Team adaptation in context: An integrated conceptual model and meta-analytic review

Fluid and stable: Dynamics of team action patterns and adaptive outcomes

“…Further, recent work on team adaptation emphasizes that the effectiveness of processes and emergent states may differ depending on the nature of the changes with which the teams are faced (Christian, Christian, Pearsall, & Long, ; Maynard et al, ). The kind of changes that our teams faced were mainly task‐based, and we only focused on task TMMs to untangle their relationship with team action patterns.…”

The emergence of team resilience: A multilevel conceptual model of facilitating factors

“…These definitions of resilience share conceptual overlap with the concept of adaptation, which for teams is conceptualized across three components including inputs (i.e., capacity to alter or change team processes in response to stimuli or triggers; e.g., cognitive ability, personality), processes (i.e., enacting alterations or changes in team processes; e.g., monitoring progress, interpersonal dynamics), and outcomes (i.e., cognitive, emotional and behavioural results of the enacting changes in team processes; e.g., team performance, cohesion) (Maynard et al ., ). Change is central to the conceptualization of team adaptation across each of these components in that teams make cognitive, affective, and behavioural modifications in response to internal (e.g., roles, composition) or external (e.g., task environment) stimuli that can be temporary or enduring in duration (Christian et al ., ). Team adaptation is best conceptualized as the adjustments or modifications teams make in response to changes in the internal or external environment and, therefore, is characterized by the processes by which inputs into the system translate into adaptive outcomes for the team.…”

“…Specifically, the fundamental attributes of team adaptation relate to the modifications teams make in response to some type of stimuli (i.e., process), whereas team resilience is concerned with the outcome of the dynamic interaction among the inputs and their influence on unfolding processes over time (i.e., output). In other words, team adaptation is observed via enacted or emergent modifications to team processes or mediators during or following some type of change (Christian et al ., ). In contrast, team resilience is inferred as an emergent construct via assessments of the performance trajectory prior to and after an adverse event through objective ( emergent outcome , e.g., quality, efficiency) or subjective ( emergent state , i.e., shared perception of team's capability to deal with adversity) indicators.…”

“…Like scholars who have investigated team adaptability inputs, adaptation processes, and adaptive outcomes (Christian et al ., ; Maynard et al ., ), team performance is central to our model of team resilience. However, whereas team adaptive outcomes are operationalized in terms of performance indices after some type of trigger event (Christian et al ., ), we conceptualize functioning for team resilience in terms of the performance trajectory over time, that is, post‐adversity performance relative to pre‐adversity performance. We describe below three broad possible trajectories of team functioning that may follow exposure to an adverse event as a key proposition of our model of team resilience.…”

“…The focus in this definition is one of team resilience as a process by which teams deal with stressors or adversities that are experienced as a collective through dynamic interactions among individual members. Although this definition provides clarity on the inputs and dynamic processes of team resilience, it bears a striking resemblance to the related construct of team adaptability, for which a substantial body of work exists (for reviews, see Christian, Christian, Pearsall, & Long, ; Maynard, Kennedy, & Sommer, ). We describe the distinctions between team resilience emergence and team adaptability later in this manuscript.…”