Strategies and Design Principles to Minimize Negative Side-effects of Digital Motivation on Teamwork

Digital Motivation in business refers to the use of technology in order to facilitate a change of attitude, perception and behaviour with regards to adopting policies, achieving goals and executing tasks. It is a broad term to indicate existing and emerging paradigms such as Gamification, Persuasive Technology, Serious Games and Entertainment Computing. Our previous research indicated risks when applying Digital Motivation. One of these main risks is the impact it can have on the interpersonal relationships between colleagues and their individual and collective performance. It may lead to a feeling of unfairness and trigger negative group processes (such as social loafing and unofficial clustering) and adverse wo rk ethics. In this paper, we propose a set of strategies to minimize such risks and then consolidate these strategies through an empirical study involving managers,practitioners and users.The strategies are then analysed for their goal, stage and purpose of use to add further guidance. The strategies and their classification are meant to inform developers and management on how to design,set-up and introduce Digital Motivation to a business environment, maximize its efficiency and minimize its side-effects on teamwork

Conceptualising Gamification Risks to Teamwork within Enterprise

Gamification in businesses refers to the use of technology-assisted solutions to boost or change staff attitude, perception and behaviour, in relation to certain business goals and tasks, individually or collectively. Previous research indicated that gamification techniques can introduce risks to the business environment, and not only fail to make a positive change, but also raise concerns in relation to ethics, quality of work, and well-being at a workplace. Although the problem is already recognised in principle, there is still a need to clarify and concretise those risks, their factors and their relation to the gamification dynamics and mechanics. To address this, we conducted multi-staged empirical research, including two months’ observation and interview study, in two large-scale businesses using gamification in their workplace. In this paper, we focus on gamification risks related to teamwork within the enterprise. We outline various risk mitigation strategies and map them to primary types of gamification risks. By accomplishing such conceptualisation, we pave the way towards methods to model, detect and predict gamification risks on teamwork and recommend and design practices and strategies to tackle them

Team Igniter: an adaptive toolkit to guide and leverage collaboration in teams seeking to problem-solve and innovate

Even though interdisciplinarity has been constantly debated and supported during faculty meetings at RIT, still, academic programs confine themselves into silos, hampering student integration. The struggle to effectively collaborate becomes evident in the existent on campus initiatives that challenge students from different disciplines to work together. The consequence is the under-utilization of the students\u27 potential which leads to mediocre outcomes. This thesis investigated main collaboration problems typical of groups seeking to problem-solve such as groupthink, production blocking, social loafing and social anxiety. These issues were studied in the academic context through a user-centered methodology that involved observations and interviews with college students. The proposed solution integrated user experience (UX) methods with social psychology’s research findings and game design dynamics into a toolkit constituted of both digital and tangible components that complemented each other to offer an interactive and immersive experience. The purpose of the toolkit was to provide a fluid framework to guide teams seeking innovation in order to leverage student collaborations and thus promote a truly academic synergy that is likely to lead to more innovative ideas and solutions

Contemporary Topics in Patient Safety

As healthcare systems continue to evolve, it is clear that providing safe, high-quality care to patients is an extremely complex process. Ranging from multi-disciplinary teams to bedside care, virtually every aspect of the patient-care experience provides us with an opportunity for doing things better, from improving efficiency, safety, and overall outcomes to reducing costs and promoting team synergy. This book, the fifth in our patient safety series collection, consists of chapters that help explore key concepts related to both the safety and quality of care. In a departure from the vignette-driven format of our earlier books, this installment gravitates toward discussing frameworks, theoretical considerations, team-centric approaches, and a variety of other concepts that are critical to both our understanding and the implementation of safer and better-performing health systems. We also feel that the knowledge presented herein increasingly applies across the world, especially as global health systems evolve and mature over time. It is our goal to improve the recognition of potential opportunities that will highlight various aspects of the delivery of healthcare and thus contribute to better patient experiences, with safety at the forefront. Topics covered in this volume, as well as the previous volumes, highlight the critical importance of identifying and addressing opportunities for improvement, not as one-time events, but rather as continuous, hardwired institutional processes

A Review of Training Methods and Instructional Techniques: Implications for Behavioral Skills Training in U.S. Astronauts (DRAFT)

