Teamwork under Stress

Dietz, Aimee; Driskell, James E.; Sierra, Mary Jane; Weaver, Sallie J.; Driskell, Tripp; Salas, Eduardo

doi:10.1002/9781118909997.ch13

Cited by 36 publications

(33 citation statements)

References 63 publications

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“…Finally, we consider how shared leadership as a team resource interacts with team workload, and how such an interaction might diminish the negative impact of an increasing team workload on collective well-being in the team. Team workload can be considered a critical TEMPORAL DYNAMICS OF SHARED LEADERSHIP demand for teams, as it can attenuate cooperation, communication, and coordination (Dietz et al, 2017). A high engagement in shared leadership may reduce the associated costs of team workload, as team members collectively fulfill necessary leadership functions such as problem solving, mutual feedback, and support for social climate in teams (Morgeson et al, 2010).…”

Section: Temporal Dynamics Of Shared Leadership Team Workload and Cmentioning

confidence: 99%

Temporal dynamics of shared leadership

Klasmeier¹,

Lehmann‐Willenbrock²,

Rowold³

2020

Preprint

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Shared leadership is conceptualized as a dynamic team state, yet surprisingly most research is based on cross-sectional designs. Additionally, as prior studies mostly focused on performance-enhancing effects of shared leadership, little is known about consequences for team members’ work-related well-being. We expand the job demands-resources perspective to build a dynamic model of shared leadership as a team resource that affects team members’ well-being and emotional exhaustion. Furthermore, we investigate the interplay between shared leadership and team workload. We applied a daily diary study over five consecutive working days with data from 265 team members nested in 77 teams. As hypothesized, dynamic changes in shared leadership were associated with an increase in collective member well-being and a reduction of emotional exhaustion over time. Further, team workload interacted with shared leadership so that high team workload dynamics were associated with dynamics changes in collective emotional exhaustion when shared leadership dynamics were low. However, collective member well-being was not affected by such an interaction effect. These findings contribute a temporal perspective to shared leadership as a dynamic team state, establish shared leadership as an important team resource, and address the missing link between the sharing of leadership functions and collective member well-being.

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Section: Temporal Dynamics Of Shared Leadership Team Workload and Cmentioning

confidence: 99%

Temporal dynamics of shared leadership

Klasmeier¹,

Lehmann‐Willenbrock²,

Rowold³

2020

Preprint

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“…The present study is framed by the previous literature on supporting factors to team adaptability and effectiveness (Burke, Stagl, Salas, Pierce, & Kendall, 2006;Dietz et al, 2017) and tries to contribute to the research about design (Degani et al, 1999;Degani & Wiener, 1990Heymann et al, 2007) and utility (Helmreich, 1999;Helmreich, Klinect et al 1999, Helmreich et al, 2001Klinect et al, 2003;Pettitt & Dunlap, 1997;Rantz et al, 2009;Sculli & Sine, 2011;Sine & Sculli, 2010) of checklists in aviation. Considering the human factor as the most important element in the air transport system (Luzik & Akmaldinova, 2006), the results show the need for further research in the field of human factors in aviation, and more specifically, on those aspects directly related to the training and use of "new tools" to optimize crew coordination and performance.…”

Section: Discussionmentioning

confidence: 99%

Are Crews Empowered With All the Resources Needed to Successfully Address an Inflight Emergency? Checklists, a Necessary but Insufficient Tool

Muñoz-Marrón¹,

Gil

Lanero

2018

Aviation

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Although safety in aviation has increased exponentially in recent decades, sadly, plane crashes will always be associated with the operation of the aviation world. The efforts should be directed towards the pursuit of “zero accidents”, providing aircrews with the necessary resources to minimize risks. One of the most important flight operation resources used in aviation is the checklist. However, when faced with an emergency, the crew cannot always make use of them, either because the huge diversity of potential emergencies does not allow to collect all of them in these manuals, or because the time available to react is so short that it makes it impossible to utilize them. This paper shows how aircraft checklists are a necessary but insufficient tool to solve complex, unpredictable, and novel emergencies. Furthermore, based on successfully solved critical events, the authors suggest the implementation of specific techniques for the learning and development of problem-solving programs focused on innovation and divergent thinking to decision making, as part of flight training, in order to increase the crews’ capability to face such emergencies.

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“…Teams operating within the context of spaceflight face a number of potential stressors that are atypical in terms of kind and level. For example, research has identified at least four different classes of stressors often present in this environment: physiological/physical, habitability, taskwork, and psychosocial (see Dietz et al, 2017). In terms of physiological/physical stressors the following have been identified: decreased exposure to sunlight, circadian rhythm disruption, and sleep deprivation.…”

Section: Role Enactment In Extreme Teamsmentioning

confidence: 99%

“…Crews also face task related stressors such as: scheduling, variations in task autonomy, periods of monotomy/boredom, shiftwork, time pressure, and high workload. Finally, there are a myriad of psychosocial stressors which may occur, including but not limited to family life disruption, multicultural issues, task and relationship conflict, communication delays, and isolation/confinement (Dietz et al, 2017). These stressors often occur in conjunction with one another and serve as a source of threat to the crews embedded within this environment.…”

Section: Role Enactment In Extreme Teamsmentioning

confidence: 99%

A Bottom Up Perspective to Understanding the Dynamics of Team Roles in Mission Critical Teams

2019

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There is a long history, dating back to the 50 s, which examines the manner in which team roles contribute to effective team performance. However, much of this work has been built on ad hoc teams working together for short periods of time under conditions of minimal stress. Additionally, research has been conducted with little attention paid to the importance of temporal factors, despite repeated calls for the importance of considering time in team research (e.g., Mohammed et al., 2009 ). To begin to understand team roles and how temporal aspects may impact the types of team roles employed when teams are working in extreme mission critical environments, the current manuscript uses a data-driven, bottom-up approach. Specifically, we employ the use of retrospective historical data as our input and a historiometric approach ( Simonton, 2003 ). Source documents consist primarily of autobiographies, memoires, biographies, and first-hand accounts of crew interaction during spaceflight. Critical incidents regarding team interaction were extracted from these source documents and independently coded for team roles by two trained raters. Results of the study speak to the importance of task and social roles within teams that are predominantly intact and operating in extreme environments where mistakes can be life threatening. Evidence for the following task (i.e., coordinator, boundary spanner, team leader, evaluator, critic, information provider, team player, and innovator) and social roles (i.e., team builder, nurturer, harmonizer, entertainer, jokester, and the negative roles of attention seeker and negativist) were found. While it is often task roles that receive the greatest attention, results point to the importance of not neglecting the socioemotional health of the team (and the corresponding roles). Results also indicated that while some roles were consistently enacted independent of temporal considerations (e.g., mission length), the degree to which others were enacted varied across missions of differing lengths. Additionally, based on the current sample we see the following trends: (1) increased enactment of the team builder role as mission duration increases, (2) prominence of the entertainer role, and (3) increased emphasis on the visionary/problem solver role on missions over 2 years.

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Teamwork under Stress

Cited by 36 publications

References 63 publications

Temporal dynamics of shared leadership

Temporal dynamics of shared leadership

Are Crews Empowered With All the Resources Needed to Successfully Address an Inflight Emergency? Checklists, a Necessary but Insufficient Tool

A Bottom Up Perspective to Understanding the Dynamics of Team Roles in Mission Critical Teams

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