Insights From the Virtual Team Science: Rapid Deployment During COVID-19.

OBJECTIVE: To provide insights for organizations that must rapidly deploy teams to remote work. BACKGROUND: Modern situations, such as the COVID-19 pandemic, are rapidly accelerating the need for organizations to move employee teams to virtual environments, sometimes with little to no opportunities to prepare for the transition. It is likely that organizations will continually have to adapt to evolving conditions in the future. METHOD: This review synthesizes the literature from several sources on best practices, lessons learned, and strategies for virtual teams. Information from each article deemed relevant was then extracted and de-identified. Over 64 best practices were independently and blindly coded for relevancy for the swift deployment of virtual teams. RESULTS: As a result of this review, tips for virtual teams undergoing rapid transition to remote work were developed. These tips are organized at the organization, team, and individual levels. They are further categorized under six overarching themes: norm setting, performance monitoring, leadership, supportive mechanisms, communication, and flexibility. CONCLUSION: There is a significant deficit in the literature for best practices for virtual teams for the purposes of rapid deployment, leaving it to organizations to subjectively determine what advice to adhere to. This manuscript synthesizes relevant practices and provides insights into effective virtual team rapid deployment.

Advancing Teams Research: What, When, and How to Measure Team Dynamics Over Time.

Teams are complex and dynamic entities that face constant changes to their team structures and must simultaneously work to meet and adapt to the varying situational demands of their environment (Kozlowski and Ilgen, 2006). Agencies, industries, and government institutions are currently placing greater attention to the influence on team dynamics and teamwork as they are important to key organizational outcomes. Due to increased emphasis being placed upon the understanding the maturation of team dynamics, the incorporation of efficient methodological tools to understand how teams are being measured over time becomes critical. Thus, the purpose of this paper is to present a review of relevant academic articles detailing the science behind methodological tools and general approaches to study team dynamics over time. We provide an overview of the methodological tools used to understand team dynamics with accordance to specific temporal elements. Drawing from Kozlowski et al. (1999) process model of team development, we highlight relevant emergent team constructs within each stage. As well, for each stage, we discuss the what and how to measure team dynamics. Our analyses bring to light relevant, novel and complex approaches being used by researchers to examine specific constructs within different team developmental phases (e.g., agent-based simulations, computational modeling) and the importance of transitioning from a single source methodology approach. Implications and future research are also discussed.

Debunking key assumptions about teams: The role of culture.

Scholars have argued that if psychologists are to gain a true understanding of human behavior, culture should be central to research and theory. The research on teams is an area where better integration between the mainstream and cross-cultural literatures is critically needed, given the increasing prevalence of multicultural teams. The purpose of this article is therefore to demonstrate how research focused on culture's influence on teams advances current mainstream theoretical understanding of team effectiveness. Guided by widely accepted frameworks of team effectiveness (Ilgen, Hollenbeck, Johnson, & Jundt, 2005) and culture (Giorgi, Lockwood, & Glynn, 2015), we extract several key assumptions from the mainstream literature that have also been examined within the cross-cultural literature. Through a process of comparing and contrasting, we determined which components of current models are upheld and debunked when seeking to generalize these models to other cultural contexts outside of North America. Although we found some consistent results across the two literatures, most of our analyses reveal there are important boundary conditions surrounding common team effectiveness assumptions when culture is considered. By anchoring our analyses around fundamental aspects of teams, including how they form, function, and finish, we then revised these assumptions according to the integration of the teams and cross-cultural literatures. Taken together, we provide a rich foundation for future research, and facilitate a more nuanced understanding of human behavior within the team context. (PsycINFO Database Record

Decision Making on the Labor and Delivery Unit: An Investigation of Influencing Factors.

Objective The aim of this study was to describe the relationship between negative affect (NA), decision-making style, time stress, and decision quality in health care. Background Health care providers must often make swift, high-stakes decisions. Influencing factors of the decision-making process in this context have been understudied. Method Within a sample of labor and delivery nurses, physicians, and allied personnel, we used self-report measures to examine the impact of trait factors, including NA, decision-making style, and perceived time stress, on decision quality in a situational judgment test (Study 1). In Study 2, we observed the influence of state NA, state decision-making style, state time stress, and their relationship with decision quality on real clinical decisions. Results In Study 1, we found that trait NA significantly predicted avoidant decision-making style. Furthermore, those who were higher on trait time stress and trait avoidant decision-making style exhibited poorer decisions. In Study 2, we observed associations between state NA with state avoidant and analytical decision-making styles. We also observed that these decision-making styles, when considered in tandem with time stress, were influential in predicting clinical decision quality. Conclusion NA predicts some decision-making styles, and decision-making style can affect decision quality under time stress. This is particularly true for state factors. Application Individual differences, such as affect and decision-making style, should be considered during selection. Training to reduce time stress perceptions should be provided.

Ethnic identity: Factor structure and measurement invariance across ethnic groups.

Considering a historically diversified (and growing) population in the United States, one's ethnic identification is often an important psychological-as well as social and political-construct because it can serve as a hindrance to interpersonal interaction. Despite the importance of ethnic identity in psychological research, the most widely developed ethnic identity measurement tool, the Multigroup Ethnic Identity Measure (MEIM; Phinney, 1992), lacks consensus regarding its psychometric properties. The purpose of this article is to identify the factor structure of this measure and identify whether it exhibits measurement equivalence/invariance (ME/I) across ethnicities. The current findings offer several contributions to the state of the literature. First, our data suggests a two-factor model, including affirmation/commitment and exploration factors, is the most appropriate structure when considering fit and parsimony indices via confirmatory factor analysis. Second, configural and metric measurement equivalence was found across Caucasian and non-Caucasian participants. Interestingly, partial scalar invariance was established when comparing Caucasians with the minority groups with the exception of the Hispanic subgroup, which exhibited no scalar invariance. Third, differences in ethnic identity factor means were found, especially across Caucasians and African Americans. In conclusion, the use of the two-factor model of the MEIM is recommended, and results suggest that the MEIM is an appropriate measure of ethnic identity in most ethnic groups. Limitations and future research are also discussed. (PsycINFO Database Record

Team training in obstetrics: A multi-level evaluation.

INTRODUCTION: Obstetric complications and adverse patient events are often preventable. Teamwork and situational awareness (SA) can improve detection and coordination of critical obstetric (OB) emergencies, subsequently improving decision making and patient outcomes. The purpose of this study was to assess the effectiveness of a team training intervention in improving learning and transfer of teamwork, SA, decision making, and cognitive bias as well as patient outcomes in OB. METHOD: An adapted TeamSTEPPS training program was delivered to OB clinicians. Training targeted communication, mutual support, situation monitoring, leadership, SA, and cognitive bias. We conducted a repeated measures multilevel evaluation of the training using Kirkpatrick's (1994) framework of training evaluation to determine impact on trainee reactions, learning, transfer, and results. Data were collected using surveys, situational judgment tests (SJTs), observations, and patient chart reviews. RESULTS: Participants perceived the training as useful. Additionally, participants acquired knowledge of communication strategies, though knowledge of other team competencies did not significantly improve nor did self-reported teamwork on the unit. Although SJT decision accuracy did not significantly improve for all scenarios, results of behavioral observation suggest that decision accuracy significantly improved on the job, and there was a marginally significant reduction in babies' hospital length of stay. DISCUSSION: These findings indicate that the training intervention was partially effective, but more work needs to be done to determine the conditions under which training is most effective, and the ways in which to sustain improvements. Future research is needed to confirm its generalizability to additional OB units and departments.