The critical importance of meetings to leader and organizational success: Evidence-based insights and implications for key stakeholders

Consider the following estimates about the current state of workplace meetings in the United States. There are as many as 55 million meetings every single work day. Employees spend on average six hours per week sitting in meetings. Their managers spend even more time in meetings, with averages around 23 hours per week, and with some spending up to 80% of their work time in meetings. Overall, a large amount of organizational resources (i.e., employee time and salaries) go into meetings. Estimates suggest that most organizations devote between 7 and 15 percent of their personnel budgets to meetings At the same time, some estimates indicate that as many as half of all work meetings are rated as “poor”, leading organizations to waste at least 213 billion of the dollars they spend on meetings per year. These numbers have vast implications in terms of the return on investment for organizations. They also have implications for employees’ perceptions of their work and their organization

Group support systems features and their contribution to technology strategy decision-making: A review and analysis

Collective decision-making processes require careful design considerations in organizations. On one hand, the inclusion of a greater number of actors contribute to a wider knowledge base, on the other, it can become a diffuse process and be distorted from the principles initially established. This paper observes a specific collective decision making process in organizations—technology strategy formulation—and, through a critical review of the literature, analyzes how the advances in features of group support systems support improvements in different stages of this process. This paper also discusses the implications of GSS appropriation in group dynamics.This research was supported by Fundação para a Ciência e Tecnologia (SFRH/ BD/ 33727/ 2009), within the framework of the MIT Portugal Program.info:eu-repo/semantics/publishedVersio

Genetic Association Studies of Copy-Number Variation: Should Assignment of Copy Number States Precede Testing?

Recently, structural variation in the genome has been implicated in many complex diseases. Using genomewide single nucleotide polymorphism (SNP) arrays, researchers are able to investigate the impact not only of SNP variation, but also of copy-number variants (CNVs) on the phenotype. The most common analytic approach involves estimating, at the level of the individual genome, the underlying number of copies present at each location. Once this is completed, tests are performed to determine the association between copy number state and phenotype. An alternative approach is to carry out association testing first, between phenotype and raw intensities from the SNP array at the level of the individual marker, and then aggregate neighboring test results to identify CNVs associated with the phenotype. Here, we explore the strengths and weaknesses of these two approaches using both simulations and real data from a pharmacogenomic study of the chemotherapeutic agent gemcitabine. Our results indicate that pooled marker-level testing is capable of offering a dramatic increase in power (-fold) over CNV-level testing, particularly for small CNVs. However, CNV-level testing is superior when CNVs are large and rare; understanding these tradeoffs is an important consideration in conducting association studies of structural variation

Observing culture: Differences in U.S.-American and German team meeting behaviors

Although previous research has theorized about team interaction differences between the German and U.S. cultures (e.g., Hofstede, 2001), actual behavioral observations of such differences are sparse. This study explores team meetings as a context for examining intercultural differences, analyzing a total of 5188 meeting behaviors in German and U.S. student teams. All teams discussed the same task to consensus. Results from behavioral process analyses showed that Germans focused significantly more on problem analysis, whereas U.S. students focused more on solution production. Moreover, U.S. teams showed significantly more positive socioemotional meeting behavior than German teams. Finally, German teams showed significantly more counteractive behavior such as complaining than U.S. teams. Theoretical and pragmatic implications for understanding these observable differences and for improving interaction in intercultural teams are discussed

Probing the W tb vertex structure in t-channel single-top-quark production and decay in pp collisions at s√=8 TeV with the ATLAS detector

To probe the W tb vertex structure, top-quark and W -boson polarisation observables are measured from t-channel single-top-quark events produced in proton-proton collisions at a centre-of-mass energy of 8 TeV. The dataset corresponds to an integrated luminosity of 20.2 fb−1, recorded with the ATLAS detector at the LHC. Selected events contain one isolated electron or muon, large missing transverse momentum and exactly two jets, with one of them identified as likely to contain a b-hadron. Stringent selection requirements are applied to discriminate t-channel single-top-quark events from background. The polarisation observables are extracted from asymmetries in angular distributions measured with respect to spin quantisation axes appropriately chosen for the top quark and the W boson. The asymmetry measurements are performed at parton level by correcting the observed angular distributions for detector effects and hadronisation after subtracting the background contributions. The measured top-quark and W -boson polarisation values are in agreement with the Standard Model predictions. Limits on the imaginary part of the anomalous coupling gR are also set from model-independent measurements.We acknowledge the support of ANPCyT, Argentina; YerPhI, Armenia; ARC, Australia; BMWFW and FWF, Austria; ANAS, Azerbaijan; SSTC, Belarus; CNPq and FAPESP, Brazil; NSERC, NRC and CFI, Canada; CERN; CONICYT, Chile; CAS, MOST and NSFC, China; COLCIENCIAS, Colombia; MSMT CR, MPO CR and VSC CR, Czech Republic; DNRF and DNSRC, Denmark; IN2P3-CNRS, CEA-DSM/IRFU, France; SRNSF, Georgia; BMBF, HGF, and MPG, Germany; GSRT, Greece; RGC, Hong Kong SAR, China; ISF, I-CORE and Benoziyo Center, Israel; INFN, Italy; MEXT and JSPS, Japan; CNRST, Morocco; NWO, Netherlands; RCN, Norway; MNiSW and NCN, Poland; FCT, Portugal; MNE/IFA, Romania; MES of Russia and NRC KI, Russian Federation; JINR; MESTD, Serbia; MSSR, Slovakia; ARRS and MIZS, Slovenia; DST/NRF, South Africa; MINECO, Spain; SRC and Wallenberg Foundation, Sweden; SERI, SNSF and Cantons of Bern and Geneva, Switzerland; MOST, Taiwan; TAEK, Turkey; STFC, United Kingdom; DOE and NSF, United States of America. In addition, individual groups and members have received support from BCKDF, the Canada Council, CANARIE, CRC, Compute Canada, FQRNT, and the Ontario Innovation Trust, Canada; EPLANET, ERC, ERDF, FP7, Horizon 2020 and Marie Sklodowska-Curie Actions, European Union; Investissements d'Avenir Labex and Idex, ANR, Region Auvergne and Fondation Partager le Savoir, France; DFG and AvH Foundation, Germany; Herakleitos, Thales and Aristeia programmes co-financed by EU-ESF and the Greek NSRF; BSF, GIF and Minerva, Israel; BRF, Norway; CERCA Programme Generalitat de Catalunya, Generalitat Valenciana, Spain; the Royal Society and Leverhulme Trust, United Kingdom.The crucial computing support from all WLCG partners is acknowledged gratefully, in particular from CERN, the ATLAS Tier-1 facilities at TRIUMF (Canada), NDGF (Denmark, Norway, Sweden), CC-IN2P3 (France), KIT/GridKA (Germany), INFN-CNAF (Italy), NL-T1 (Netherlands), PIC (Spain), ASGC (Taiwan), RAL (UK) and BNL (USA), the Tier-2 facilities worldwide and large non-WLCG resource providers. Major contributors of computing resoinfo:eu-repo/semantics/publishedVersio

