Well-being Of Team Members Research Articles

CAMPS

Field research in archaeology and biological anthropology exists in many different environments, each with implicit hazards to the well-being of the research team. It is considered standard practice for the principal investigator or academic team leader to be responsible for the well-being of the research team. It is not, however, a common requirement that field team leaders have specific training in how to ensure that the team is well prepared to safeguard its medical and psychological well-being during a field season. The most systematic study of health and safety among anthropology field camps was performed in 1986–87 and published in Current Anthropology (Howell 1988, 1990). The three greatest hazards identified (motor vehicle collisions, malaria, and hepatitis) have been mitigated due to a series of engineering and medical advances; however, hazards still abound. The Combined Anthropology Medical Preparation Survey (CAMPS) reassesses the hazards faced during field research in archaeology and biological anthropology and gauges the desire among field researchers for additional training or resources on medical readiness. As a medical needs assessment, it is intended to serve as a foundation for designing a systematic approach for team leaders to protect the well-being of team members before, during, and after fieldwork.

Micro-Dynamics of Stress and Coping with Cultural Differences in High Tech Global Teams

This study presents a systematic, contextual, and cross-cultural comparison of the stress evaluation and consequent coping mechanisms employed by 111 Israelis and 76 Indians, members of high-tech virtual teams. The study demonstrates that in conditions created by a stressful external environment, low levels of divergence in team members’ stress evaluation and coping strategies can lead to a negative dynamic of stress escalation among team members. Based on the study data, and on intercultural encounters research and ego depletion theory, the study suggests an analysis of the creation, development and ending of coping dynamics that result from team members’ cultural differences, under conditions of a stressful work environment. The study makes several contributions to GVT research. First, unlike existing research that generally discusses team dynamics associated with cultural differences in terms of the creation of subgroups, the findings of this study show that cultural differences between members of GVTs can create forms of micro-dynamics associated with the team member’s sources of stress and their coping behavior. Second, the study illuminates the significant impact of these dynamics on the performance and well-being of team members. Third, the study contributes to stress and coping research by demonstrating that coping itself can create secondary sources of strain. In particular, our research suggests that secondary sources of strain may be formed when (a) the participants are interdependent; (b) participants are diverse in their coping behavior; (c) and participants work under stressful work routines, which might push individuals into a state of ego-depletion.

Universal Panacea or Organizational Fad? The Role of Context on the Effectiveness of Mindfulness

In the light of the increasing popularity and indiscriminate implementation of mindfulness in Western organizations concerns have been raised about mindfulness being perceived as a ‘universal cure’. Consequently, we consider whether effectiveness of mindfulness is influenced by context. We examine mindfulness in self-managed teams which is an increasingly common and complex way of organizing work that may affect the well-being of team members. Specifically, we develop a multilevel model to examine how team trust influences the relationship between mindfulness, emotional exhaustion, and team member well-being. We test these relationships in a time-lagged, multi-source, survey study that involved 274 participants in 54 project teams. Our results support the proposition that mindfulness is effective in increasing affective well-being by reducing emotional exhaustion, however, we also find that it is not a ‘universal cure’ in that individuals in positive team contexts benefit less from mindfulness because they do not experience the negative interactions that prompt negative thoughts, feelings, and behaviors that mindfulness can address.

Necessity is the Mother of Innovation: A Quasi-Experimental Study of Stress-Driven Innovation

Innovative teams are typically assumed to be successful teams, but little is known about innovation in teams that face stressful conditions. Although necessary to cope with such conditions, innovation or the generation of novel and useful ideas and their implementation to create improvement, may also provoke further stress, leading to negative rather than beneficial outcomes. To study this, we conducted a simulation study of teams simultaneously working on time-critical tasks of physically manufacturing greetings cards in a competitive environment. Our manipulation of the working conditions was such that teams were likely to experience varying degrees of stress during the manufacturing process and face problems and challenges that could be solved by means of innovation. Using a multi-level path analysis on a sample of 43 teams composed of 345 participants our findings revealed an inverted U-shaped relationship between severity of exposure to stressors and team innovation. In turn, team innovation was negatively associated with team performance but positively with individual team member wellbeing in terms of enthusiasm. Our study contributes to the literature on the dark side of innovation by showing how stress-driven innovation is a paradoxical phenomenon that might be both beneficial and dysfunctional.

