Who gets the blame for poor performance in extreme teams: an analysis of Formula 1 racing

Extreme teams (ETs) work in challenging, high pressured contexts, where poor performance can have severe consequences. These teams must coordinate their skill sets, align their goals, and develop shared awareness, all under stressful conditions. How best to research these teams poses unique challenges as researchers seek to provide applied recommendations while conducting rigorous research to test how teamwork models work in practice. In this article, we identify immersive simulations as one solution to this, outlining their advantages over existing methodologies and suggesting how researchers can best make use of recent advances in technology and analytical techniques when designing simulation studies. We conclude that immersive simulations are key to ensuring ecological validity and empirically reliable research with ETs.

The Relationships Among Leader Social Support, Team Social Support, Team Stressors and Team Performance

Since pediatric trauma activations require a high level of interdisciplinary team performance, they are considered extreme action teams. Although researchers agree that effective leader communication is needed to ensure the success of this extreme action team, few instruments exist that evaluate the communication effectiveness of the leader who supervises trauma team performance during activations. To fill this void, the Assessment of Pediatric Resuscitation Communication Leader Assessment (APRC-LA) was created to assess the communication effectiveness of the formal leader during trauma activations. Accordingly, the purpose of this study is threefold. First, this study further validates the APRC-LA by reporting the inter-rater reliability results of the instrument. Second, researchers describe the design challenges that occurred throughout the validation process to illustrate the design work that goes into creating an assessment to improve an organizational process. Third, researchers provide practical advice for researchers or clinicians interested in using the APRC-LA in the future to measure the communication effectiveness of formal leaders during pediatric trauma resuscitations.

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Teams in extreme environments: Alterations in team development and teamwork

Postsurgical handover of paediatric patients from operating rooms to intensive care units is a critical moment. This process is susceptible to errors and inefficiencies particularly if poor teamwork in this multidisciplinary and ad hoc collaboration occurs. Through combining provider- and observer-rated team performance, we aimed to determine agreement levels on team performance and associations with mental demands, disruptions, and stress. An observational and multisource study of provider and concomitant expert-observer ratings was established. In an Academic Paediatric Hospital, we conducted standardized observations of postsurgical handovers to PICU. We applied established observational and self-reported teamwork tools. Nested fixed and mixed models were established to estimate agreement within teams, between providers' and observer's ratings, as well as for estimations between team performance and mental demands, disruptions, and stress outcomes. Thirty-one postsurgical patient handovers were included with overall 109 ratings of involved providers. Provider-perceived team performance was rated high. Within the receiving sub-team, situation awareness was perceived lower compared to the handoff sub-team [F(df = 1) = 4.41, p = .04]. Inter-provider agreement on handover team performance was low for the overall team yet higher within handover sub-teams. We observed that high level of distractions during the handover was associated with inferior team performance rated by observers (B = - 0.72, 95% CI = - 1.44, - 0.01).Conclusion: We observed substantial disagreements on how involved professionals as well as observers rated teamwork during patient transfers. Investigations into paediatric teamwork and particular team-based handovers should carefully consider if concurrent provider and observer assessments are a valid and reliable way to evaluate teamwork in paediatric care. Common handover language should be established and mandatory before jointly evaluating this process. Our findings advocate also that handovers should be performed under low levels of distractions.What is Known:• Efficient teamwork during transfers of critically ill children is fundamental to quality and safety of handover practice.• Postoperative handovers are often performed by ad hoc teams of caregivers with multiple backgrounds and are prone to suboptimal team performance, communication, and information transfer.What is New:• Our provider and expert evaluations of team performance during OR-PICU handovers showed poor agreement for team performance. Our findings challenge previous results drawing upon single source assessments and inform future studies to carefully consider what approach of team performance assessments is required.• We further demonstrate that high levels of disruptions are associated with poor team performance during patient handovers and that efforts to ensure undisrupted handover practices in clinical care are necessary.

Fulola is a technology-based startup in childhood education that provides interactive learning media about environment. The CEO applies shared leadership to build a hand-in-hand working environment. Besides the role of a leader, commitment from team members is also necessary to achieve maximum team performance. However, shared leadership applied was ineffective and commitment of members decreased which leads to poor team performance. This study aims to explore the influences of shared leadership on organizational commitment and team performance, as well as the influences of organizational commitment on team performance in Fulola. This study uses a qualitative case study approach. Data collection was carried out using semi-structured interviews and triangulation by Focus Group Discussion with 3 chief levels in Fulola. The results were analyzed using coding analysis. This study shows several factors in shared leadership that influence in enhancing organizational commitment and team performance, including Shared Purpose (vision understanding and monitoring), Shared Emotional Support (team support, good relation, and appreciation), and Voice (open communication and decision making right). Some issues in shared leadership influence organizational commitment and team performance including lengthy decision-making processes, and less accountability. Regarding organizational commitment, several factors contribute to enhancing team performance such as Affective Commitment (passion, comfort, desire to learn, and kinship), Continuous Commitment (material benefit and employment alternatives), and Normative Commitment (responsible to other parties and guilt). Issues related to organizational commitment influence team performance include unprofessionalism, intention to leave, and formality pressure. These findings are useful for improving organizational commitment and team performance for Fulola.

