Abstract
As individuals form teams, the complexities arise as human interaction. Human factors work to understand humans’ interaction with systemic processes, while team cohesion defines how a team works together, driving success on a collective task. Together with a paradigm shift, these two concepts can help solve team performance’s underlying unknowns. This paper utilizes a mixed-method approach with real-life teaming data to revisit team cohesion and its impact on a team’s performance. Qualitatively, concepts defining the dimensions of team cohesion emerged. Quantitatively, observed through structural equation modeling, social cohesion is the mediator between task cohesion, an individual’s attraction to the team, and team performance. These results help to conceptualize that a team requires trust, communication, and interpersonal interactions, and must form an inter-team philosophy for design decisions, attraction to the design, and team autonomy to achieve its highest performance, all while requiring strong communication as the mediation point of the team.
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