Team Trust Research Articles

From Data to Improvement: Social Mechanisms as a Key to Understanding Dashboard Adoption.

Research on dashboard adoption has focused on technical and design requirements. Evidence on social mechanisms for successful dashboard adoption is scarce. This study examined 2 quality dashboards in a similar organizational context with different outcomes. The research question was: How do social mechanisms influence the adoption of dashboards in practice? This embedded case study within one Dutch hospital in 2 phases: (1) interviews and observations to identify social mechanisms in the end-user's team and (2) expert focus groups to validate identified mechanisms. Data were transcribed verbatim and analyzed thematically, resulting in the identification of 3 social mechanisms within the team of end-users influencing dashboard adoption: cultivating a supportive team climate, trust, and leadership behavior in end-users' teams. These mechanisms stimulate a learning environment for discussing and improving care quality. They require action from individuals and teams, so dashboards can be used for collective understanding, learning, and improving. Without these social mechanisms, dashboards remain an unadopted "materiality."

The influence of credits and stigmas in volunteering on depression, the modulating effects of volunteer personality and motivation

Depression is a common mental health issue affecting volunteers, which directly impacts the quality of services they provide. This study investigates the unique aspects of volunteer depression and analyzes the roles of volunteer credits, stigmatization, personality traits, and motivations in influencing depression levels. Data were collected from a survey of 822 volunteers from the Red Cross in Hubei Province, China. The results indicate that higher volunteer credits significantly reduced depression scores, while increased stigmatization was associated with higher depression levels. Personality traits such as agreeableness and conscientiousness helped mitigate the negative effects of stigmatization, while openness exacerbated its impact. Furthermore, volunteers driven by understanding and value expression were more susceptible to the adverse effects of stigmatization. The findings highlight the importance of improving volunteer mental health by enhancing team trust and reducing stigmatization. Although the large sample size strengthens the study, the cross-sectional design limits causal inference. Overall, the study underscores the importance of understanding personality traits and motivations in developing effective volunteer support measures, thereby enhancing service quality and community well-being.

2787 Supporting older ethnic minority groups in Brighton and hove to engage with research through digital means

Abstract Introduction People from ethnic minorities are 1.5 times less likely to use digital technology. Within Brighton and Hove, 2021 Census reports that 26.1% described themselves as non-White-British categorised as other White (11.5%), Mixed Race (4.8%), Asian (3.7%), Black (2.0%), Chinese (1.1%), Arab (1.1%), and Other (2.0%). The aim of the project was to understand the lived experience of older ethnic minority adults in Brighton and Hove with digital technology, and how this experience affects their potential engagement with research. Methods Older people from ethnic minorities were identified through Brighton and Hove Health Watch, Bridging Change, Sussex Interpreting Services, and Black and Minority Ethnic Partnership. Using a mixed-methods approach, focus group and one-to-one meetings were held with 22 people, exploring their digital literacy, using a Likert scale, and preferences for research engagement using digital means. Meetings were transcribed and thematic analysis was undertaken. Results The group average age was 71.6 years. Six identified as male, 16 as female, and confidence with digital technology averaged 3/5 (5 representing high confidence). Variation of digital skills was observed, with older age and language barriers limiting digital access. Digital technology was used for social, transactional and health purposes (booking GP appointments, receiving test results, and GP consultations). Trust and confidence in the research team enhanced the group’s likelihood to engage digitally. Explaining the research in their own language would be an incentive. Younger family members can help explain digital elements. Offering choice of digital alongside traditional methods was important. There was a preference for initial research conversations to be in person. Willingness to engage is higher when the research topic is common in their community or they are personally affected. Conclusions Older people from ethnic minorities in Brighton and Hove are willing to engage in research using digital means if tailored to their social circumstances.

