Teaching Communication And Teamwork In Engineering And Computer Science

Berry, Elizabeth; Lingard, Robert

doi:10.18260/1-2--9855

Cited by 11 publications

(8 citation statements)

References 2 publications

(2 reference statements)

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“…Using these individual conative profiles suggested by the A index, Kolbe has established guidelines for selecting the optimum mix of people to build a successful team. As a general rule, the Kolbe guidelines recommends a distribution of 25% of the team's energy in the Initiating and Preventive zones, with a margin of +/-5%, and 50% of its energy in the Responding zone, with the same margin of +/-5% as seen in The set of Kolbe Indices, in addition to its potential as a performance predictor (Berry & Lingard, 2001), has been validated as an unbiased tool in regards to race and gender as well as other personal factors (Kolbe, 1993). However, there is a lack of research specifically addressing multicultural teams built using the Kolbe guidelines.…”

Section: The Kolbe Methods For Team Allocationmentioning

confidence: 99%

An Investigation of the Efficiency of Synergistic Multicultural Teams

Paul

2015

Proceedings of the Human Factors and Ergonomics Society Annual

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The current globalized environment has increased the prevalence of multicultural teams in the workplace. Efforts to attend to the potential challenges associated with the usage of these teams have ranged widely with little research looking into team creation strategies. To address this need, this research investigates whether a particular approach, the Kolbe guidelines for team creation, can be used to predict multicultural teams' efficiency. Six teams of 4 were created and asked to build a paper bridge spanning as far as possible while using the least resources. Though complete data was only available for 5 of those teams, the results indicated a potential for the Kolbe guidelines to predict performance in addition to the potential mediating role of teamwork processes for the relationship between team members prior knowledge of each other and objective performance. This study will inform the next research effort analyzing the resilience of synergistic multicultural teams.

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Section: The Kolbe Methods For Team Allocationmentioning

confidence: 99%

An Investigation of the Efficiency of Synergistic Multicultural Teams

Paul

2015

Proceedings of the Human Factors and Ergonomics Society Annual

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“…However, teams composed on the basis of cognitive abilities alone still often fail to achieve designated tasks. This is said to be because of attitude (Wood et al, 2004) those evaluative assessments, both favourable and unfavourable, concerning witnessed experiences that relate to objects, events and people (Berry and Lingard, 2004, Robbins et al, 2003, Salas and Fiore, 2004, Thomas, 1998. Attitudes influence intention to behave in a specific way and include both cognitive and affective componentswhile cognition allows for reason, affect incorporates emotion (Sweeney and McFarlin, 2002).…”

Section: Understanding Workplace Teamsmentioning

confidence: 99%

What can the Instinctive Drive system™ Offer the Workplace? A Qualitative Exploration

Fitzgerald¹,

Fitzgerald²

2006

JBSGE

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Despite the potential benefits afforded by teamwork within the workplace, it can be difficult for employers and senior personnel to establish and maintain teams that gel. It is a juggling act involving the delicate interplay of organisational goals and interpersonal dynamics. In the pursuit of enhancing team performance within the workplace, organisational and psychological literature has concentrated on the personal attributes of individual team members, as well as relevant societal factors. However, one area that is receiving increasing attention is the influence of the innate abilities of individual team members – those natural qualities that are constant and invariable. The Instinctive Drive (I.D.) system™ offers a method for gauging individual instinctive drives, and recent quantitative research affirms that the tool is statistically reliable and valid. However, for the purpose of thoroughness, it is important to triangulate these quantitative findings with qualitative research. It is thus the purpose of this paper to qualitatively investigate the inherent value of the I.D. system™ among some of its users. More specifically, ten senior personnel and ten general employees were interviewed to explore the perceived influence of the I.D. system™ on individual performance, group performance and leadership. This consultative process was guided by a semi-structured open-ended interview schedule. Consequent research material was analysed for emerging themes, using an interpretive and a reflexive approach. Collectively, the interviewees recognised great value in the I.D. system™. It was a catalyst for greater communication between co-workers and with clients; it served as a window, providing users with an improved understanding of themselves and of others; it also initiated personal development as well as team development. These views were juxtaposed by a few unfavourable sentiments. Some for instance, warned that the use of this taxonomy might negatively stereotype individuals. Conversely, its focus on innate abilities may provide individuals with an opportunity to abdicate personal responsibility. Despite these potential shortcomings, the qualitative material presented in this paper complements previous quantitative research on the I.D. system™, and thus affirms its inherent value. This has important repercussions for business and behavioural sciences, particularly those efforts to improve team performance within the workplace. It highlights the need to focus future research endeavours on tools that not only expound individual difference, but also facilitate effective dialogue.

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“…According to Lancellotti and Boyd, "Students are often placed in teams for a class project where it is optimistically assumed that the experience of teamwork itself will make students better at working in teams" [16]. Teamwork is an integral part of capstone design courses that provides "many opportunities to participate in team projects, but they do little to help students develop or improve specific teamwork skills" [19].…”

Section: Literature Reviewmentioning

confidence: 99%

Supporting Diversity in Teams Through Asset Mapping

Gomez¹,

Svihla²

2018 ASEE Annual Conference &Amp; Exposition Proceedings

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project-Using Digital Badging and Design Challenge Modules to Develop Professional Identity. She is a member of the department's ABET and Undergraduate Curriculum Committee, as well as faculty advisor for several student societies. She is the instructor of several courses in the CBE curriculum including the Material and Energy Balances, junior laboratories and Capstone Design courses. She is associated with several professional organizations including the American Institute of Chemical Engineers (AIChE) and American Society of Chemical Engineering Education (ASEE) where she adopts and contributes to innovative pedagogical methods aimed at improving student learning and retention.

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Teaching Communication And Teamwork In Engineering And Computer Science

Cited by 11 publications

References 2 publications

An Investigation of the Efficiency of Synergistic Multicultural Teams

An Investigation of the Efficiency of Synergistic Multicultural Teams

What can the Instinctive Drive system™ Offer the Workplace? A Qualitative Exploration

Supporting Diversity in Teams Through Asset Mapping

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