Beratung virtueller Teams im interkulturellen Kontext – ein Bericht aus der Praxis

Tasks are nowadays increasingly assigned to teams composed of members from different cultures who have to work together regardless of country borders or time zones. This causes special challenges for all parties involved in such work settings. Consultancy has accordingly to face the resulting increase of complexity: within the scope of an intercultural consulting process it becomes vital to take into consideration the often postulated focus on both differences and commonalities as well as to consider the dynamics within team processes. This article tries to reflect our work with “virtual teams” which consist of members having different cultures. We try to combine popular intercultural models with a systemic-constructivistic approach as well as with knowledge about group dynamics in order to make sure that a productive outcome is possible in a consulting process. In doing so we work on three levels: individual reflection with the participants’ own culture which is then combined with those of the other team members and then finally the group’s specific team culture is addressed and discussed. At the end of the article we summarize implications for consulting and management when working with virtual teams in an intercultural setting.     

Juvenile offender rehabilitation in Estonia: interprofessional collaboration in written assessments and specialists’ perceptions

Qualitative and quantitative research methods were used to study an interprofessional assessment model in rehabilitation services and its implementation in Estonia based on (1) a sample of rehabilitation plans for 160 juvenile offenders aged 7–18 and (2) expert interviews with 10 members of an interprofessional assessment team. Each specialist’s role was compared with the assessments. While each team member is assigned a discrete role based on discipline, in practice, the disciplines’ work overlapped considerably during the assessment process. The overlap seems to occur because team members conduct their assessments individually, rather than following the collaborative best practice model for interprofessional teams described in the literature. The expert interviews indicate that rehabilitation specialists perceive the individual-level elements of interprofessional teamwork to be consistent with the ideals articulated in the Perception of Interprofessional Collaboration Model, while the substantial overlap in assessments that occurred in practice could be related to lack of interprofessional collaboration at group and organizational levels. Recommendations to improve the functioning of teams serving juvenile offenders include establishing an interprofessional education system, increasing the flexibility of the legal framework for service provision, and improving the interprofessional assessment instrument.     

Using multiple lines of evidence and independent teams to enhance the credibility of evaluations

The utilization of evaluation findings is an ongoing issue among evaluators. This article presents an approach to conducting evaluations that can be used to enhance the credibility of findings and to facilitate the production of adequate documentation in support of evaluation findings. The concepts of multiple lines of evidence and the use of independent teams are discussed. Use of this approach is expected to improve the utilization of evaluation findings.Two program evaluations that were undertaken at Canada's federal department of Consumer and Corporate Affairs are presented. To undertake the data collection and analysis, these studies were broken into separate “evaluation modules, ” each one undertaken by an independent team. The teams reported to an in-house study director, responsible for weighing the evidence and findings of each of the teams and writing the final evaluation report.     

Motivations for self-assembling into project teams

This study investigates the self-assembly mechanisms of ad hoc project teams using a bipartite network perspective. Individuals and projects are modeled as two types of nodes and team membership as relations between them. This approach enables us to investigate factors that impact voluntary team assembly at the individual, dyadic, and team levels simultaneously. Using Exponential Random Graph Models (ERGM/p*), we study players’ combat teams in a Massively Multiplayer Online Role-Playing Game (MMORPG) as a case of self-assembled project teams. Empirical results show that individuals are motivated to join ad hoc teams to complete difficult projects but not projects with long durations. We also found that individuals tend to collaborate with specific teammates who have complementary skills, those who have similar age or skill level, and those who are affiliated with the same organizational entity.     

“Like a marriage”: Partnering with peer mentors in child welfare

A growing number of child welfare programs have incorporated peer mentors – individuals in long-term recovery from substance use disorders – into their service delivery models. Whereas existing literature suggests the collaboration between peer mentors and child protective service workers brings both opportunities and challenges, few studies have described these experiences from the perspectives of mentors, caseworkers, and supervisors. Understanding how these team members experience partnership is critical for the further evaluation and development of mentor models in child welfare. The purpose of this study was to understand the experiences of mentors, caseworkers, and supervisors working through an integrated team model in Kentucky. A qualitative approach was used, combining a phenomenological lens with constructivist grounded theory analysis techniques. Our results indicate that successful partnerships between mentors, caseworkers, and supervisors involve four processes: sharing a common vision, developing working relationships, learning with open-mindedness, and identifying the benefits of partnership. These findings have implications for practitioners in a variety of child welfare settings, particularly those interested in developing and training teams for peer mentor integration.     

Joining up children's services: safeguarding children in multi‐disciplinary teams

In this article we reflect on the complexity and the contested nature of the roles of multi‐disciplinary teams working with children. This is an increasingly important issue in the current UK child welfare policy environment. The article uses the theories of Etienne Wenger to understand data gathered from five multi‐disciplinary teams working with children. We explore key issues relating to location; information sharing; models of understanding; and professional identities. We hope to demonstrate that the teams addressed tensions creatively through their engagement with diversity while at the same time developing common team values. We argue that effective strategies for making multi‐disciplinary teams work will combine inter‐agency issues with internal team‐specific aspects. Copyright © 2007 John Wiley & Sons, Ltd.     

