Using Brunswikian theory and a longitudinal design to study how hierarchical teams adapt to increasing levels of time pressure

Abstract

Brunswikian theory and a longitudinal design were used to study how three-person, hierarchical teams adapted to increasing levels of time pressure and, thereby, try to understand why previous team research has not necessarily found a direct relationship between team processes and performance with increasing time pressure. We obtained four principal findings. First, team members initially adapted to increasing time pressure without showing any performance decrements by accelerating their cognitive processing, increasing the amount of their implicit coordination by sending more information without being asked and, to a lesser extent, filtering (omitting) certain activities. Second, teams began and continued to perform the task differently with increasing time pressure, yet often achieved comparable levels of performance. Third, time pressure did affect performance because there was a level of time pressure beyond which performance could not be maintained, although that level differed for different teams. And, fourth, some adaptation strategies were more effective than others at the highest time pressure level. Taken together, these findings support the Brunswikian perspective that one should not necessarily expect a direct relationship between team processes and performance with increasing time pressure because teams adapt their processes in different, yet often equally effective ways, in an effort to maintain high and stable performance.