Human Behavior in Military Contexts (2008) / Chapter Skim
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3 Teams in Complex Environments
3 Teams in Complex Environments
Pages 29-38
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From page 29... ...
document the continued advances in understanding team behavior. The interest and research activity is due, in part, to a shift in the way work is organized in civilian as well to military organizations -- away from the isomorphic linking of individuals to jobs to that of defining jobs at the team level.
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From page 30... ...
Given the complexity of interacting systems in today's aircraft, precisely assigning the percentage of responsibility to humans or machines is impossible. DEFINITION Definitions of teams most similar to those in the military typically assume that they are composed of two or more individuals who interact socially; possess one or more common goals; perform tasks valued by the organization in which the team is embedded; possess some interdependencies with respect to workflow, goals, and outcomes; have roles in the team that may or may not differ in status and responsibilities; and are embedded in a larger organizational system.
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From page 31... ...
Yet, in considering the most extreme responses of team members, a bimodal distribution of some other configuration might be of interest in determining team self-efficacy. Theoretically meaningful algorithms for indexing team self-efficacy are getting more attention as multiple levels of analysis are taken into account.
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From page 32... ...
Two team-level cognitive analogs are mental models and transitive memory. The former refers to team members' shared mental representation of knowledge or beliefs relevant to key elements of the team's task environment (Klimoski and Mohammed, 1994)
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From page 33... ...
When teams share what are commonly called values, it is frequently labeled team climate. There is significant empirical support for the consequences of team climate on team effectiveness (Ostroff, Kinicki, and Tamkins, 2003)
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From page 34... ...
INFLUENCING TEAM EFFECTIVENESS Understanding team processes is absolutely essential for building a foundation for understanding team effectiveness. It is also necessary to understand the conditions that allow team processes to operate in positive ways in one or more of the three domains of effectiveness: performance, meeting members' needs, and improving team viability.
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From page 35... ...
Future work is needed to better map the task and diversity space, keeping in mind the normative demands for creating and maintaining diverse teams. Team Training and Development The team training literature is a rich one, and there is considerable evidence that training can have a significant positive impact on team effectiveness.
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From page 36... ...
: "[E] merging meta-analytic findings provide a useful indication of the potential value of leadership in the promotion of team effectiveness." Team leaders can directly influence the mental models, transactive memories, and perceptions of team climate and, through them, they can affect team members' behavior and effectiveness.
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From page 37... ...
Army routinely conducts after action reviews (AARs) , in which a training or actual exercise is critiqued, not by an outside investigating body, but by the individuals in the unit.
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From page 38... ...
The challenges of diverse memberships, rapidly changing demands, and dispersion over space and time will also increase. A two-pronged, interdependent approach is needed: work on better understanding the processes that influence team effectiveness and work on the factors that influence the organizational policies, practices, structures, and leader behaviors that influence key team processes to improve their effectiveness.
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