Long-duration space missions (LDM) place unique physical, environmental and psychological demands on crewmembers that directly affect their ability to live and work in space. A growing body of research on crews working for extended periods in isolated, confined environments reveals the existence of psychological and performance problems in varying degrees of magnitude. The research has also demonstrated that although the environment plays a cathartic role, many of these problems are due to interpersonal frictions (Wood, Lugg, Hysong, & Harm, 1999), and affect each individual differently. Consequently, crewmembers often turn to maladaptive behaviors as coping mechanisms, resulting in decreased productivity and psychological discomfort. From this body of research, critical skills have been identified that can help a crewmember better navigate the psychological challenges of long duration space flight. Although most people lack several of these skills, most of them can be learned; thus, a training program can be designed to teach crewmembers effective leadership, teamwork, and self-care strategies that will help minimize the emergence of maladaptive behaviors. Thus, it is the purpose of this report is twofold: 1) To review the training literature to help determine the optimal instructional methods to use in delivering psychological skill training to the U.S. Astronaut Expedition Corps, and 2) To detail the structure and content of the proposed Astronaut Expedition Corps Psychological Training Program

Emergent Customer Team Performance and Effectiveness: An Ex Post Facto Study on Cognition and Behavior in Enterprise Systems Implementation

Implementing enterprise systems usually involves a partnership between the customer organization’s internal team and an external team with professionals from the technology supplier and the business consultants. On both sides, team performance (a process) and team effectiveness (an outcome) emerge partly due to the unpredictable effects of the interaction between human factors at the individual level. Thus, a team’s dynamics and achievements may not fully correspond to its members’ individual characteristics—for instance, a modest team may be formed by outstanding individuals, and an outstanding team may be formed by modest individuals. With an ex post facto approach and a case study on a successful ERP customization project, we studied the interaction effects between human factors (here represented by cognition and behavior) that lead to team performance and effectiveness. Moreover, we focused on the customer side of teamwork due to gaps identified in the literature. Individual team members in our study did not score the highest in several cognitive and behavioral measures; thus, we conclude that a high-performance, effective team does not necessarily possess a theoretically ideal cognitive and behavioral archetype. This study further contributes to the ambiguous debate on performance and effectiveness, their emergent nature, and the role of team management

Analysis of Kaizen Implementation in Northern Ethiopia’s Manufacturing Industries

The Kaizen manufacturing processes in Japan have revolutionized the way enterprises deliver products to their customers. Given ambitions to advance, retain market share, and satisfy their domestic market while expanding into the international market, it has become a dream for many manufacturing companies similar to Japanese manufacturing enterprises to build a culture of continuous improvement. In other words, a number of foreign companies are striving to acquire the habit of improvement using kaizen, as well as to focus on a customer-driven strategy to improve productivity and the quality of products and services by continuously amassing marginal improvements over time. Mapping out a survey questionnaire, interviews, direct observation of the personnel who were directly involved with the implementation process, the effects of the newly introduced kaizen techniques at three case factories from the Northern Ethiopia were assessed. Based on key performance indicators that specifically relate to inputs, outputs and process factors of the kaizen management system the three pilot case companies were assessed to determine if 1) top managers and employees have a genuine concern for the short and long-term health of the company, 2) the companies’ work teams have a mindset for action, 3) employees are committed to the companies’ value systems, and 5) the employees’ suggestions are used as leverage for improvement in the production process. The study found that the three pilot companies have reduced the costs of production, improved quality, reduced lead time, improved customers’ satisfaction and have partially achieved three out of five (5S) kaizen steps: sorting, setting, and shining, but they have not yet achieved how to standardize and sustain self-discipline. The study also established that the executives of the three pilot cases don’t seem to be committed to the kaizen teamwork. Though vital for continuous improvement, the front line workers are rarely asked to participate as a team

THE MANAGEMENT OF CROSS-CULTURAL VIRTUAL TEAMS

The accelerated development of information and communication technology, the transformation of business activity, which has become more global and competitive, and the prevalence of services based on knowledge and information led to the appearance of new models of virtual teamwork, more flexible and adaptive, which go beyond the classical functional departmental barriers and require the collaboration of employees with diverse skills, judgments and expertise. The COVID-19 pandemic event accelerated the adoption of these new work models worldwide at a scale never seen before. Cross-cultural virtual teams can be found in several fields, such as research and product development, quality circles, affinity groups, outsourcing teams, customer services, helpdesk services, academic and research groups. Under the framework of crossvergence theory, this conceptual article explores the contingencies of cross-cultural virtual teams, discussing its main challenges and explores a set of practices for multicultural team management in the virtual environment.  Article visualizations