Scapegoating in Baseball

Analysing the 367 member replacement acts in the 2014 FIFA World Cup tournament, we uncover important dynamics between member replacement and team performance. We find that poor team performance leads to substitutions with more competence gains (or with less competence loss), that substituting and substituted members’ functional background dissimilarity improves subsequent content‐related team performance (i.e. scoring more goals), and that their competence superiority is associated with the speed of team performance turnaround (i.e. scoring goals faster). Going beyond contrasts between teams with and without membership change, the paper highlights the importance of substituting and substituted members’ relative task‐related attributes and provides a more nuanced understanding of the complex phenomenon of team membership change. Furthermore, the paper extends the methodological spectrum of dynamic team composition research from predominantly laboratory experiments with short‐lived student groups performing cognitive tasks to field studies with real‐life work teams performing action tasks.

Prior research has demonstrated a strong relationship between team performance and team members’ team efficacy beliefs and perceptions of social integration. Performing well increases the feelings of collective ability that comprise team efficacy and the feelings of psychological connectedness that make up social integration, while performing poorly erodes them. In this article, we draw from the social cognitive base of ethical leadership theory to argue that ethical leadership moderates the relationship between team performance and team efficacy beliefs, and between team performance and social integration, such that these important team attitudes are buffered against the negative effects of poor performance when leaders act ethically. Alternatively, when leaders act less ethically, team efficacy and social integration break down following poor performance. We test our hypotheses in a field study of U.S. military teams actively engaged in competition. The data support our arguments. We find that ethical leadership weakens the relationships among team performance and team efficacy and social integration, respectively, such that ethical leaders preserve team efficacy and social integration when their teams do not perform well.

SummaryA small but growing body of literature adds to our understanding of the role of team reflexivity (i.e., reflecting upon team functioning) in predicting team performance. Although many studies conclude that reflexivity is an asset for teams, the contingencies of team reflexivity have received far less research attention. In this respect, we argue that team reflexivity may be especially helpful for teams with relatively low performance. Teams that are reflexive tend to learn from previous mistakes, errors, and group processes, which in turn will improve the performance of the team. We propose that this relationship will most likely positively affect learning and final team performance under conditions of relatively poor prior performance. When a team is doing relatively well, the relationship between reflexivity and final team performance will be less clear, as reflexivity and learning is less needed. In a longitudinal study (N = 73 teams), we found support for this idea. As predicted, results indicated that this interaction between team reflexivity and initial team performance on future performance was mediated by team learning. We outline how these findings are important for our understanding of the contingencies of team reflexivity and team performance dynamics. Copyright © 2012 John Wiley & Sons, Ltd.

ObjectivesWe assess the effects of coaching replacements on college football team performance.MethodsUsing data from 1997 to 2010, we use matching techniques to compare the performance of football programs that replaced their head coach to those where the coach was retained. The analysis has two major innovations over existing literature. First, we consider how entry conditions moderate the effects of coaching replacements. Second, we examine team performance for several years following the replacement to assess its effects.ResultsWe find that for particularly poorly performing teams, coach replacements have little effect on team performance as measured against comparable teams that did not replace their coach. However, for teams with middling records—that is, teams where entry conditions for a new coach appear to be more favorable—replacing the head coach appears to result in worse performance over subsequent years than comparable teams who retained their coach.ConclusionsThe findings have important implications for our understanding of how entry conditions moderate the effects of leadership succession on team performance, and suggest that the relatively common decision to fire head college football coaches for poor team performance may be ill advised.

INTRODUCTION: Postpartum hemorrhage (PPH) is a leading cause of maternal mortality and presents care teams with unique, time-sensitive challenges. Simulation provides a way to evaluate team performance with no risk to patients. Identification of common errors is important to target training and optimize outcomes. METHODS: High-fidelity simulation exercises were conducted at a national obstetric critical care conference between 2014 and 2019. A simulated case of a PPH preceded by placental abruption was performed by multidisciplinary teams using high-fidelity simulators. Team performance was evaluated using a standardized checklist of key actions, and each item was scored as “not done”, “poorly done”, or “well done”. Descriptive statistics were then compiled for analysis. The study was reviewed and determined to be exempt by the hospital institutional review board. RESULTS: Complete performance data was available for 155 teams. Appropriate diagnosis of etiology of the hemorrhage (uterine atony) and timely recognition of the need for operative management was well done by most teams (91% and 92.3%, respectively). However, a significant number of teams demonstrated poor performance regarding inspection for lacerations (34.2%) and checking for retained products of conception (38.1%). Additionally, poor performance was identified for timely initiation of blood transfusion (11.6%) and activation of a massive transfusion protocol (20.6%). CONCLUSION: Thorough assessment of time-sensitive care interventions revealed specific deficits in team performance of PPH. High-fidelity simulation provides opportunities for exposure to obstetric emergency and may help to both target and determine the effectiveness of trainings designed to address these identified performance gaps.

Music is an economical, advantageous and reliable means of reducing stress or stress-related problems. The present study aims to evaluate the effects of playing music during surgery on the performance of the surgical team through a systematic review of published studies. The relevant databases of Medline/PubMed, Scopus and Science Direct were searched up to July 2018 to find related articles. The comprehensive literature search was reduced to 19 articles that met inclusion criteria. The articles comprised 13 studies and reported on the positive effects of music on the performance of the surgical team. The effects included a more relaxing and pleasant environment, more accurate and precise performance of tasks, a decrease in the mental workload and task completion time, increased situation awareness, a reduction in stress and anxiety and improved memory consolidation. Five studies reported on the negative effects of music during surgery as being a negative impact on task completion, poor auditory performance and increased likelihood of having to repeat requests. The remaining article reported no significant differences between groups compared. Most studies reported positive effects of music on the surgical team during surgery. These results indicate that it may be possible to improve the performance of the surgical team during surgery while playing controlled music.