P0318 Rapid access clinics for Inflammatory Bowel Disease improve access and outcomes but additional service support is required: Experience from the AWARE-IBD Quality Improvement Programme in the United Kingdom

Abstract Background There is increasing attention to quality of Inflammatory Bowel Disease (IBD) services, which are under pressure from rising disease prevalence, increasing disease complexity and a wide range of treatment options – all within constrained resource and capacity. There is limited information on the impact of patient-led service changes in a ‘real-life’ clinic setting. Methods The Sheffield IBD service (UK) implemented the AWARE-IBD patient-led quality improvement (QI) programme of co-designed service change in a microsystem. Designated clinics were allocated for patients prioritised by the microsystem: 1) those with a suspected flare contacting a telephone advice line; 2) starting or changing advanced treatment; and 3) new IBD diagnosis at endoscopy. Appointments were allocated for each of these groups in 3 clinics per week during 2 tests of change (ToC) (ToC 1: 14/11/22 - 25/11/22; ToC 2: 17/04/23 - 26/05/23) and outcomes compared to a prior baseline interval (01/06/22 - 30/06/22). Qualitative feedback was obtained in semi-structured interviews. Results Group 1. Suspected flare (Figure 1): more patients were seen in defined clinics (baseline 8/202 (4.0%); ToC 62/285 (17.9%; p<0.0001) with reduced admissions (baseline 26/202 (12.9%), during ToC 21/347 (6.1%); p=0.006) and investigation (baseline 57/202 (28.2%), ToC 61/347 (17.6%); p=0.003). Group 2. Advanced therapy: more patients were seen within 14 days of the multi-disciplinary team meeting (MDT) to discuss initiation or change (baseline 7/31 (22.6%); ToC 20/32 (62.5%; p=0.001), but with no difference in numbers starting treatment within 28 days. Group 3. New diagnosis: more patients were seen within 30 days of endoscopic diagnosis (baseline 6/27 (22.2%); ToC 14/20 (70%); p=0.001), but not within 14 days. Time to start treatment was not impacted. Interviews indicated reassurance from rapid help and benefits of in-person consultation, improved trust in the healthcare team, and greater confidence for self-management alongside the clinics. Conclusion Rapid access clinics improve access for defined groups, reducing admission and investigation in those with a suspected flare but a minority were accommodated in clinic. Robust arrangements to train and support staff giving complex advice on an advice line are therefore needed. Additional factors such as patient availability, infusion capacity and screening influence time to start advanced treatments. Rapid review after endoscopic diagnosis supports detailed information provision. Services can use QI programmes and iterative tests of change to inform resource allocation and identify key parts of a pathway to affect outcomes.

Team Perspective Taking and Collective Thriving in College Students' Innovation Teams.

Team perspective taking is a process of team member empathy, motivation for other people's ideas and feelings, and the ability to understand objectively. It can have positive impacts on teams, but the question of whether team perspective taking positively affects the sense of collective thriving exhibited by the team has not been answered, and the intrinsic mechanism underlying this influence has not been revealed. To explore the impact of team perspective taking on the collective thriving of college student innovation teams, this study constructs a chain mediation model based on theories such as the socially embedded model of thriving. A questionnaire survey was conducted to investigate 225 college student innovation teams. The results show that (1) team perspective taking, team trust, and team reflexivity are positively correlated with collective thriving. (2) Team trust and team reflexivity play separate mediating roles in the influence of team perspective taking on collective thriving. Team trust also plays a chain mediating role, and its mediating path is team perspective taking → team trust → team reflexivity → collective thriving. Team perspective taking not only has a direct effect on the collective thriving of college students' innovation teams but also has an indirect effect through the chain mediating path of team trust and team reflexivity. This study not only further enriches the antecedent literature on collective thriving but also verifies the promoting effect of various resource factors on collective thriving at the team level and provides a theoretical reference for the activation of collective thriving.

Trust, belief and transitions: people’s experiences of multidisciplinary inpatient treatment for persistent physical symptoms. A qualitative study

Purpose People with Persistent Physical Symptoms experience physical symptoms that are not wholly explained by a medical disorder or disease. Multidisciplinary treatment is recommended for people with severe difficulties and is provided in a small number of specialist centres in the UK. Only brief descriptions of this treatment are available, and the experiences of people receiving this treatment as an inpatient have not been explored. This study aimed to explore how people with persistent physical symptoms experience inpatient treatment from a specialist multidisciplinary team, and to identify which factors facilitated their engagement in the rehabilitation. Materials and Methods 18 people who had received inpatient multidisciplinary treatment for persistent physical symptoms participated in semi-structured interviews. The transcripts were analysed using reflexive thematic analysis. Results Participants’ experiences were influenced by whether they felt believed by the healthcare team, and whether they could place their own trust and belief in the staff team and the treatment approach. Their experiences involved a series of transitions; both in environment and understanding. Conclusions Improvements are possible for people receiving inpatient multidisciplinary treatment for severe PPS. Trusting relationships between patients and staff members take time to develop but play a major role in patients’ experiences of treatment.

