Team Reflexivity Research Articles

Using simulation scenarios and a debriefing structure to promote feedback skills among interprofessional team members in clinical practice

BackgroundTeam reflexivity and peer feedback in daily clinical work can improve patient safety. However, teams do not always engage in reflection after patient care. A reason could be that team members may lack skills in engaging in team reflection. This study explores the use of interprofessional team-based simulations to encourage and equip teams for reflective conversations in the real-world clinical practice.MethodsThis was a prospective, explorative study of team members’ perceptions of the use of in situ simulation-based scenarios with critically ill patient cases to train team-based reflections and peer feedback. The study took place in two neurological wards. Prior to the intervention, a 1-day observation in each ward and semi-structured short interviews with physicians and nurses were conducted.ResultsA total of 94 staff members, 57 nurses, 8 nurse assistants and 29 physicians participated in the in situ simulation scenarios. All team members showed appreciation of the safe learning environment. The authors found that the simulations and the debriefing structure provided an opportunity for training of team reflexivity and feedback. The team members evaluated the simulation-based training very positively, and their initial reaction indicated that they found peer feedback useful for the individual and the team. This approach allowed them to reflect on their own clinical practice.ConclusionThe simulation-based training scenarios and the debriefing structure promoted team members’ team reflexivity and peer feedback skills. The method is feasible and could be used in other specialties and situations.The team members’ reactions to feedback were positive, and based on their reflections, there is a potential to increase both individual and team skills as well as improve patient treatment.

Addressing equity, diversity, and inclusion in JBI qualitative systematic reviews: a methodological scoping review.

The objective of this methodological scoping review was to investigate ways in which qualitative review teams are addressing equity, diversity, and inclusion (EDI) in the process of conducting and reporting qualitative systematic reviews that use JBI guidelines. To promote health equity, there is a need for evidence synthesis processes and practices to develop approaches that incorporate EDI. Some guidance is available to guide equity-focused review methods and reporting, but this is primarily oriented to quantitative systematic reviews. There is currently limited knowledge about how review teams are addressing EDI within qualitative evidence syntheses. This review included English-language qualitative systematic reviews, published in 2022, that used all the steps outlined in JBI guidance for qualitative reviews. A 1-year sample of published reviews was identified from a search undertaken on March 17, 2023, of 2 health care databases: MEDLINE (Ovid) and CINAHL (EBSCOhost). Data extraction followed a framework approach, using an adapted preexisting equity template. This included attention to i) the reporting of a range of characteristics associated with EDI, ii) search approaches, and iii) analytical approaches (including reflexivity, intersectionality, and knowledge user engagement). Data were analyzed using descriptive statistics and narrative summary. Forty-three reviews met the inclusion criteria. The majority of reviews (n=30) framed their questions and aims in a generic/universal (rather than EDI-focused) way. Six reviews justified their population focus in terms of an EDI-related issue. Only one review included a knowledge user. The sociodemographic and other key characteristics of the samples in underpinning studies were poorly reported, making it hard to discern EDI-related issues or to undertake EDI-related analyses. Thirteen of the reviews included non-English-language evidence sources, and 31 reviews included gray literature sources. Ten reviews demonstrated an element of intersectional or otherwise critical approaches within their analyses of categories and synthesized findings (whereby issues of power and/or representation were explicitly considered). Only 8 reviews included discussions of review team composition and reflexivity within the review process. This EDI-focused methodological enquiry has highlighted some limitations within current qualitative evidence synthesis practice. Without closer attention to EDI, there is a danger that systematic reviews may simply serve to amplify, rather than illuminate, existing gaps, silences, and inequitable knowledge claims based on dominant representations. This review sets out a range of suggestions to help qualitative evidence synthesis teams to more systematically embed EDI within their methods and practices. Open Science Framework https://osf.io/wy5kv/.

Flexing the emotional muscle: Investigating how team reflexibility shapes performance via emotional intelligence

In team settings, the development of reflexibility and emotional intelligence significantly influences performance outcomes. Identifying these relationships is crucial for optimizing team dynamics and achieving superior results. Present research investigates the relationship between team reflexivity and team performance through the mediating role of Emotional Intelligence. Team reflexibility affects team performance positively and developing emotional intelligence skills improves team performance. SPSS and AMOS software was used to analyze the data and the hypothesis was tested using structural equation modeling (SEM) and data obtained from 317 IT company employees in Coimbatore, India. The outcomes of the study provide both practical and theoretical insights for IT company employees to increase team performance through flexible and emotional intelligence skills. Employees with a high level of Intelligence Quotient (IQ) are insufficient for today's business. To be successful, workers must have a certain level of Emotional Intelligence (EI). Employees with a high EI tend to have better relationships and connections, higher performance due to collaboration, and a more positive and peaceful workplace. This research gives managers and leaders an in-depth understanding of highly reflective teams, which will allow them to be more inventive while also altering their emotional abilities to perform better and retain the organization in the long run.

