Do We Really Need Another Meeting? The Science of Workplace Meetings

Meetings are routine in organizations, but their value is often questioned by the employees who must sit through them daily. The science of meetings that has emerged as of late provides necessary direction toward improving meetings, but an evaluation of the current state of the science is much needed. In this review, we examine current directions for the psychological science of workplace meetings, with a focus on applying scientific findings about the activities that occur before, during, and after meetings that facilitate success. We conclude with concrete recommendations and a checklist for promoting good meetings, as well as some thoughts on the future of the science of workplace meetings

A historiometric analysis of leadership in mission critical multiteam environments

a r t i c l e i n f o a b s t r a c t Perhaps nowhere are leaders more pivotal than in the extreme contexts of responding to the aftermath of natural disasters or orchestrating post-war stability, support, transition, and reconstruction efforts. In the current study, historiometric methods were employed in order to elucidate the aspects of leadership essential in these extreme contexts. These contexts were chosen for two reasons: (1) they capture the external networking required of many complex organizational tasks and (2) they are mission critical -the outcomes of leadership in these contexts are of great importance. One hundred and ten critical incidents were written describing instances of effective and ineffective interaction within these systems, and 55 of them were classified as primarily describing leadership issues. Critical incidents were then sorted, translated, and retranslated in order to inductively derive a set of leader functions essential for orchestrating effort in mission critical multiteam contexts

Inter-team Coordination in Large-Scale Agile Development: A Case Study of Three Enabling Mechanisms

Agile methods are increasingly used in large development projects, with multiple development teams. A central question is then what is needed to coordinate feature teams efficiently. This study exam- ines three mechanisms for coordination: Shared mental models, commu- nication and trust in a large-scale development project with 12 feature teams running over a four-year period. We analyse the findings in rela- tion to suggested frameworks for large-scale agile development and a theory on coordination, and provide new recommendations for practice and theory.Inter-team Coordination in Large-Scale Agile Development: A Case Study of Three Enabling MechanismspublishedVersio

Teams in the Military

Teams have long been considered critical to the organizational structure of the military. The complex nature of military missions requires knowledge, skills, and abilities beyond those of a single individual, thus requiring the use of teams. Furthermore, the study of teams in the military environment is constantly evolving as the needs of the military and its missions change and adapt to new global circumstances. Psychology as a discipline has been particularly influential in addressing these needs, developing what is known regarding teams, their processes, training, and success in the military. Therefore, the purpose of this chapter is to review the science of teams and their effectiveness, extrapolate critical lessons learned, and highlight several future challenges critical for military psychology to address in order to prepare future military teams for success

Teams In The Military: A Review And Emerging Challenges

Teams have long been considered critical to the organizational structure of the military. The complex nature of military missions requires knowledge, skills, and abilities beyond those of a single individual, thus requiring the use of teams. Furthermore, the study of teams in the military environment is constantly evolving as the needs of the military and its missions change and adapt to new global circumstances. Psychology as a discipline has been particularly influential in addressing these needs, developing what is known regarding teams, their processes, training, and success in the military. Therefore, the purpose of this chapter is to review the science of teams and their effectiveness, extrapolate critical lessons learned, and highlight several future challenges critical for military psychology to address in order to prepare future military teams for success

There\u27S A Science For That: Team Development Interventions In Organizations

As teams have become an increasingly necessary component of organizational structure, organizations have turned to team development interventions in hopes of facilitating performance gains in their teams. However, it is critical to understand that team development interventions are not one size fits all. This review provides a close examination of the two most prevalent intervention approaches, team training and team building, in order to highlight their contributions to improving teams when designed according to team development science. © Association for Psychological Science 2011

Pushing The Boundaries Of Multiteam Systems In Research And Practice: An Introduction

Purpose - As work demands have become increasingly complex, organizations and agencies are progressively turning toward larger systems comprised of teams, or multiteam systems (MTSs), to accomplish multifaceted tasks in challenging environments. Today, many organizations require these complex systems in order to achieve the dynamic goals that are required of our ever-changing world. Subsequently, MTSs have become a growing area of interest in organizational research, primarily due to their increasing prominence in organizational settings

Learning, Training, And Development In Organizations

A 2008 Bureau of Labor Statistics report indicates that the youngest of the baby boom generation (i.e., individuals born between 1957 and 1964) held an average of 10.8 different jobs between the ages of 18 and 42. To remain viable, today\u27s workforce must continually develop new knowledge, skills, and attitudes in order to adapt to changing technological and environmental demands. Training is the classic mechanism for such skill enhancement. This chapter provides an overview of training and other developmental activities from the organizational science perspective, including mentoring and coaching. Several classic models of training are reviewed, and an overarching organizational framework delineating the key variables of the training process is presented. Several suggestions for furthering our understanding of training and other forms of development are also offered

Revista de Psicología del Trabajo y de las Organizaciones [email protected] Colegio Oficial de Psicólogos de Madrid Leading One Another Across Time and Space: Exploring Shared Leadership Functions in Virtual Teams Revista de Psicología del Trabajo y de

Abstract. Although a tremendous amount of research in the last decade has begun to disentangle interaction factors and performance outcomes associated with virtual teams, significant gaps still exist in our understanding, particularly in terms of virtual team leadership. Shared leadership may be particularly important to virtual teams, where team members' separation from the leader and from one another may necessitate the distribution of leadership functions. While the sharing of leadership has proven to be advantageous to more traditional forms of vertical leadership, there is a dearth of research concerning how shared leadership operates in, and is influenced by, virtual and distributed environments. Therefore, the goal of the current paper is to provide a framework for doing just this, primarily through presenting propositions and future research needs regarding specific leader functions that may be shared by members of virtual and distributed teams. Key words: Shared leadership, team performance, virtual teams, distributed teams. Resumen. Aunque una gran cantidad de investigación en la última década ha comenzado a distinguir los factores de interacción y los resultados de rendimiento asociados con los equipos virtuales, aún existen importantes lagunas en nuestro conocimiento, sobre todo en términos de liderazgo de un equipo virtual. El liderazgo compartido puede ser particularmente importante para los equipos virtuales, donde la separación entre el líder y los miembros del equipo y entre ellos mismos puede exigir la distribución de las funciones de liderazgo. Si bien compartir el liderazgo ha demostrado ser ventajoso sobre las formas más tradicionales de liderazgo vertical, hay una escasez de investigación relativa a como opera y está influido el liderazgo en forma compartida en entornos virtuales y distribuidos. Por tanto, el objetivo de este artículo es proporcionar un marco para llevar a cabo dicha investigación, principalmente a través de la presentación de proposiciones y necesidades futuras de investigación con respecto a las funciones específicas del líder que pueden ser compartidas por los miembros de los equipos virtuales y distribuidos. Palabras clave: Liderazgo compartido, rendimiento de equipos, equipos virtuales, equipos distribuidos