, Otte, Schippers, & Steenfatt, 2015;Schippers, Edmondson, & West, 2014). Although considerable theory and research links TR to adaptive team performance (Konradt et al, 2015;Konradt & Eckardt, 2016;Vashdi, Bamberger, & Erez, 2013), this work suffers from three major limitations especially related to action teams.…”

Section: Introductionmentioning

confidence: 99%

“…Third, prior research on the role of TR in team performance relies heavily on self-report questionnaires for data collection (e.g., Konradt & Eckardt, 2016;Schippers et al, 2015;Shin, 2014), which represents a methodological limitation especially for assessing TR during stressful performance events. Beyond common downsides of questionnaires (e.g., response bias, diverging understanding of items), items assessing TR (e.g., "We reflect on the way of communication"; Schippers, Den Hartog, & Koopman, 2007) often fail to capture specific behaviors teams engage in while reflecting.…”

Section: Introductionmentioning

confidence: 99%

Reflection in the heat of the moment: The role of in‐action team reflexivity in health care emergency teams

et al. 2018

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Team reflexivity (TR)-defined as a team's conscious reflection on their objectives, strategies, and processes-is an important team process that fosters adaptation and information processing. However, traditional conceptualizations frame TR as a process that occurs in periods of downtime to reflect on past, terminated performance, largely ignoring reflective team processes occurring during intense performance events of action teams. To address this gap, we conceptualize TR as a team process that occurs not only during periods of downtime after the action but also during performance events as brief TR moments. We elaborate on the concept of in-action TR and explore it by delineating its relationship to task type and timing during a performance event. Further, we test a team level contingency model of in-actionTR, namely, team size and performance. Using behavior observation, we test our hypothesis with 70 medical teams responding to simulated in-hospital emergencies. Task type is related to in-actionTR and reflection tends to increase as action progresses. Further, in-action TR is related to team performance and is especially important for larger teams. Our study is the first to investigate in-action TR and provides theoretical and practical implications on how in-action TR operates in extreme action teams.

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“…The autoregressive paths and both the forward and reciprocal causation cross-lagged paths were specified between Wave 1 and Wave 2/Wave 3 and between Wave 2 and Wave 3 (Finkel, 1995;Reitz et al, 2015;Reitz et al, 2016). This full specification of the model allowed us to comprehensively study the development of the relationship between exclusion and resignation, focusing both on the short-and long-term cross-lagged effects (Hawkley et al, 2010; see also Konradt & Eckardt, 2016). We started performing (a) a baseline model specifying the autoregressive and correlation paths, and we proceeded comparing the baseline model with larger model additionally estimating (b) the forward causation paths (i.e., perceived exclusion predicts future resignation), (c) the reverse causation paths (i.e., resignation predicts future perceived exclusion), and (d) the reciprocal causation paths.…”

Section: Statistical Analysesmentioning

confidence: 99%

Surrendering to social emptiness: Chronic social exclusion longitudinally predicts resignation in asylum seekers

Marinucci

Riva

2020

British J Social Psychol

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The current knowledge of the long-term consequences of social exclusion mostly relies on theoretical assumptions. (Williams, 2009, Adv. Exp. Soc. Psychol., 41, 275) hypothesized that chronic ostracism drives individuals into a stage of resignation (depression, alienation, unworthiness, helplessness). We focused on asylum seekers (N = 112) as a social group at risk of experiencing prolonged instances of exclusion. Applying a threewave longitudinal design with a three-month interval between each wave, we sought to advance the knowledge of the temporal development of chronic social exclusion. Crosslagged panel analyses showed that social exclusion influenced the development of feelings of resignation in the long term, from baseline to six months and between three and six months. In the same time frame, the perception of social exclusion became stable and chronic. These findings provide empirical evidence that chronic exclusion predicts resignation and shed light on the temporal development of the detrimental impact that pervasive exclusion can have on people belonging to marginalized social groups. Imagine that, on a hot day in August, while riding your bike along your usual route by the seaside, you see a man lying on a mattress under a bridge and wrapped in a dirty blanket. After a few days, you still see him there, so you decide to approach him and ask how he feels. You understand that he can only speak Urdu, and you realize that he is a migrant who ended up somehow in that remote countryside area. When you come back in December for the Winter break, you see that he is still there; he has already spent four months in that remote area, isolated, unable to talk with anybody, and continuously exposed to the indifference of the locals who rarely even pass by. This story, which was witnessed by one of the authors (MM), speaks about a real-life persistent condition of social exclusion, broadly defined as the 'experience of being kept apart from others physically (e.g., social isolation) or emotionally (e.g., being ignored or told that someone is not wanted)' (Riva & Eck, 2016, p. ix). Social exclusion has severe consequences for individuals' health. Several studies showed that social exclusion increases negative emotions, lowers self-esteem (Gerber & Wheeler, 2009), impairs psychological well-being (Lieberman, 2013), is associated with infectious diseases, and cardiovascular and sleep problems (Aldridge et al., 2018; Cacioppo et al., 2002), and increases the risk of suicide and mortality (Rubin, 2017; Schinka et al., 2012). The broad definition of social exclusion encompasses a variety of adverse events in which people experience detachment and devaluation from others.

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Short-term and long-term relationships between reflection and performance in teams: evidence from a four-wave longitudinal study

Cited by 19 publications

References 56 publications

Effective Team Reflection: The Role of Quality and Quantity

Effective Team Reflection: The Role of Quality and Quantity

Reflection in the heat of the moment: The role of in‐action team reflexivity in health care emergency teams

Surrendering to social emptiness: Chronic social exclusion longitudinally predicts resignation in asylum seekers

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