How transformational leadership promotes employee creativity within the context of environmental dynamism: a multilevel perspective

PurposeThis study aims to explore how transformational leadership influences employees' creativity by considering the role of the environment and psychology. The study aims to provide insights into the impact of transformational leadership on team innovation climate, team reflexivity, psychological capital and employee creativity while also examining the moderating effect of environmental dynamism on these relationships.Design/methodology/approachThis study employed a multi-source, multi-wave approach, utilizing data from 618 participants in 118 teams. It constructed a multilevel structural equation model and estimated the confidence intervals of the mediated and moderated effects using the Markov chain Monte Carlo method.FindingsThe results of the multilevel analyses indicated that transformational leadership positively influenced the team innovation climate, team reflexivity, psychological capital and employee creativity. Moreover, the study found that environmental dynamism positively moderates the relationships among transformational leadership, team reflexivity, psychological capital and employee creativity.Originality/valueDrawing on social cognitive theory and the motivated information processing in groups model, this study offers new insights into the interplay between transformational leadership and creativity. It examines the moderating role of cross-level process linkages and environmental dynamism, thereby validating and extending relevant theories.

The Curvilinear Relationship Between Empowering Leadership and Team Performance: A Self-Regulatory Perspective

Although previous research demonstrated that empowering leadership has both positive and negative impacts on team consequences, our current knowledge of the processes by which and the conditions under which empowering leadership promotes or hinders team performance remains limited. Drawing on the too-much-of-a-good-thing (TMGT) effect and the team self-regulatory perspective, our findings, backed with a time-lagged and multi-source survey, suggested that empowering leadership has a curvilinear impact (i.e., inverted U-shaped) on team performance through team reflexivity, and this impact is contingent on team performance-approach goal orientation. We discuss the implications of our findings from both theoretical and practical perspectives.

Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion

Enhancing it project success through entrepreneurial leadership: the mediating roles of team reflexivity, team innovation culture, and team entrepreneurial passion

Team pro-social rule breaking and team innovation performance: An information processing theory perspective.

Exploring the antecedents that affect the team innovation performance can better promote the organization to research the potential factors to enhance the organizational innovation competitiveness. Drawing upon information processing theory, we develop a moderated mediation model to examine the relationship between team pro-social rule breaking and team innovation performance. A three-wave field study is constructed from two large manufacturing enterprises from 82 team leaders and their 382 subordinates in Shanghai, China. The results reveal that team pro-social rule breaking is positively related to team innovation performance through team reflexivity. In addition, the relationship between team pro-social rule breaking and team innovation performance via team reflexivity is positive only when team learning orientation is high. The implications, limitations, and future research directions of these findings are discussed.

The relationship between team reflexivity and team resources development, team resources utilization, and team outcomes: A meta-analysis

The relationship between team reflexivity and team resources development, team resources utilization, and team outcomes: A meta-analysis

Do humble leaders build more flexible teams?

Researchers have suggested that humility is an adaptive strength at the individual level, but the questions of whether, and how, leader humility influences team adaptation are yet to be addressed. In this study we explored the relationship between leader humility and team flexibility. Drawing on social information processing theory, we theorized that humble leaders would promote team flexibility directly and indirectly by fostering team reflexivity. Analysis of survey data collected from 625 employees of a company in China provided empirical evidence for the proposed relationship of leader humility with team reflexivity and team flexibility. Theoretical and practical implications of the findings are discussed.

The influence mechanism of team reflexivity training on team ambidexterity development

The influence mechanism of team reflexivity training on team ambidexterity development

Examining the fluidity of innovation teams: a conceptual framework.

As innovative endeavors have become more complex and time-intensive, there has become an increasing reliance on expert teams in organizations. Expert innovation teams are comprised of team members with extensive experience and mastery in a particular discipline. These teams utilize fluid membership that expands the available knowledge of the team but creates challenges for effective teamwork. We argue that the mechanism for creating an enduring impact and developing a product to fruition requires the cognitive and social integration of fluid team members. This article focuses on how teams effectively integrate knowledge with diverse, and possibly fluid, team members and how teams can organize knowledge through planning and reflection to implement the idea successfully. Knowledge integration and team reflexivity are considered in tandem to emphasize the multi-faceted nature of generating and implementing innovative solutions and the conflicting teamwork processes that hinder innovative efforts. To understand how these competing teamwork processes required for successful innovation interact, we developed a framework that considers resilience as the factor that elicits team creative performance. In doing so, we discuss how innovation teams build resilience over time and how creative failure can lead to greater levels of innovation.

