Therapists’ experiences and perceptions of teamwork in neurological rehabilitation: Critical happenings in effective and ineffective teamwork

This article reports the second part of an exploratory study into occupational therapists` and physiotherapists` perceptions and experiences of team-work in neurological rehabilitation: the factors that were thought to influence effective and ineffective team-work, and the meaning behind effective and ineffective team work in neurological rehabilitation. The study was undertaken through semi-structured interviews of 10 therapists from three different neurological rehabilitation teams based in the United Kingdom, and used the critical incident technique. Through analysis of the data, several main themes emerged regarding the perceived critical happenings in effective and ineffective team work. These were: team events and characteristics, team members` characteristics, shared and collaborative working practices, communication, specific organisational structures, environmental, external, and patient and family related factors. Effective and ineffective team-work was perceived to impact on a number of levels: having implications for the team, the patient, individual team members, and the neurological rehabilitation service. The study supported the perceived value of team work within neurological rehabilitation. It also indicated the extensive and variable factors that may influence the team working process as well as the complex and diverse nature of the process

FACTORS INFLUENCING PROJECT TEAM EFFECTIVENESS AS PERCEIVED BY PROJECT MANAGERS IN MALAYSIA – A PILOT STUDY

As more project teams are formed to help Malaysian organizations in achieving their objectives that individual efforts cannot achieve, there is a compelling reason to understand the critical factors that can influence project team effectiveness, because the effectiveness outcome can yield benefits to organizations. This study developed a research model underpinned on Cohen & Bailey’s (1997) Team Effectiveness Framework to empirically analyze some critical factors that influence project team effectiveness. Results show that project manager’s leadership roles are not directly influencing project team effectiveness, but they are directly influencing both team building & participation, and team shared mental models in which these two factors are directly and positively influencing project team effectivenessProject Team Effectiveness, Leadership Roles, Team Building & Participation, Team Shared Mental Models, Project Manager

Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study.

Modern organizations face many significant challenges because of turbulent environments and a competitive global economy. Among these challenges are the use of information and communication technology (ICT), a multicultural workforce, and organizational designs that involve global virtual teams. Ad hoc teams create both opportunities and challenges for organizations and many organizations are trying to understand how the virtual environment affects team effectiveness. Our exploratory study focused on the effects of cultural diversity and ICT on team effectiveness. Interviews with 41 team members from nine countries employed by a Fortune 500 corporation were analyzed. Results suggested that cultural diversity had a positive influence on decision‐making and a negative influence on communication. ICT mitigated the negative impact on intercultural communication and supported the positive impact on decision making. Effective technologies for intercultural communication included e‐mail, teleconferencing combined with e‐Meetings, and team rooms. Cultural diversity influenced selection of the communication media

Implementing Care Aims in an integrated team

Care Aims is increasingly being used as a model of care within NHS services, particularly by allied health professionals. This article reports the findings of a pilot study exploring the impact of implementing Care Aims in an integrated community health team. It describes the main findings, and discusses the factors that appeared to impact on the implementation and use of the Care Aims approach in these teams. The model has been traditionally used in uni-professional teams rather than integrated teams. This case study suggests Care Aims has potential to support integrated team working. In this study, clinicians perceived Care Aims was a model that could improve care for patients, support professionals working together and support self-management. However, it is unclear whether it was Care Aims itself or the training and discussion that took place that enabled this team to develop and agree more consistent working practices. Similar to previous studies, this study has shown how team and professional culture can influence how team members work together and provide care in an integrated way. Team and professional cultures are also shown to influence how team members approach and embrace that change. As such, Care Aims may be more challenging to some staff groups to implement

Can procurement affect design performance?

There is an emerging view in the construction industry that better performance or better value for money can be achieved by integrating teamwork for planning, design and construction of building projects. There are though, two opposing perspectives regarding how changes in traditional design practices should occur. Advocates of sustainable construction in North America posit that it is a matter of evolving processes, moving from a sequential to an iterative approach to design, whereas the British government supports the view that a change in how projects are procured is required to transform the context that dictates relationships among the members of the team. The objective of the research is to study the influence of procurement on the performance of integrated design teams. It analyses, through case studies representing these two perspectives, the influence of procurement on the performance of integrated teams. The research is conclusive in that it is the context created by contractual relationship, and not the process set up for conducting integrated design, that most influence team efficiency. It demonstrates that traditional procurement processes reinforce socio-cognitive barriers that hinder team efficiency. It also illustrates how new procurement modes can transform the dynamics of relationships between the client and the members of the supply chain, and have a positive impact on team performance

