Why team reflexivity works

Assessing a situation before acting may seem like common sense. After all, many languages have an equivalent of the English proverb: ‘look before you leap’. However, people rarely apply this in their daily working lives; we seldom make time to stop and reflect on our processes, and most teams and organisations are action-orientated

Majority Decision Making Works Best under Conditions of Leadership Ambiguity and Shared Task Representations

The effectiveness of decision-making teams depends largely on their ability to integrate and make sense of information. Consequently, teams which more often use majority decision making may make better quality decisions, but particularly so when they also have task representations which emphasize the elaboration of information relevant to the decision, in the absence of clear leadership. In the present study I propose that (a) majority decision making will be more effective when task representations are shared, and that (b) this positive effect will be more pronounced when leadership ambiguity (i.e. team members’ perceptions of the absence of a clear leader) is high. These hypotheses were put to the test using a sample comprising 81 teams competing in a complex business simulation for seven weeks. As predicted, majority decision making was more effective when task representations were shared, and this positive effect was more pronounced when there was leadership ambiguity. The findings extend and nuance earlier research on decision rules, the role of shared task representations, and leadership clarity

For the Greater Good? The Devastating Ripple Effects of the Lockdown Measures

As the crisis around Covid-19 evolves, it becomes clear that there are numerous negative side- effects of the lockdown strategies implemented by many countries. Currently, more evidence becomes available that the lockdowns may have more negative effects than positive effects. For instance, many measures taken in a lockdown aimed at protecting human life may compromise the immune system, and purpose in life, especially of vulnerable groups. This leads to the paradoxical situation of compromising the immune system and physical and mental health of many people, including the ones we aim to protect. Also, it is expected that hundreds of millions of people will die from hunger and postponed medical treatments. Other side effects include financial insecurity of billions of people, physical and mental health problems, and increased inequalities. The economic and health repercussions of the crisis will be falling disproportionately on young workers, low-income families and women, and thus exacerbate ex

IKIGAI: Reflection on Life Goals Optimizes Performance and Happiness

In her inaugural address, Michaéla discusses the role of self-regulatory behaviors that people can employ in order to live a full-filling life. These behaviors include reflection and personal goal setting, in order to formulate a direction or purpose in life (Ikigai). In the inaugural address, an evidence-based goal-setting intervention is discussed. This relatively brief intervention has shown to have lasting results: not only does it increase well-being of students, the intervention also boosted academic performance of students by over 20%. Moreover, the intervention significantly decreased the gender and ethnic minority performance gap. The goal setting is shown in a broader perspective with examples in education, business and operations management. The perspective presented in this address emphasizes taking control of one’s life in order to optimize performance and happiness

Life crafting as a way to find purpose and meaning in life

Having a purpose in life is one of the most fundamental human needs. However, for most people, finding their purpose in life is not obvious. Modern life has a way of distracting people from their true goals and many people find it hard to define their purpose in life. Especially at younger ages, people are searching for meaning in life, but this has been found to be unrelated to actually finding meaning. Oftentimes, people experience pressure to have a “perfect” life and show the world how well they are doing, instead of following up on their deep-felt values and passions. Consequently, people may need a more structured way of finding meaning, e.g., via an intervention. In this paper, we discuss evidence-based ways of finding purpose, via a process that we call “life crafting.” This process fits within positive psychology and the salutogenesis framework – an approach focusing on factors that support human health and well-being, instead of factors that cause disease. This process ideally starts with an intervention that entails a combination of reflecting on one’s values, passions and goals, best possible self, goal attainment plans, and other positive psychology intervention techniques. Important elements of such an intervention are: (1) discovering values and passion, (2) reflecting on current and desired competencies and habits, (3) reflecting on present and future social life, (4) reflecting on a possible future career, (5) writing about the ideal future, (6) writing down specific goal attainment and “if-then” plans, and (7) making public commitments to the goals set. Prior research has shown that personal goal setting and goal attainment plans help people gain a direction or a sense of purpose in life. Research findings from the field of positive psychology, such as salutogenesis, implementation intentions, value congruence, broaden-and-build, and goal-setting literature, can help in building a comprehensive evidence-based life-crafting intervention. This intervention can aid individuals to find a purpose in life, while at the same time ensuring that they make concrete plans to work toward this purpose. The idea is that life crafting enables individuals to take control of their life in order to optimize performance and happiness