An assessment of predictors of student peer evaluations of team work in the capstone campaigns course

The role of peer evaluations of team work in the capstone, campaigns class is investigated. An assessment of the scores on a 16-item, quantitative assessment of student contributions to their team in a campaigns class indicated that students are extremely positive when evaluating their team members. Means for the 16 evaluation items ranged from 1.44 to 2.19 on a 1–7 scale. The evaluation items were regressed with two overall evaluation measures in the form of the “pay” students would receive from other individuals or the group mean payment. The statistically significant predictors for both dependent variables are identified.     

Moral hazard and stability

Economists perceive moral hazard as an undesirable problem because it undermines efficiency. Carefully designed contracts can mitigate the moral hazard problem, but this assumes that a team is already formed. This paper demonstrates that these contracts are sometimes the reason why teams do not form. Formally, we study the team formation problem in which the agents’ efforts are not verifiable and the size of teams does not exceed quota \(r\) . We show that if the team members cannot make transfers, then moral hazard affects stability positively in a large class of games. For example, a stable team structure exists if teams produce public goods or if the quota is two. However, these existence results no longer hold if efforts are verifiable.     

The Social‐psychological Aspects of Team Formation: New Avenues for Research

The ubiquity of teams in the modern workplace cannot be denied, as Curseu, Kenis, and Raab (2009, p. 30) note, “team formation is a challenge in modern organizations as most of them use teams to perform a variety of organizational tasks.” How teams form is, therefore, a question of much practical interest. Research illustrates that stratified social systems influence the choice and decision‐making behaviors that shape group and team formation (Hechter, 1978). From a structural social psychological perspective (Sell & Kuipers, 2009; Lawler, Ridgeway, and Markovsky, 1993), teams are like microcosmic societies. They represent a process of social cohesion through interaction. Additionally, they can be organic, mechanical, homogeneous, and heterogeneous. In other words, teams are structural and cultural artifacts of societies. Members of society through interaction create these “social artifacts,” which may consist of hierarchically organizing sets of individuals into a group, or multiple groups, relative to power and status dimensions. In this paper, we aim to show how contributions from social psychology have informed research on team formation. Thus, two research questions guide this paper: What are the mechanisms of team formation via partner selection for self‐organizing teams? In what ways, can these studies advance scholarship focusing on the social psychology of inequality? To establish a foundation for understanding the various studies on team formation, we begin with a general overview on how team and team formation has been conceptualized. Next, we examine the social psychological research on team formation via partner selection. In doing so, we note the importance given to the 4 major mechanisms of team formation emerging from the literature: competence, homophily, familiarity, and affect. Lastly, we conclude the paper with a discussion addressing the research questions guiding this paper and suggest opportunities for social psychologists to consider for future team formation studies.     

Assessment and collaboration: Key elements in comprehensive and cohesive transition planning

The relatively recent study of adolescent transitions into adulthood has compiled little consensus on exemplary practices or theoretical models. Despite this, transition planning teams are mandated to develop plans that result in successful achievement of adult roles. This task is predicated upon choosing appropriate assessments, and assembling them into a comprehensive and cohesive transition profile through collaboration among transition team members. States have provided broad guidelines or frameworks but few offer detailed listings of domains to address in the planning process. This article addresses some of the major issues team members face and identifies strategies for their successful resolution.     

ON EQUILIBRIUM PLAYER ORDERING IN DYNAMIC TEAM CONTESTS

We study equilibrium player ordering in a dynamic all-pay contest between two teams. The contest lasts two periods, and each team consists of two players who perform in different periods on behalf of their teams. The team with the higher aggregate output wins the prize, which is a public good to its players. Each team has one stronger player and one weaker player, and the two teams can differ in their values of the prize. The teams maximize their winning odds by strategically assigning their players to different periods. We find that when the intrateam heterogeneity in player ability is not excessive, the teams would allocate their stronger players to the late positions as the “anchormen.” When both the intrateam ability gap and interteam heterogeneity in teams' values become excessively large, the team with high value always places its stronger player in the early position, who will place a large bid to preempt late competition. (JEL C7, D7, D8)     

Zur Bedeutung von Faultlines als Grenzen bei der Teamarbeit

This report focuses on the divisions within and between teams. Such research is often associated with the phenomenon of “diversity”. Empirical evidence regarding the effects of diversity on teamwork is inconsistent, partly due to methodological limitations. We propose to use the concept of “faultlines” as hypothetical lines that divide teams into homogenous subgroups. Measuring faultlines as an objective indicator of team composition represents an innovative method for integrating several diversity attributes (e.?g., age, gender, and ethnicity). We provide an overview of the current research on faultlines and show detrimental effects of faultlines on team performance. Additionally, we present the results of two studies from the automotive industry, focusing on the relation between faultlines and organizational outcomes such as employee health, team performance and team identification. Finally, we conclude that the analysis of objective faultlines offers relevant implications for research and practice. Future research should also consider the role of subjectively experienced faultlines.     