Design thinking teams and team innovation performance

Design thinking (DT) is hailed as a cornerstone of innovation. It is based on teamwork, yet we know little about how the DT team operates and collaborates. In this study, we investigate 51 Norwegian master’s student teams as they work on an innovation project using DT. We seek especially to understand how they communicate and collaborate while working with DT tools, with special attention to divergent and convergent thinking. Using a mixed methods approach, we analyze the teams´ behaviors and developments in these. Findings suggest that the highest performing groups use the DT method with greater discipline than the other groups. To achieve this, they employ more authority-based behaviors and fewer supportive behaviors than the other groups. This disciplined approach to DT as a process and the use of tools, such as brainstorming, are in turn associated with convergent and divergent thinking. The main conclusions are that a disciplined approach using DT as a team tool, enables team reflexivity and psychological safety. This enhances innovative performance.

Team Readiness to Change: Reflexivity, Tenure, and Vision in Play

How can teams make sense of a complex organizational transformation and be ready to change? These questions must be addressed as organizations turn towards team-based structures to become more reactive. During organizational transformations, we argue team reflexivity enables team members to share interpretations of changes, leading to the development of team change vision—the overarching sense of direction for simultaneous change initiatives. We further argue that team reflexivity is more effective for teams with greater team tenure dispersion and additive team tenure. We tested and found support for our theory using time-lagged, survey-based data from 70 teams at a Canadian governmental organization. Overall, our study contributes to team readiness to change literature by identifying team reflexivity as a central information-processing activity enabling teams to develop a team change vision during an organizational transformation and by clarifying the effect of team tenure on such activity.

Team conflict at the core: Exploring the influence of critical team member conflict on team creative functioning

AbstractScholars have long been intrigued by the relationship between intrateam conflict and team creativity, though findings to date have been mixed. Recent research suggests that traditional conceptualizations of intrateam conflict as a property that is shared uniformly by team members (e.g., averaging members' overall conflict perceptions), rather than a more nuanced phenomenon between individual members with unique network positions, have limited our understanding of its influences. These advances, however, have yet to be substantively applied to the intrateam conflict‐creativity literature. Accordingly, we integrate network views of conflict with creativity theory and group motivated processing models to explore how task and relationship conflicts involving critical members' (i.e., members central to a team's workflow network) influence team creative functioning beyond overall conflict perceptions. We theorize that critical member task conflict is positively associated with team creativity by way of team reflexivity, and this positive indirect effect is accentuated by team shared goals. Further, we posit that critical member relationship conflict is negatively associated with team creativity by way of reduced team cohesion, though this effect is mitigated by critical member emotional intelligence. Analyses of 70 new product development teams support most hypotheses while also highlighting interesting nuance and future research opportunities.

Does Organizational Commitment to Mental Health Affect Team Processes? A Longitudinal Study.

Team processes, such as reflexivity and participation, are critical for organizational sustainability, especially in high-reliability professions such as healthcare. However, little is known about health-related predictors of team processes. Basing our hypotheses on the Input-Process-Output (IPO) model, this study investigates the influence of perceived organizational commitment to mental health (OCMH) on healthcare workers' team reflexivity and participation via mental health-specific leadership (MHsL) and team autonomy. The study involved 82 participants (ie, physicians, nurses, healthcare assistants, healthcare technicians, and physiotherapists) working in the Medicine, Emergency, and Neurological Departments at a large public healthcare organization in Italy. Data was gathered at 2-time points, 14 months apart. The results suggest that healthcare workers' perception of their organization's support for mental health at T1 significantly impacts team participation at T2 through MHsL and team autonomy. Likewise, the indirect effect of OCMH through MHsL and team autonomy was also significant in the model predicting team reflexivity. However, in both models, no direct relationship of OCMH on the dependent variables was found. The findings highlight the importance of a mental health-supportive environment and leadership to foster team autonomy and, subsequentially, team processes, which are fundamental for performance and patient care.

The Dark Side Effect of Entrepreneurial Resilience Diversity on Pivoting: The Role of Team Reflexivity.

Resilience is widely recognized as a form of psychological capital that helps entrepreneurs cope with challenges in the face of adversity by actively adjusting business strategies. Prior research has investigated the effect of resilience on pivoting, which is an important entrepreneurial decision to forgo the original business opportunity and exploit new opportunities. Despite the increasing empirical evidence on the effect of resilience on strategic changes and the pivot, the literature may have overstated the benefits of entrepreneurial resilience while neglecting its potential dark sides. Hence, the current study focuses on the structure of resilience within an entrepreneurial team and introduces the concept of resilience diversity. Drawing from sensemaking theory, we develop a research framework that investigates the dark-side effects of resilience diversity on team reflexivity and pivoting and the moderating effect of environmental hostility. Empirical results from a two-wave survey of 112 entrepreneurial teams in China reveal that resilience diversity negatively affects pivoting by impairing the quality of team reflexivity. Moreover, the mediating effect of team reflexivity is strengthened in hostile environments. These findings contribute to the literature on entrepreneurial resilience, pivot, and team reflexivity, and provide important practical implications for entrepreneurial teams.