Patient Perceptions of Emerging Gene Therapies for Arrhythmogenic Right Ventricular Cardiomyopathy.

No disease-specific therapy currently exists for arrhythmogenic right ventricular cardiomyopathy (ARVC), a progressive cardiogenetic condition conferring elevated risk for ventricular arrhythmias, heart failure, and sudden cardiac death. Emerging gene therapies have the potential to fill this gap. However, little is known about how adults with ARVC, or any other inherited cardiomyopathy or arrhythmia syndrome, appraise the risks and benefits of gene therapy research and which considerations may influence their decisions about clinical trial participation. Twenty adults with clinically diagnosed and gene-positive ARVC participated in semistructured interviews that explored perceptions of gene therapy and hypothetical decision-making for gene therapy clinical trial participation. Interview transcripts were qualitatively coded and analyzed. Participants expressed enthusiasm for gene therapy with varied levels of personal interest in trial participation. Although clinical severity appeared to be associated with an elevated interest in early trial participation, participants anticipated weighing both personal and trial-specific factors including life stage, trial stage, risks, benefits, participation burden, study leadership, and anticipated cost of future gene therapy. Adaptation to living with ARVC and involvement in the ARVC patient community were also relevant to decision-making about trial participation. Potential ethical concerns included unquestioning trust in clinical teams collaborating on industry-led trials and vulnerability of those recently diagnosed or with high perceived severity of ARVC symptoms. Several characteristics of the individual and trial warrant consideration during the informed consent process. Insights from this study may affect trial planning and communication with participants who have inherited cardiac conditions.

I don’t trust you (anymore)! – The Effect of Students’ LLM Use on Lecturer-Student Trust in Higher Education

Trust plays a pivotal role in lecturer-student collaboration, encompassing teaching and research aspects. The advent of Large Language Models (LLMs)in platforms like Open AI’s ChatGPT, coupled with their cost-effectiveness and high-quality results, has led to their rapid adoption among university students. However, discerning genuine student input from LLM-generated output poses a challenge for lecturers. This dilemma jeopardizes the trust relationship between lecturers and students, potentially impacting university downstream activities, particularly collaborative research initiatives. Despite attempts to establish guidelines for student LLM use, a clear framework that is mutually beneficial for lecturers and students in higher education remains elusive. This study addresses the research question: How does the use of LLMs by students impact informational Procedural Justice, influencing Team Trust and Expected team performance? Methodically, we applied a quantitative construct-based survey, evaluated using techniques of Structural Equation Modelling (PLSSEM)to examine potential relationships among these constructs. Our findings based on 23 valid respondents from Ndejje University indicate that lecturers are less concerned about the fairness of LLM use per se but are more focused on the transparency of student utilization, which significantly influences Team Trust positively. This research contributes to the global discourse on integrating and regulating LLMs and subsequent models in education. We propose that guidelines should support LLM use while enforcing transparency in lecturer-student collaboration to foster Team Trust and Performance. The study contributes valuable insights for shaping policies enabling ethical and transparent LLMs usage in education to ensure the effectiveness of collaborative learning environments.

Coping with an awake brain tumour resection in patients and their primary contacts: a qualitative study

