Risk of Performance and Behavioral Health Decrements Due to Inadequate Cooperation, Coordination, Communication, and Psychosocial Adaptation within a Team

A team is defined as: "two or more individuals who interact socially and adaptively, have shared or common goals, and hold meaningful task interdependences; it is hierarchically structured and has a limited life span; in it expertise and roles are distributed; and it is embedded within an organization/environmental context that influences and is influenced by ongoing processes and performance outcomes" (Salas, Stagl, Burke, & Goodwin, 2007, p. 189). From the NASA perspective, a team is commonly understood to be a collection of individuals that is assigned to support and achieve a particular mission. Thus, depending on context, this definition can encompass both the spaceflight crew and the individuals and teams in the larger multi-team system who are assigned to support that crew during a mission. The Team Risk outcomes of interest are predominantly performance related, with a secondary emphasis on long-term health; this is somewhat unique in the NASA HRP in that most Risk areas are medically related and primarily focused on long-term health consequences. In many operational environments (e.g., aviation), performance is assessed as the avoidance of errors. However, the research on performance errors is ambiguous. It implies that actions may be dichotomized into "correct" or "incorrect" responses, where incorrect responses or errors are always undesirable. Researchers have argued that this dichotomy is a harmful oversimplification, and it would be more productive to focus on the variability of human performance and how organizations can manage that variability (Hollnagel, Woods, & Leveson, 2006) (Category III1). Two problems occur when focusing on performance errors: 1) the errors are infrequent and, therefore, difficult to observe and record; and 2) the errors do not directly correspond to failure. Research reveals that humans are fairly adept at correcting or compensating for performance errors before such errors result in recognizable or recordable failures. Astronauts are notably adept high performers. Most failures are recorded only when multiple, small errors occur and humans are unable to recognize and correct or compensate for these errors in time to prevent a failure (Dismukes, Berman, Loukopoulos, 2007) (Category III). More commonly, observers record variability in levels of performance. Some teams commit no observable errors but fail to achieve performance objectives or perform only adequately, while other teams commit some errors but perform spectacularly. Successful performance, therefore, cannot be viewed as simply the absence of errors or the avoidance of failure Johnson Space Center (JSC) Joint Leadership Team, 2008). While failure is commonly attributed to making a major error, focusing solely on the elimination of error(s) does not significantly reduce the risk of failure. Failure may also occur when performance is simply insufficient or an effort is incapable of adjusting sufficiently to a contextual change (e.g., changing levels of autonomy)

The Lia Fund: An Adventure in Philanthropy

Randy Lia Weil made two highly unusual decisions about the $5 million she left to be donated after her death. The first was that she appointed 14 people she knew and trusted to select the organizations and individuals who would receive funding. Most of them were lifelong activists with decades of passionate dedication to environmental, cultural and social justice issues. The second unusual thing was that she left no instructions for how or to whom they should give her bequest. She trusted them to decide.This would prove to be an adventure and a discovery, and not without its challenges for the participants. Everyone sincerely wanted to be a responsible grantmaker and do what Randy would have wanted. But it was a complex journey to turn a group of passionate individuals into a group of effective funders. Before they could make any grants, they had to agree on their mission, vision, and values. They also had to decide how they would operate and make decisions in a way that honored Randy and the values that led her to choose them. It was a tall order.After spending a year planning to establish the Foundation, The Lia Fund awarded grants to 107 organizations from 2007 to 2013. Most of the grants ranged from$5,000 to $25,000. In total the Foundation gave away$5 million. This is the story of what The Lia Fund did, how they did it, and what they learned. It describes the impact of this type of grantmaking on some of the most important issues of our time. It also looks at what foundations and individual donors might learn from this adventure in philanthropy

Schools That Work: What We Can Learn From Good Jewish Supplementary Schools

Based on a study of ten effective schools, examines the characteristics in leadership, teaching staff, curriculum, experiential programs, and educational offerings for families that contribute to effectiveness. Outlines challenges and recommendations

Virtual teams are here to stay: how personality traits, virtuality and leader gender impact trust in the leader and team commitment

Teleworking has, today, become a necessity for many organizations, so effective virtual team management is critical. This study analyzes the influence of the personality traits of virtual team workers on team efficiency. To do so we examine the effects of subordinates’ personalities on the trust they give the virtual team leader and the impact of this trust on commitment to the team. We also discuss how the team's degree of virtuality and the leader’s gender influence the relationship between personality and trust. The findings showed that extroversion has a positive effect on trust felt in the leader, and that this trust has a positive effect on commitment felt toward the team. On the other hand, it was observed that neuroticism had a more negative effect on trust in more virtual environments. The leader’s gender had no significant effect. The study offers advice for virtual team management and discusses its limitations and future research directions

Control and coordination of robotic fish

Het verbazingwekkende dynamische gedrag van scholen vissen en andere groepen sociale dieren in de natuur zijn in de afgelopen jaren in de belangstelling komen te staan van multidisciplinair onderzoek. In dit proefschrift passen we fundamentele gereedschappen uit de regeltechniek toe op biologische systemen om de regeling en coördinatie van robot multi-agent systemen bestuderen. We maken daarbij gebruik van robotvis teams die de natuur nabootsen. Als eerste onderzoeken we de motoriek van een individuele robotvis met als doel de uitstekende motorische vaardigheden van echte vissen na te bootsen. Vervolgens ontwerpen we gedistribueerde regelingen voor formaties van zwemmende robotvissen, die sinusoïde lichaamsgolven genereren in antifase. Deze regeling is geïnspireerd door de observatie dat formaties van gesynchroniseerde vissen mogelijkerwijs met een hogere energie efficiëntie zwemmen. Als derde presenteren we een evolutionair spel model om groepen robotvissen aan te sturen, dat gebaseerd is op het gecoördineerde gedrag van vissen in scholen en andere collectieve bewegingen van sociale dieren. Daarbij bestuderen we de opkomst en evolutie van samenwerking tussen de vissen in een multi-robotvis water polo wedstrijd. Gebruik makend van deze gereedschappen en evolutionaire speltheorie, ontwikkelen we tot slot een multi-robotvis setup om een nieuw kader te construeren voor de studie van diversificatie van persoonlijkheden en de opkomst van leiderschap, die cruciaal zijn voor de voltooiing van groepstaken

National Evaluation of the Capacity Building Programme in English Local Government: Annex 3. Direct Support in Poor and Weak Local Authorities: Emerging findings

This report summarises emerging findings from initial scoping analysis and case study fieldwork with authorities that have received Direct Support from the Capacity Building Programme (CBP) for local government. The report is one of a series of outputs from the national evaluation of the CBP, being undertaken by a team of researchers at the Policy Research Institute (PRI) at Leeds Metropolitan University and the Cities Research Unit at the University of West of England