Energy management of people in organizations

Abstract Although energy is a concept that is implied in many motivational theories, is hardly ever explicitly mentioned or researched. The current article first relates theories and research findings that were thus far not explicitly related to energy. We describe theories such as flow, subjective well-being, engagement and burn-out, and make the link with energy more explicit. Also, we make a first link between personality characteristics and energy, and describe the role of leadership in unleashing followers’ energy. Following, we identify how the topic of energy management can be profitably incorporated in research from a scientific as well as a practitioner viewpoint. Finally, we describe several interventions to enhance energy in individuals and organizations

Optimizing Decision-Making Processes in Times of COVID-19: Using Reflexivity to Counteract Information-processing Failures

The effectiveness of policymakers’ decision-making in times of crisis depends largely on their ability to integrate and make sense of information. The COVID-19 crisis confronts governments with the difficult task of making decisions in the interest of public health and safety. Essentially, policymakers have to react to a threat, of which the extent is unknown, and they are making decisions under time constraints in the midst of immense uncertainty. The stakes are high, the issues involved are complex and require the careful balancing of several interests, including (mental) health, the economy, and human rights. These circumstances render policymakers’ decision-making processes vulnerable to errors and biases in the processing of information, thereby increasing the chances of faulty decision making processes with poor outcomes. Prior research has identified three main information processing failures that can distort group decision-making processes and can lead to negative outcomes: (1) failure to search for and share information, (2) failure to elaborate on and analyze information that is not in line with earlier information and (3) failure to revise and update conclusions and policies in the light of new information. To date, it has not yet been explored how errors and biases underlying these information-processing failures impact decision-making pro

The Psychological Benefits of Superstitious Rituals in Top Sport

The current research addresses the psychological benefits of superstitious rituals in top sport, examining the circumstances under which top-class sportsmen are especially committed to enacting rituals prior to a game (ritual commitment). Consistent with hypotheses, findings revealed that ritual commitment is greater when (a) uncertainty is high rather than low, and (b) the importance of the game is high rather than low. Complementary analyses revealed that the state of psychological tension mediated both the effect of importance and uncertainty on ritual commitment. Moreover, players with an external locus of control exhibited greater levels of ritual commitment than players with an internal locus of control. The results are discussed in terms of the tension-regulation function of superstitious rituals in top sport

Work group diversity

Work group diversity, the degree to which there are differences between group members, may affect group process and performance positively as well as negatively. Much is still unclear about the effects of diversity, however. We review the 1997–2005 literature on work group diversity to assess the state of the art and to identify key issues for future research. This review points to the need for more complex conceptualizations of diversity, as well as to the need for more empirical attention to the processes that are assumed to underlie the effects of diversity on group process and performance and to the contingency factors of these processes..

Reflexivity in Teams: A Measure and Correlates

Reflexivity -the extent to which teams reflect upon and modify their functioning- has been identified as a possible key factor in the effectiveness of work teams. The aim of the present study was to develop a questionnaire to measure (aspects of) reflexivity, with a focus on team reflection. The questionnaire was tested in two different samples, namely a first sample of 59 teams from fourteen different organizations (Study 1) and a confirmation sample of 59 school management teams (Study 2). In both samples, two factors of reflection were identified. These were labeled evaluation/learning and discussing processes/principles. Scale statistics showed good psychometric properties for the scales in both studies. We conclude that the scales form a parsimonious and valid instrument to assess reflexivity in teams