Middle school reform through data and dialogue. Collaborative evaluation with 17 leadership teams

This report describes a 2-year, longitudinal study of one school district's effort to link site-based, collaborative evaluation with formal, centralized program evaluation. Participants formed a research team in partnership with a local university. Team members assisted leadership teams in identifying issues for informal, site-based assessments and then used the information to monitor progress toward established goals. Participants collaborated in designing and conducting informal assessments of student achievement, school climate and safety, discipline, and parent involvement. Leadership teams used these data in developing their school improvement plans. Researchers and administrators used these data to revise the districtwide survey. At the end of the 2-year cycle, analysis of school improvement plans showed that collaborative evaluation is creating a connection between dialogue and data. These 17 middle schools are approaching school improvement in a more integrated fashion by actively involving key stakeholders (students, parents, and teachers) in the evaluation process.     

Congruence in Job-Performance Ratings: A Study of 360 Feedback Examining Self, Manager, Peers, and Consultant Ratings

Seven task-oriented teams worked together forbetween 4 and 6 months on a project. At the end of thetask, members were each subject to four task-performanceratings: from self, superior, team-peers, and a consultant who was part of the team. Therewere fewer than chance differences between the differentteams on the congruence measures so the data wascombined. While the congruence between self and manager, self and peer, and self and consultant ratingswere very low, the manager peer, manager consultant, andpeer consultant congruence was overall high. Observablebehaviors like forward planning and communication showed overall highest congruence while lessobservable cognitive variables showed much lowercongruence. These results are similar to previousstudies in the area. Implications of the use of theseratings in management development areconsidered.     

Gender differences in team work and team competition

We study whether the gender performance gap is affected by the gender composition of teams. A real-effort experiment is employed with wages based either on the team’s performance, or on the outcome of a competition between teams. We find that, relative to a single-sex environment, gender diversity increases the gender performance gap with team pay whereas it decreases the gap with team competition. The results show that there can be a tension between the objective to maximize overall performance and to minimize gender inequality.     

What makes age diverse teams effective? Results from a six-year research program

Based on a new model of productivity in age diverse tams, findings from a six-year research program are reported in which data from more than 745 natural teams with 8,848 employees in three different fields (car production, administrative work, financial services) were collected. Moreover, central assumptions of this model were tested with a representative survey of the German workforce (N = 2,000). Results support both significant advantages and disadvantages for age-mixed teams. Based on the findings, the following preconditions for the effectiveness of age diverse teams are identified: high task complexity, low salience and high appreciation of age diversity, a positive team climate, low age-discrimination, ergonomic design of work places, and the use of age differentiated leadership. Based on these insights, we developed a new training for supervisors, which addresses the aforementioned aspects and seeks to improve team performance and health of team members. It was found that the training reduces age stereotypes, team conflicts and enhances innovation. Thus, we can conclude that effective interventions for a successful integration of elderly employees in work groups are available and that combinations of measures that address ergonomic design issues, team composition and leadership are to be strongly recommended for practice.     

Forensic, cultural, and systems issues in child sexual abuse cases--part 2: research and practitioner issues

This article introduces the second issue of the special double issue focusing on forensic, cultural, and systems issues in child sexual abuse cases. We briefly review the articles, which include a discussion of child sexual abuse myths, an empirical analysis of extended child sexual abuse evaluations, an article on the role of the medical provider in child sexual abuse evaluations, a study of satisfaction levels with multidisciplinary teams in child advocacy centers, and a commentary advocating for the credentialing of forensic interviewers. We call for further empirical examination of media related to child sexual abuse risk, research on appropriate models for extended sexual abuse interviews and evaluations, and optimal practices relevant to each member of multidisciplinary teams in a child advocacy center.     

Pulling together: building a community debriefing team.

1. Research shows that many emergency workers are affected physically and emotionally by critical incident stress. 2. Debriefings conducted by trained team members are an effective method to mitigate the impact of critical incident stress. A debriefing is a structured, time-limited group intervention. 3. Cooperation among community agencies is essential for the development and effective functioning of a critical incident stress debriefing team. 4. Several teams in Illinois have organized to form a Critical Incident Stress Debriefing Network. The Illinois network is part of an international organization composed of critical incident stress debriefing providers.     

Teamarbeit und Gesundheit – Der Einfluss von Teammerkmalen auf Stressbewältigung und Gesundheit bei Un- und Angelernten

To date, research on teamwork and health is sparse. This accounts for teams with low-qualified workers in particular. In this paper a work psychological model for resource and stress management in teams and a study with teams of low-qualified workers are presented (N?=?265 in 33 teams). Results of multi-level analyses show, that team resources in the social work system and understaffing in teams as a team stressor have significant influence on collective coping and explain team differences. Further, team resources in the technical work system, i.e. the quality of teamwork design have significant influence on psychosomatic complaints. These influences go beyond the influences of socio-demographic variables and individual job stressors and job resources.