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Facilitating Adaptive Team Performance: The Influence of Membership Fluidity on Learning
Title
Facilitating Adaptive Team Performance: The Influence of Membership Fluidity on Learning.
Creator
Bedwell, Wendy, Salas, Eduardo, Jentsch, Kimberly, Jentsch, Florian, Rico Munoz, Ramon, Fiore, Stephen, University of Central Florida
Abstract / Description
Organizations across work domains that utilize teams to achieve organizational outcomes experience change. Resources change. Project deadlines change. Personnel change. Within the scientific community, research has recently surged on the topic of team adaptation to address the issue of change specifically within teams. There have generally been two lines of research regarding team adaptation (task and membership). This effort is focused on membership. Teams are not static(-)members come and...
Show moreOrganizations across work domains that utilize teams to achieve organizational outcomes experience change. Resources change. Project deadlines change. Personnel change. Within the scientific community, research has recently surged on the topic of team adaptation to address the issue of change specifically within teams. There have generally been two lines of research regarding team adaptation (task and membership). This effort is focused on membership. Teams are not static(-)members come and go. The membership adaptation literature has traditionally focused on the performance effects of newcomers to teams. Yet in practice, more and more teams today experience membership loss without replacement. Military units are stretched to capacity. Economic conditions have forced organizations to do more with less. When members leave, they are rarely, if ever, replaced. The very nature of some organizations lends itself to fluid team memberships. Consider an emergency room where a team of nurses and doctors work on Patient A. When a more critical Patient B arrives that requires the expertise of one of those team members, that doctor will leave the Patient A to tend to the Patient B. This practice is common in such work environments. Yet despite the prevalence of this practice, the scientific community knows very little about the impact of losing members on team performance. The current study examines the impact of membership fluidity on team performance. The purpose of this study was twofold. First, there was the need to address an empirical gap in the adaptation literature by focusing on membership changes (loss and loss with replacement) in non-creative tasks. Second was the consideration of the processes underlying adaptation(-)namely learning, operationalized as the development of effective shared mental models (SMMs). Thus, a primary goal was to determine the magnitude of team performance decrements associated with such changes within a decision-making task as well as the associated changes in team process. Results suggest that three-person intact teams demonstrated greater adaptive performance than membership loss with replacement teams. Furthermore, two-person intact teams developed more similar task and team interaction SMMs than membership loss teams when SMMs were indexed as a Euclidean distance score. There were no differences in the level of sharedness regarding task, team interaction or teammate SMMs for three-person intact teams as compared to membership loss with replacement teams. However, when teammate SMMs were operationalized as the personality facets (i.e., the Big 5) in exploratory analyses, three-person intact teams did develop more similar SMMs regarding the agreeableness facet than membership loss with replacement teams. Additionally, when operationalized as Euclidean distance, the agreeableness facet significantly predicted adaptive team performance(-)specifically, the smaller the distance (i.e., more similar the MMs), the greater the adaptive performance in teams. When operationalized as the similarity index, the neuroticism facet significantly predicted adaptive team performance such that the more similar the SMMs, the greater the adaptive performance in teams. Results suggest that membership fluidity does negatively influence the development of shared mental models among teammates. Furthermore, this study provides additional evidence that teammate and team interaction mental models, which are typically not examined together in team studies, are differentially influenced by membership fluidity and differentially predict outcomes like adaptive team performance. This suggests researchers should include both of these cognitive components of team performance to fully understand the nature of these constructs.
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Date Issued
2012
Identifier
CFE0004356, ucf:49448
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0004356
Trust Trajectories as a Function of Violation Type and Repair Efforts
Title
Trust Trajectories as a Function of Violation Type and Repair Efforts.
Creator
Thayer, Amanda, Salas, Eduardo, Joseph, Dana, Fritzsche, Barbara, Rico Munoz, Ramon, University of Central Florida
Abstract / Description
Across domains, organizations and society are facing a trust deficit (Twenge, Campbell, (&) Carter, 2014). This is problematic, as trust is important to a variety of critical organizational outcomes, such as perceived task performance, team satisfaction, relationship commitment, and stress mitigation (Costa, Roe, (&) Taillieu, 2001), and has been cited as a motivator for cooperation and knowledge transfer due to its capacity to reduce fear and risk of exploitation (Chen et al., 1998; Fleig...
Show moreAcross domains, organizations and society are facing a trust deficit (Twenge, Campbell, (&) Carter, 2014). This is problematic, as trust is important to a variety of critical organizational outcomes, such as perceived task performance, team satisfaction, relationship commitment, and stress mitigation (Costa, Roe, (&) Taillieu, 2001), and has been cited as a motivator for cooperation and knowledge transfer due to its capacity to reduce fear and risk of exploitation (Chen et al., 1998; Fleig-Palmer (&) Schoorman, 2011; Irwin (&) Berigan, 2013; Yamagishi (&) Sato, 1986), and a key component of collaboration. As organizations increasingly rely upon collaboration for achieving important outcomes, it is of critical importance that organizations understand how to not only develop interpersonal trust in collaborative partnerships to facilitate these positive outcomes, but also the way in which interpersonal trust is broken and can be repaired when problems inevitably arise. Though research has begun to investigate trust violation and trust repair, relatively little is known about trust development, violation, and repair as a process that unfolds over time. This is problematic, as cross-sectional studies fail to capture change, both in terms of how trust itself changes as well as how the effect of a violation or the utility of a repair strategy may be weaker or stronger in the long-term than the short-term. Thus, findings from a single point in time may result in different conclusions and recommendations than those that would result from long-term investigation. Therefore, this study examines how interpersonal trust patterns unfold within individuals, and how these patterns differ between individuals depending on the type of violation and the repair strategy employed. An experimental study using discontinuous growth modeling to examine intraindividual and interindividual differences in trust processes found that generally, trust was negatively impacted more after an intentional ((")will do(")) violation as compared to a competence ((")can do(")) violation, such that it had a greater impact on character assessments than a competence violation and also damaged perceptions of ability as much as a competence violation. These negative impacts carried over into trust restoration, which was significantly slower after an intentional violation than a competence violation. Furthermore, study findings suggest that after an intentional violation, trust restored more quickly when surveillance was implemented than when compensation was offered. Though the opposite did not hold true for a competence violation, the findings did approach significance. Drawing from these findings, implications and future research recommendations are discussed.
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Date Issued
2015
Identifier
CFE0005892, ucf:50895
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0005892