Placing large group relations into pedestrian dynamics: psychological crowds in counterflow

Understanding influences on pedestrian movement is important to accurately simulate crowd behaviour, yet little research has explored the psychological factors that influence interactions between large groups in counterflow scenarios. Research from social psychology has demonstrated that social identities can influence the micro-level pedestrian movement of a psychological crowd, yet this has not been extended to explore behaviour when two large psychological groups are co-present. This study investigates how the presence of large groups with different social identities can affect pedestrian behaviour when walking in counterflow. Participants (N = 54) were divided into two groups and primed to have identities as either ‘team A’ or ‘team B’. The trajectories of all participants were tracked to compare the movement of team A when walking alone to when walking in counterflow with team B, based on their i) speed of movement and distance walked, and ii) proximity between participants. In comparison to walking alone, the presence of another group influenced team A to collectively self-organise to reduce their speed and distance walked in order to walk closely together with ingroup members. We discuss the importance of incorporating social identities into pedestrian group dynamics for empirically validated simulations of counterflow scenarios

Honesty Is the Best Policy–When There Is Money in It: Can Firms Promote Honest Reporting Behavior by Managers?

This paper provides experimental evidence on how incentive compensation, peer-group behavior, and audit (team) effectiveness influence managerial reporting behavior. Results show that an increase in incentive compensation intensity induces subjects to report less truthfully. High level of peer honesty promotes truthful reporting; however, the effects are weaker when incentive compensation intensity is high. Audit (team) effectiveness shows no significant influence on reporting behavior. The results provide the first clear evidence that firms need to consider carefully the effect of incentive compensation as well as the influence of peer groups when designing contracts. Furthermore, without a credible penalty for untruthful financial report, increased audit (team) effectiveness will not promote honest reporting.Managerial honesty;Incentive compensation intensity;Peer behavior;Audit effectiveness

Influence of opposition team formation on physical and skill-related performance in a professional soccer team

This study examined the influence of opposition team formation on physical and skill-related performance in a professional soccer team. Performance in forty-five French League 1 matches played over three competitive seasons (2007-08, 2008-09, and 2009-10) was analysed using multi-camera computerised tracking. Players (n=21) in the reference team (using a 4-3-3/4-5-1 formation) were analysed in matches against three opposition team formations: 4-4-2 (11 games), 4-3-3/4-5-1 (16 games) and 4-2-3-1 (18 games). Performance was compared for defending and midfield units as a whole and individually across four positions: fullbacks, central-defenders and central- and wide-midfielders. Collectively, players covered a greater total distance (p<0.05) and distance in low/moderate-intensity running (0-14.3km/h) (p<0.05) in matches against a 4-2-3-1 compared to a 4-4-2 formation. Distance covered in high-intensity (14.4-19.7km/h) and very high-intensity running (≥19.8km/h) was not affected by opposition formation. In contrast, players covered more distance in total high-intensity performance (≥14.4km/h) when the reference team was in possession against a 4-4-2 compared to a 4-2-3-1 formation (p<0.05) while more distance was run at these speeds when the reference team was out of possession against a 4-2-3-1 (p<0.01) and a 4-3-3 (p<0.05) compared to a 4-4-2 formation. Players ran less distance at low/moderate intensities in the second- versus first-half of matches against all three formations (p<0.01 to p<0.05) whereas total distance and high-intensity performance was unaffected. None of the measures of physical performance across the individual playing positions were affected by opposition team formation. Skill-related performance varied according to opposition formation: players as a whole performed more passes versus a 4-4-2 than a 4-2-3-1 (p<0.01), ground and aerial duels versus a 4-2-3-1 compared to a 4-4-2 (both p<0.01); 1-touch passes versus a 4-2-3-1 compared to a 4-4-2 (p<0.01) and a 4-3-3/4-5-1 (p<0.05). The mean number of touches per possession was highest versus a 4-4-2 compared to a 4-3-3/4-5-1 (p<0.01) and a 4-2-3-1 (p<0.01). While skill-related performance across the four individual playing positions was generally unaffected by opposition team formation, mean pass length was greater in central-midfielders against a 4-4-2 compared to 4-3-3/4-5-1 (p<0.05) and 4-2-3-1 (p<0.01) formations. In general, these findings suggest that physical performance in the reference team was not greatly affected by opposition team formation. In contrast, skill-related demands varied substantially according to opponent formation and may have consequences for tactical and technical preparation and team selection policies