Abstract Background The diagnosis and awake removal of a brain tumour is a major life event. A better understanding of the needs of this group of patients and their primary contacts in the perioperative trajectory can further improve care. Methods Adult patients who underwent an awake craniotomy in the Erasmus MC, the Netherlands, and their primary contacts were interviewed 1-2 weeks prior to surgery and 2-4 weeks after surgery. Semi-structured interviews on the impact of the diagnosis on their lives and coping mechanisms with the AC-procedure were conducted. Interview transcripts were analyzed in accordance with the principles of grounded theory. Results 21 patients and 19 primary contacts were interviewed at least once during this period. Analyses and coding of the transcripts resulted in a conceptual model, distinguishing coping with the disease and coping with specific procedure of awake craniotomy. In general, participants tended to rely on their pre-existing ways of coping. Situation specific coping mostly referred to perceiving control, and related to that, trust in the medical team. Conclusion Patients with a brain tumour and their primary contacts perceive coping with the AC-procedure as a part of coping with the disease. Although the procedure may be perceived as stressful, at the same time it offers hope and prospect. In coping with the specifics of the AC-procedure, we found that feeling in control and as an extension of that, trust in the AC-team were key aspects.

A Review of Research on The Impact of Differential Order Atmosphere

At present, research on the differential order atmosphere mainly focuses on its impact. The outcome variables mainly focus on behavior, and cognition and emotion are often used as mediating variables between perceived differential order atmosphere and employee work behavior. Scholars have not reached a consensus on whether the impact of a differential order atmosphere on employee behavior, cognition, and emotions is negative or positive. The research on the outcome variables of differential order atmosphere mainly focuses on three aspects: team and individual performance, employee silence and indifference behavior, and knowledge sharing and destruction. Some research on the differential order atmosphere currently only focuses on the consequences of its effects, without delving into the underlying mechanisms; Moreover, the impact of differential order atmosphere on employee behavior, cognition, and emotions is uncertain, and the effect of differential order atmosphere may have boundary conditions. Previous studies have explained this through organizational factors, leadership factors, and personal factors such as team trust, narcissistic leadership, regulatory orientation, and psychological resilience.

TIP: A trust inference and propagation model in multi-human multi-robot teams

Trust is a crucial factor for effective human–robot teaming. Existing literature on trust modeling predominantly focuses on dyadic human-autonomy teams where one human agent interacts with one robot. There is little, if not no, research on trust modeling in teams consisting of multiple human and robotic agents. To fill this important research gap, we present the Trust Inference and Propagation (TIP) model to model and estimate human trust in multi-human multi-robot teams. In a multi-human multi-robot team, we postulate that there exist two types of experiences that a human agent has with a robot: direct and indirect experiences. The TIP model presents a novel mathematical framework that explicitly accounts for both types of experiences. To evaluate the model, we conducted a human-subject experiment with 15 pairs of participants (N=30\\documentclass[12pt]{minimal} \\usepackage{amsmath} \\usepackage{wasysym} \\usepackage{amsfonts} \\usepackage{amssymb} \\usepackage{amsbsy} \\usepackage{mathrsfs} \\usepackage{upgreek} \\setlength{\\oddsidemargin}{-69pt} \\begin{document}$$N=30$$\\end{document}). Each pair performed a search and detection task with two drones. Results show that our TIP model successfully captured the underlying trust dynamics and significantly outperformed a baseline model. To the best of our knowledge, the TIP model is the first mathematical framework for computational trust modeling in multi-human multi-robot teams.

Developing Moral Leadership in the Digital and Remote Era: Ethical Leadership in a Virtual World

This research explores the challenges leaders face in the rapidly evolving digital age and remote working. With the rapid adoption of digital technologies and the shift towards remote working, organizations face the challenge of ensuring ethical principles are maintained and effectively applied. This research aims to identify and develop ethical leadership practices that are relevant in a virtual context and provide practical guidance for handling ethical dilemmas in a digital environment. The research method used a post-qualitative approach with a diffractive design, which involved case studies, document analysis, and in-depth interviews with leaders from various organizations who successfully implemented ethical leadership in a remote context. The diffractive approach enabled an understanding of ethical leadership as a dynamic process that interacts with technology and social interactions. The results show that effective leaders in the digital age require adaptive communication, firm ethics policies, and a values-based approach to build and maintain team trust. The ethical leadership model found includes four key pillars: transparency of communication, integrity in decision-making, maintenance of data privacy, and continuous ethics training. In conclusion, ethical leadership in the digital world requires adjusting ethical values in virtual interactions. This research develops a moral leadership model that is responsive to digital complexity and provides practical guidance to improve ethical leadership in the digital age.