Fortifying Our Teams to Best Serve Our Patients: A Report of the 2019 Summer Intersociety Meeting.

Continuing the thematic focus on fostering wellness and professional fulfillment in our workplace, the 2019 Radiology Intersociety Committee Conference focused on understanding and leading multigenerational workforces and developing high-functioning teams. To lead a multigenerational workforce and to understand and embrace traditional versus emerging cultures in our workplace, effective leaders should foster diversity of their teams. Sustaining such teams requires an understanding of different styles and preferences for bidirectional communication and clarity of information sharing and learning; active efforts may be needed to focus on practical approaches to succession planning, breaking down traditional hierarchies, clarifying role delineation, and managing authority gradients. An effective team requires attention to the well-being of team members and professional behavior in and out of the workplace. Conference participants unanimously endorsed multi-organizational support statements and activities assuring professional behavior of their members, along with the desire to explore codes of conduct and ethics.

Psychological Adjustment in Teams: Team Member Well-Being Facilitates Transactive Memory Emergence

Transactive Memory Systems (TMS) have been linked to many critical organizational outcomes, including team performance and satisfaction. In this research, we seek to advance organizational theory a...

Intrateam Conflict and Team Member Perceptions of Team Support and Psychological Contract Breach

Our knowledge about team members’ perceptions of team support and team psychological contract breach is relatively limited. We seek to add to this limited body of knowledge by theorizing that aggregate levels of intrateam task and relationship conflict are interpreted by team members as how much their teams value the contributions and well-being of team members, like themselves, as well as how much their teams have broken promises to team members, like themselves. We also theorize that team members’ perceptions of team support and team psychological contract breach moderate the relationships between intrateam task and relationship conflict and the opposite team perception. We test our hypotheses in a sample of 306 team members across 76 teams and 18 organizations. We find that intrateam task and relationship conflict are negatively associated with team members’ perceptions of team support, and positively associated with team members’ perceptions of team psychological contract breach. We do not find that team members’ perceptions of team psychological contract breach moderate the respective relationships between intrateam task and relationship conflict and team members’ perceptions of team support. However, we do find that team members’ perceptions of team support weaken the positive relationship between intrateam relationship conflict and team members’ perceptions of team psychological contract breach. We discuss the theoretical and managerial implications of these findings.

When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams.

Models of team development have indicated that teams typically engage in task delay during the first stages of the team’s life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams’ composition in terms of individual-level trait procrastination, as well as the teams’ motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members’ stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams’ collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination.

Virtual Teams Research

Ten years ago, Martins, Gilson, and Maynard reviewed the emerging virtual team (VT) literature. Given the proliferation of new communication technologies and the increased usage of work teams, it is hardly surprising that the last decade has seen an influx of VT research. In this review, we organize the last 10 years of empirical work around 10 main themes: research design, team inputs, team virtuality, technology, globalization, leadership, mediators and moderators, trust, outcomes, and ways to enhance VT success. These themes emerged inductively because they either represent areas with consistent results, a large proliferation of studies, or a grouping of studies and results that differed from where the literature stood a decade ago. Following the review section, we turn our attention toward 10 opportunities for future research: study setting, generational impacts, methodological considerations, new and emerging technologies, member mobility, subgroups, team adaptation, transition processes and planning, creativity, and team member well-being. Some of these opportunities emerged from our review of the extant VT literature; others are grounded in the broader team literature, are unresolved theoretical issues, or were linked to insights discussed within the VT practitioner literature. Within the domain of VTs, technological innovation continues to advance the way team members interact and enable individuals who previously could not be connected to work together as a team. Accordingly, VTs provide great promise to organizations, and the field continues to be rich with research opportunities for the coming decade(s).