Integrating teamwork, clinician occupational well-being and patient safety – development of a conceptual framework based on a systematic review

BACKGROUND: There is growing evidence that teamwork in hospitals is related to both patient outcomes and clinician occupational well-being. Furthermore, clinician well-being is associated with patient safety. Despite considerable research activity, few studies include all three concepts, and their interrelations have not yet been investigated systematically. To advance our understanding of these potentially complex interrelations we propose an integrative framework taking into account current evidence and research gaps identified in a systematic review. METHODS: We conducted a literature search in six major databases (Medline, PsycArticles, PsycInfo, Psyndex, ScienceDirect, and Web of Knowledge). Inclusion criteria were: peer reviewed papers published between January 2000 and June 2015 investigating a statistical relationship between at least two of the three concepts; teamwork, patient safety, and clinician occupational well-being in hospital settings, including practicing nurses and physicians. We assessed methodological quality using a standardized rating system and qualitatively appraised and extracted relevant data, such as instruments, analyses and outcomes. RESULTS: The 98 studies included in this review were highly diverse regarding quality, methodology and outcomes. We found support for the existence of independent associations between teamwork, clinician occupational well-being and patient safety. However, we identified several conceptual and methodological limitations. The main barrier to advancing our understanding of the causal relationships between teamwork, clinician well-being and patient safety is the lack of an integrative, theory-based, and methodologically thorough approach investigating the three concepts simultaneously and longitudinally. Based on psychological theory and our findings, we developed an integrative framework that addresses these limitations and proposes mechanisms by which these concepts might be linked. CONCLUSION: Knowledge about the mechanisms underlying the relationships between these concepts helps to identify avenues for future research, aimed at benefiting clinicians and patients by using the synergies between teamwork, clinician occupational well-being and patient safety. ELECTRONIC SUPPLEMENTARY MATERIAL: The online version of this article (doi:10.1186/s12913-016-1535-y) contains supplementary material, which is available to authorized users

Treat us fairly and we won’t complain: Multilevel effects of procedural justice on complaining behavior in team meetings

Meetings often suffer from counterproductive behaviors such as complaining, which impairs creativity and team productivity. This study takes first steps to identify antecedents of complaining. Taking a social exchange perspective, we examine the role of individual justice perceptions, team-level justice climate, and employees’ satisfaction with their supervisor for understanding complaining behavior in team meetings. We surveyed 305 employees nested in 54 teams and videotaped their regular team meetings. Our multilevel results show that team-level procedural justice climate – but not individual justice perceptions – inhibits complaining behavior. This relationship is mediated by team-level satisfaction with the supervisor. We discuss research implications for understanding and preventing specific counterproductive work behaviors in the team context and practical implications for managing effective meetings

Age, forgiveness, and meeting behavior: A multilevel study

Purpose: This paper aims to examine the effects of age on counteractive team meeting behaviors (e.g. complaining). Forgiveness is included as a potential buffer against these behaviors. A multilevel model is developed to test individual and team level age effects. Design/methodology/approach: A total of 313 employees nested in 54 teams completed a forgiveness questionnaire and were videotaped during regular team meetings. Findings: Multilevel modeling revealed that both individual age and average team age predicted counteractive team meeting behavior. Team level age diversity was linked to decreased counteractive behavior. Forgiveness moderated the negative link between individual age (but not team average age) and counteractive behavior. Research limitations/implications: This is the first study examining age effects in the context of counteractive meeting behavior. Although the authors' findings need to be substantiated in further research, they show that older team members engage in significantly more counteractive communication - forgiveness can help alleviate this effect. Practical implications: Teams with older team members should be sensitized to avoid counteractive behavior. Moreover, team composition should target high age diversity. Managerial interventions should also aim to facilitate forgiveness in the work environment, especially among older team members. Originality/value: Research on dysfunctional team meeting behavior is sparse, and the role of age effects has not been examined in this context. The authors identify a significant link between age and counteractive meeting behavior. This multilevel model shows differential effects of individual age, team average age, and age diversity on counteractive communication. Furthermore, a buffer against these dysfunctional behaviors is identified: forgiveness. © Emerald Group Publishing Limited