Understanding and Mitigating Leadership Fear-Based Behaviors on Employee and Organizational Success

Leadership behavior profoundly influences organizational culture, serving as a cornerstone for environments that foster safety, innovation, and employee satisfaction. This article utilizes research from the primary literature to demonstrate how leaders’ actions and underlying fears influence organizational dynamics and employee outcomes, highlighting the importance of respect, transparency, and trust. Studies have shown that leadership styles shape the work environment, driving innovation and performance. However, concerns over productivity, evaluation, and control can lead to poor communication, low transparency, reduced innovation, and diminished performance, creating a culture of mistrust and anxiety. Authoritarian control or neglect of employees’ needs exacerbates these issues, stifling creativity. The Pygmalion and Golem effects demonstrate how positive reinforcement enhances morale, productivity, and retention, while negative reinforcement is detrimental. Leaders operating under fears of failure or loss of control or political capital inadvertently create a culture of fear and increasingly severe feedback loops of reduced employee trust, satisfaction, and commitment. Addressing these fears fosters open communication, psychological safety, transparency, and mutual respect. Strategies for transforming leadership fears into positive change include promoting open communication, decentralizing decision-making, and implementing positive reinforcement mechanisms. Constructive feedback mechanisms encourage bidirectional communication and help mitigate the negative impacts of leadership fears. Leaders who address their fears can strengthen team trust, enhancing collaboration and engagement. Ultimately, managing leadership fears proactively catalyzes organizational learning and development, promoting a mindset where challenges are seen as opportunities for growth. This approach enhances adaptability and resilience while fostering continuous improvement. Addressing leadership fears and fostering a supportive culture is essential for sustainable productivity and success, serving as a starting point for exploring strategies that support employee performance and development, ultimately contributing to organizational success.

Stigma of Women Leadership: The Impact on Trust and Leader Effectiveness

Stigma consciousness is crucial for influencing the effectiveness of female leaders, particularly in transformational leadership. Despite the increasing representation of women in the workplace, they still face significant challenges in reaching the highest organizational positions. This study explores how stigma consciousness moderates the impact of women’s transformational leadership on trust and leader effectiveness, while trust in leaders mediates these relationships. The research model in this study was analyzed using the Structural Equation Model (SEM) and the AMOS 28 software. This approach allows researchers to look at multiple complex relationships at the same time and combines regression and factor analysis to obtain a full picture of how variables interact with each other. We assessed the descriptive statistics and psychometric properties of the measurement scales using SPSS 28. Data were collected from 200 team members and subordinates of female leaders at various organizations in Indonesia. The results indicate that although women’s transformational leadership significantly enhances trust in leaders and leader effectiveness, this impact is moderated by stigma consciousness levels. High stigma consciousness weakens the positive effect of women’s transformational leadership on trust in leaders, thus reducing leadership effectiveness. Conversely, lower levels of stigma consciousness reinforce this positive effect. This finding highlight stigma consciousness as a barrier to women leaders’ trust and an obstacle to achieving leadership effectiveness. Reducing stigma consciousness is essential for the effective acceptance and recognition of women’s leadership. An inclusive, supportive environment free from stigma enables women to lead more effectively and gain greater team trust.

Four Pillars of Building Trust in Czech News Podcasts

ABSTRACT As trust in the media declines, podcasts’ ability to forge bonds between hosts and listeners can be a crucial factor. This study identifies four pillars of trust in the consumption of news podcasts: (1) trust in the voice, (2) trust in the person, (3) trust in the sound practices, and (4) trust in the editorial team and publisher. The dataset is based on five focus groups consisting of 30 Czech news podcast listeners (aged 20–49 years). The results are discussed in the context of the current debate on para-social connections in podcasts and their potential for rebuilding media trust.

The role of a team psychological safety feeling in teamwork in the classroom

Active cooperation is expected from the student in the education center, which is associated with fears of expressing their opinions, because a possible mistake may result in a negative reaction from the environment. In our research, we investigated the impact of team psychological safety feelings on students' willingness to engage in active learning. 244 students aged 18 and 19 participated in the research. A mixed methods approach was used to obtain the necessary data. By data analysis, we revealed three separate dimensions in respondents' answers to questionnaire items. According to our findings, students' involvement in active learning is strongly supported by their internal motivation to acquire new knowledge and trust in the class collective. A sense of psychological team safety has an important place in encouraging the student to engage in common activities. At the same time, we found that the teacher has a decisive influence on building the student's trust in the class team.

