Understanding team adaptation: A conceptual analysis and model.

Abstract

This endeavor provides a multidisciplinary, multilevel, and multiphasic conceptualization of team adaptation with theoretical roots in the cognitive, human factors, and industrial-organizational psychology literature. Team adaptation and the emergent nature of adaptive team performance are defined from a multilevel, theoretical standpoint. An input-throughput-output model is advanced to illustrate a series of phases unfolding over time that constitute the core processes and emergent states underlying adaptive team performance and contributing to team adaptation. The cross-level mixed-determinants model highlights team adaptation in a nomological network of lawful relations. Testable propositions, practical implications, and directions for further research in this area are also advanced.

Building the infrastructure: The effects of role identification behaviors on team cognition development and performance.

“…As cognitive structures emerge from role identification behaviors, they improve the team's ability to plan and decide on an appropriate course of action when faced with evolving demands. Further, they allow team members to dynamically adjust their own behaviors, accounting for the actions and expertise of their teammates when handling changes to the task environment (Burke et al, 2006;Marks et al, 2000). This collective role knowledge also leads to enhanced information processing routines, which enable cycles of continuous learning and improvement over later performance phases (Kozlowski et al, 1999;Lewis et al, 2005).…”

“…Mental models provide team members with a heuristic that can help them interpret information in a similar manner (Hinsz, Tindale, & Vollrath, 1997), enabling them to coordinate their diverse skills and to "describe, explain, and predict events" (Burke, Stagl, Salas, Pierce, & Kendall, 2006, p. 1199 when completing complex tasks. Teams with welldeveloped models are able to anticipate each other's actions, accurately assess a situation, and quickly integrate their behaviors (e.g., Edwards et al, 2006;Marks et al, 2002).…”

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

“…Team adaptation is defined as "a change in team performance, in response to a salient cue or cue stream, that leads to a functional outcome for the entire team" [7]. Organizational demands across work domains, and especially in the medical realm, require rapid reconfiguration of teams.…”

The Application of a Model of Adaptive Performance to Army Leader Behaviors

“…2 The focus of this report is on adaptive leader behaviors, thus a review of team adaptation is beyond the scope of this report. Please see Burke, Stagl, Salas, Pierce, and Kendall (2006) for the core processes and emergent states underlying adaptive team performance. Burke et al consider leadership to be a situational characteristic, which affects the degree to which a team capitalizes on process gains and creates adaptive coordinated action.…”