Whole Person Team Care

In the rapidly changing environment of 21st century healthcare, effective interdisciplinary team-based care is a key ingredient in providing whole person care across the continuum. Interdisciplinary teams face significant issues and challenges in providing whole person care given the boundaries that exist between various healthcare disciplines. Systemic institutional barriers and hierarchies commonly work against team communication, cooperation, and collaboration. These work environments contribute to work-related stress, staff turnover, inefficient, lower quality care, burnout, and compassion fatigue. Ultimately team environments that do not foster team member well-being are unlikely to find success in creating environments that foster whole person care. Given these realities, teams who hope to provide whole-person care need strategies for creating and sustaining a team environment of self-awareness, self-compassion, mindfulness and non-judgmental presence.This session will present the outcomes of three innovative approaches to interdisciplinary care team flourishing through case study analysis of hospital-based palliative care teams, and adult/pediatric hospice teams. The first intervention illustrates a process for developing and implementing a team retreat experience. Combining elements of team building, experiential learning and discussion of assigned readings, palliative care and hospice teams exhibit increased team trust, respect and communication across discipline boundaries. The second intervention demonstrates positive meaning-making through the use of a “spiritual narrative.” Through sustained reflection on a guiding metaphor, “spiritual narratives” enhance team identity formation, function, and sustainability. The third intervention outlines a model for group mindfulness meditation. Through regular practice of mindfulness meditation as an integrated component of the work day, team members sought to increase their self-awareness, presence, attunement and compassion in clinical interactions. Attendees of this workshop will be inspired and equipped to with new ways to enrich interdisciplinary team flourishing while providing excellent whole person care.

Affective team climate

In occupational health research, the demand–control–support (DCS) model has attracted a great deal of attention. Although this model emphasizes the interaction between workers and their work environment, the DCS framework has mainly been tested at the micro-level. The present study shows that combining the DCS model with insights from organizational climate studies offers a fruitful theoretical framework by which to address variation in psychological distress in team workers. Hierarchical logistic regression using data on 1,098 workers from 97 teams in a car factory in Belgium reveals that a positive perception of the affective climate in one’s team lowers levels of psychological distress. In addition, the team’s affective climate, emerging from and reproduced within everyday social interaction between team members, plays a significant role of its own in the well-being of team members. When the affective team climate is positive, all team members benefit in terms of distress levels, even those workers who hold a negative perception of their emotional work environment. Part of the health effects of a positive climate runs through moderating the health-damaging effects of high job demands.

Een theoretische en methodologische analyse van empirisch onderzoek naar psychisch welbevinden in zelfsturende teams

A theoretical and methodological analysis of empirical studies on psychological well-being in self-managing teams A theoretical and methodological analysis of empirical studies on psychological well-being in self-managing teams H. van Mierlo, C.G. Rutte, M.A.J. Kompier, H.A.C.M. Doorewaard, Gedrag & Organisatie, volume 17, February 2004, nr.1, pp 43-58. In this review of literature we discuss 28 empirical studies on self-managing teams and psychological well-being. Taken together, these studies provide surprisingly little ground for general conclusions with regard to the effects of self-managing teams on the well-being of team members. The only variable that is consistently related to self-managing teamwork is job satisfaction. To gain insight in the possible causes for the lack of consistent results, the design of the studies is critically examined. It is concluded that researchers largely ignore the multilevel character of their research domain. Preliminary evidence is presented for the assumption that the inconsistent results may in part be explained by the way researchers deal with this multilevel character. It is therefore argued that future studies on self-managing teams and well-being should pay more attention to level issues, both in theoretical development and in data collection and statistical treatment.

Considerations in the Application of Semi-autonomous Teams to the Small College Library

ABSTRACTDiscusses the findings of a study of 30 small college libraries (TAFE Qld), exploring the development of autonomous group design in relation to the level of job satisfaction, well-being and roles within the library. The study was designed to identify the effects of team autonomy on the job satisfaction and psychological well-being of team members, using role theory approach. It found no significant correlation between team autonomy, satisfaction or well-being, but the high level of role insufficiency (dissatisfaction with use of one's skills, talents and opportunities for career development) provides a focus for discussion.