The Impact of Transparency on Human-Autonomy Teaming

Trust is imperative for safe and effective human-automation relationships, especially in complex systems. Transparency, which is the communication of the automation’s behavior and intent to the operator, can be used to build trust in human-automation teams. The present study investigated the impact of transparency across the Human-Automation Teaming (HAT) lifecycle (pre-, during, and post-task) on human-automation trust, communication, and reliance. Participants engaged in a counter small-unmanned air systems simulation. They were randomly assigned to one of six conditions with different configurations of transparency (or lack thereof) across the lifecycle phases. Overall, we found modest outcomes for the influence of automation transparency across the HAT lifecycle on trust, situation awareness, workload, and task performance. While trust levels did not significantly differ across lifecycle configurations, there were notable impacts on situation awareness, task performance, and workload, particularly when transparency was absent during critical phases such as training and the after-action reviews.

Navigating Trust: The Interplay of Trust in Automation and Team Communication in an Extended Simulated Military Mission

Trust in automation and team communication are crucial factors in human-agent teaming. While research has examined how trust in automation and team dynamics impact performance separately, less is known about how they combine to influence team dynamics. This study investigated how team speech dynamics are related to trust in automation, team perceptions, and workload in the context of a longitudinal multi-participant computer simulated military mission using active-duty military personnel. Results showed that participants with lower trust in automation spoke more than their teammates with higher trust in automation, even after controlling for perceptions of team trust, cooperation, workload, role on the team, and team performance. A common finding in the team literature is that more team communication and more trust in automation are, separately, better for team performance. Thus, this research is an initial step toward demonstrating how automation alters the team dynamics typically considered essential to their success.

Modeling perceived information needs in human-AI teams: improving AI teammate utility and driving team cognition

ABSTRACT As AI technologies advance, teams are beginning to see AI transition from a tool to a full-fledged teammate. Introducing an AI teammate brings several challenges, ranging from how human teammates perceive their new AI teammates from an affective standpoint to how AI should engage in the various teaming behaviors that make up effective teamwork. The current study used a mixed factorial survey and structural equation modeling to assess how participants in hypothetical human-AI teams respond to various forms of AI information-sharing, including information related to explainability, back-up behavior, situational awareness, and augmenting team memory. The study's results found that AI design features related to situational awareness and augmenting the teams' memory had the strongest effect on participants' attitudes and perceived team cognition with their teammates. However, much of this effect was mediated by participants' affective attitudes towards the AI as a teammate, with higher ratings leading directly to higher levels of perceived team cognition constructs. These results highlight the importance of fostering positive attitudes towards AI teammates, such as trust and cohesion in human-AI teams, to support the development of effective team cognition and the ability of AI information-sharing to bring about such positive impacts.

Building Trust in Teams: Engaging Less Conscientious Team Members through Team Workload-Sharing

Members of teams act as trustors, judging the trustworthiness of their teammates who are the trustees or targets of trust. Trustees who are less conscientious may be viewed as less trustworthy. But, we identify a team-based solution to engage less-conscientious teammates, which removes the adverse influence of low conscientiousness on perceived trustworthiness. Study 1 finds that team members have, on average, higher perceptions of their teammates’ trustworthiness when workload in the team is equitably shared and not imbalanced. Furthermore, it suggests that team workload sharing provides a way to ameliorate a lack of trust in low conscientious teammates. That is, team workload sharing moderates the link between trustee conscientiousness and perceived trustworthiness: in teams with high levels of workload sharing, less conscientious trustees are judged to be as trustworthy as their more conscientious peers. Study 2 replicates these findings and, unlike Study 1, it provides a clear main effect of trustee conscientiousness on perceived trustworthiness, and it reveals differences in the magnitude of the hypothesized effects at different periods of a team’s existence and for different dimensions of perceived trustworthiness. We conclude by suggesting strategies that can increase perceptions of trustworthiness within firms by using team processes that promote trustworthy behaviors.