The Relationship between Teamwork Knowledge and Teamwork Behavior

Many organizations utilize a team-focused work structure in the workplace. Researchers have studied how working as a team can improve organizational outcomes such as productivity and employee satisfaction (Katzenbach & Smith, 1993). However, not all teams make positive outcomes (Hackman, 1998). Previous research has shown that effective teamwork can facilitate group and organizational effectiveness (Salas, Stagl, Burke, & Goodwin, 2007). Various models of teamwork process have been developed (Marks, Mathieu, & Zaccaro, 2001; Rousseau, Aube, & Savoie, 2006; Salas, Sims, & Burke, 2005). A meta-analysis found a consistent relationship between the ten dimensions of teamwork identified by Marks et al. (2001) and team performance (LePine, Piccolo, Jackson, Mathieu, & Saul, 2008). Previous research has shown that team members with high cognitive ability, certain personality characteristics, and job-related knowledge and skills may contribute to better performance (Devine & Philips, 2001; Mathieu & Schulze, 2006; Morgeson, Reider, & Campion, 2005; Neuman & Wright, 1999). Among those characteristics, having aggregate member knowledge of teamwork showed a positive relationship with team performance (McClough & Rogelberg, 2003), but the relationship between individual teamwork knowledge and individual teamwork behaviors has not been widely examined. In this study, the relationship between teamwork knowledge and teamwork behavior will be examined. Building on the main relationship, this study will also investigate the impact of persons in core roles within a team. Certain characteristics of core team members, whose position would not be easily replaced and could not be completed by any other teammates, are known to be more important for overall team performance (Humphrey, Morgeson, & Mannor, 2009). The following hypotheses will be examined: Hypothesis 1: At the individual level, teamwork knowledge is positively related to teamwork behavior at the individual level. Hypothesis 2: Teamwork knowledge (Teamwork SJT score) of the core member is positively related to teamwork behavior of the core role-holder. Hypothesis 3: At the team level, there will be a positive correlation between teamwork knowledge and teamwork. Hypothesis 4: There is a positive relationship between the core member’s teamwork knowledge and team-level teamwork. The study will utilize teams participating in high-fidelity simulations of airline operations. Analysis plans will be discussed

What We Know About Teamwork and Multiteam Coordination in Aviation: Overview Model

Much of the work of pilots, flight attendants, air traffic controllers, aircraft mechanics, and flight operations center personnel is done in teams and coordination within and between teams is required. This is the first in a five-article series discussing theory and research relating to teamwork in aviation. This article presents a comprehensive model of teamwork in aviation. It builds on leading teamwork theories and integrates other aviation-relevant constructs such as decision making, technology, and culture. All components of the model have been extensively supported in the general team literature, but the extent of aviation-specific research varies considerably across constructs. Additional articles in this series examine the various components in greater detail

Developing a High-Fidelity Simulation Lab: Challenges and Lessons Learned

With a decade of experience, the Middle Tennessee State University (MTSU) NASA FOCUS (Flight Operations Center- Unified Simulation) lab is a vital part of the educational experience for senior aerospace students. The NASA FOCUS Lab is a high fidelity simulation of a flight dispatch center in a collegiate setting. Students are trained in specific positions in the lab and must operate within a complex team environment to run the virtual airline within their shift. The purpose of the lab is to provide a learning platform for students to practice the requisite teamwork skills necessary to effectively work in airline operations. Designing effective simulation experiences and providing adequate performance feedback is complex. This paper discusses some of the challenges we encountered and lessons learned through a ten-year span of operation and refinement. By presenting this information, it may help future researchers in the design and development of high-fidelity simulation labs

What We Know About Teamwork and Multiteam Coordination in Aviation: Emergent States Supporting Teamwork in Aviation

This paper describes a variety of factors that can facilitate teamwork. These include team orientation, collective efficacy, mutual trust, psychological safety, shared situational awareness, shared mental models, and transactive memory. Aviation-specific research on each of these states is reviewed

Teamwork and Emergent Cognitive States as Predictors of Routine and Adaptive Performance in Flight Dispatch Centers

This study examines relations between the emergent cognitive state of transactive memory, the emergent affective state of collective efficacy, teamwork processes, and team performance. Mediation is examined as well as comparison of states and processes related to performance in routine and non-routine situations

What We Know About Teamwork and Multiteam Coordination in Aviation: Teamwork Processes in Aviation

Much of the work of pilots, flight attendants, air traffic controllers, aircraft mechanics, and flight operations center personnel is done in teams and coordination within and between teams is required. This is the third in a five- article series discussing theory and research relating to teamwork in aviation. This article presents a core piece of the comprehensive model of teamwork in aviation

Development and Use of Performance Composite Scores in Dispatch Teams

Teams perform a variety of functions within organizations and should therefore be evaluated on multiple criteria. This paper argues for the use of a single value. We review the literature on team performance composites and briefly describe two approaches to developing evaluative performance composites in an academic setting by combining performance indicator data: A qualitative approach for performance feedback as well as an empirical approach for research purposes

Multiteam Coordination in Simulated Airline Operations: Assessment of Interpositional Knowledge and Task Mental Models

Effective airline operations require coordination among various specializations such as pilot, flight dispatch, and maintenance. Interpositional knowledge (IPK) and task mental models are emergent cognitive states that can facilitate effective coordination. This study examined the extent of IPK and similarity and accuracy of task mental models among aerospace students. Results indicated relatively low levels of IPK and mental model similarity and moderate levels of mental model accuracy. Training activities that enhance IPK and task mental models have the potential to improve coordination and performance of airline personnel

Development of Criterion Measures to Assess Interpositional Knowledge and Task Mental Models

Of utmost importance in the aviation industry is the ability for professionals to work well in a team and understand the intersections of positions for safe operations. In an effort to enhance the understanding of teamwork and communication, senior-level undergraduate aerospace students are currently participating in a NASA funded replica of an airline Flight Operations Center of a regional airline. Students from six aerospace specializations interactively complete a simulated work shift playing roles of aircraft dispatchers, pilots, ramp controllers, maintenance technicians, crew schedulers, and weather briefers. Surveys were collected from Subject matter Experts (SME), and the data statistically analyzed to determine areas of significant agreement. As a result, criterion measures were developed to assess the degree of accuracy and similarity of tasks mental models, as well as positional and interpositional knowledge