Houston We Have a Problem: How Debriefing Method Impacts Open Communication and the Depth of Team Reflexivity

Team debriefings are structured interventions in which teams reflect on their past performance, adapt, and plan for future events. Results from meta-analyses indicate that team debriefings are effective in improving task performance (Keiser & Arthur, Journal of Applied Psychology, 106(7), 1007–1032, 2021, Journal of Business and Psychology, 37(5), 953–976, 2022; Tannenbaum & Cerasoli, Human Factors: The Journal of the Human Factors and Ergonomics Society, 55(1), 231–245, 2013). Although far less often studied, there is also some evidence to suggest that team debriefings (compared to no debriefings) can be used to develop norms for open communication (Jarrett et al., Human Performance, 29(5), 408-427, 2016; Villado & Arthur, Journal of Applied Psychology, 98(3), 514-528, 2013). However, there is currently a dearth of quantitative evidence to guide practitioners in selecting from the myriad methods available to achieve this purpose. Grounded in theory and research on episodic models of team performance (Marks et al., Academy of Management Review, 26(3), 356-376, 2001) and the Motivated Information Processing in Groups model (MIP-G) (De Dreu et al., Personality and Social Psychology Review, 12(1), 22–49, 2008), we conducted a quasi-experiment which compared two debriefing methods. The first, a chronological debriefing, emphasizes outcome accountability and makes competitive interdependence salient, whereas the second method, Team Dimensional Training (TDT), emphasizes process accountability and makes cooperative interdependence salient. Data from 76 flight controllers at Johnson Space Center indicated that the communication climate in TDT debriefings was perceived to be more open than was the climate in chronological debriefings. Analyses of coded transcripts from 69 debriefings revealed that teams engaged in deeper reflexivity when the TDT method was used than they did when the chronological method was used.

How leader humility influences team reflexivity: a team level analysis

PurposeThe purpose of this study is to examine the effect of leader humility on team reflexivity. This study also investigates the mediating role of relation-oriented shared leadership and the moderating role of leader trust.Design/methodology/approachThis study collected data from the information technology (IT) service provider of a large telecommunications company in South Korea. A total of 311 employees (individual response rate of 31.2%) in 59 teams (team response rate of 83.01%) were included in the final analysis. Several hierarchical regression analyses and PROCESS macro were used.FindingsThe results indicate that leaders’ humble behaviour is positively associated with team reflexivity and facilitates relation-oriented shared leadership among team members, particularly when they have a higher level of affect-based trust in leaders.Practical implicationsThis study may help researchers and practitioners better understand the conditions influencing the impact of leader humility on team members’ behaviour.Originality/valueThe main value of this study is to add to the knowledge on team reflexivity by identifying leader humility as a critical factor affecting team reflexivity. Furthermore, this study provides a deeper understanding of why leader humility influences team reflexivity.

Team reflexivity, thriving at work and employees' work-to-family enrichment: a multilevel perspective

PurposeBased on the conservation of resources theory, the authors propose a research model depicting the positive relationship between team reflexivity and work-to-family enrichment via the mediation of thriving at work, with the moderation of transformational leadership. This paper aims to discuss the aforementioned idea.Design/methodology/approachThe authors collected data from 367 employees in 79 teams at three time points. The authors test the model by using a multilevel moderated mediation analysis.FindingsResults of this paper indicate that thriving at work partially mediates the relationship between team reflexivity and work-to-family enrichment. Furthermore, transformational leadership enhances the positive relationship between team reflexivity and thriving at work.Practical implicationsOrganizations are advised to encourage employees' involvement in team reflexivity, facilitate their thriving at work and raise managers' awareness of work-family issues. Exemplary measures include nurturing open communication and providing training programs that encourage positivity in the workplace. By doing so, organization could strengthen the relationship between team reflexivity and work-to-family enrichment.Originality/valueThis research demonstrates the positive relationship between team reflexivity and work-to-family enrichment, deepening theoretical understanding of the antecedents of the construct. The findings of moderated mediation analysis shed light on the mechanism through which team reflexivity affects work-to-family enrichment, and the role that transformational leadership plays.

Team Reflexivity and Team Performance: A Meta-analysis of Main Effects, Mechanisms and Moderators

Team Reflexivity and Team Performance: A Meta-analysis of Main Effects, Mechanisms and Moderators