This study uses a relational work design perspective to explore substitutes for leadership behaviors that promote team meaningfulness and performance. We propose that team task interdependence, a structural feature facilitating interaction among team members, can be a substitute for the contributions of empowering leadership. Data were collected from 47 R&D and technology implementation teams across three organizations in a cross-sectional field study. The results revealed that high task interdependence attenuated the contributions of empowering leadership concerning (...) team meaningfulness and, indirectly, to team performance. These findings highlight that the importance of leaders as generators of team meaningfulness is contingent on team relational work design. (shrink)

Teams have been a ubiquitous structure for conducting work and business for most of human history. However, today’s organizations are markedly different than those of previous generations. The explosion of innovative ideas and novel technologies mandate changes in job descriptions, roles, responsibilities, and how employees interact and collaborate. These advances have heralded a new era for teams and teamwork in which previous teams research and practice may not be fully appropriate for meeting current requirements and demands. In this article, we (...) describe how teams have been historically defined, unpacking five important characteristics of teams, including membership, interdependence, shared goals, dynamics, and an organizationally bounded context, and relating how these characteristics have been addressed in the past and how they are changing in the present. We then articulate the implications these changes have on how we study teams moving forward by offering specific research questions. (shrink)

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model (...) of interdependence works like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced. (shrink)

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model (...) of interdependence works like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced. (shrink)

Rational social theorists have failed to confirm that observations of social reality equal social reality. Yet they argue that teams, organizations and social systems should minimize interdependence and competition, echoed by social psychologists to make data iid. But the evidence indicates that competitive teams maximize interdependence; self-reports of social reality correlate poorly with social behavior; and only competition measures interdependent social states. Rational expectations aside, we report progress towards a science of interdependence for human–machine teams. Our model (...) of interdependence works like an uncertainty principle in the sense that tradeoffs arise from the uncertainty caused by measuring interdependent actors in orthogonal roles; e.g., in the tradeoff between teams and individuals, teams are more productive but more opaque. Previously, we described interdependence as bistable stories of social reality; the motivation to reject alternative interpretations, increasing uncertainty and errors; and the inability to factor social states. Now we explore education as a surrogate for intelligence in teams. We hypothesized that teams rely on the education of its members to produce more patents. We found that the average schooling in a nation is significantly related to its total patents produced. (shrink)

Distributed agile teams are increasingly employed in organizations, partly due to the increased focus on digital transformation. However, research findings about the performance of such teams appear to be inconsistent, calling for more research to investigate the conditions under which distributed agile teams may thrive. Given that task coordination is particularly challenging when team members are not co-located, the present study investigates the roles of the two types of task interdependence, i.e., initiated versus received task interdependence. Survey (...) results from 191 participants working in distributed agile teams within three companies in Norway confirm our hypotheses. Specifically, we show that high initiated task interdependence is associated with higher role clarity of others, while received task interdependence is associated with higher role clarity of self, and that both subsequently result in higher team performance in distributed agile teams. Thus, we argue that each type of task interdependence contributes in a unique way to team performance in distributed agile teams. (shrink)

Background:The nursing community in the Nordic countries has become multicultural because of migration from European, Asian and African countries. In Norway, minority health care providers are recruited in to nursing homes which have become multicultural workplaces. They overcome challenges such as language and strangeness but as a group they are vulnerable and exposed to many challenges.Purpose:The aim is to explore minority healthcare providers, trained nurses and nurses’ assistants, and their experiences of challenges when working in a multicultural team in (...) a Norwegian context.Research method:The study has a qualitative design, using narrative interviews, and a phenomenological–hermeneutic analysis method to explore the experiences of challenges in dementia care.Ethical considerations:The study was approved by The Norwegian Regional Ethics Committee, and the Norwegian Social Science Data Services.Participation and research context:Five informants from different African, Asian and European countries participated in the study. The study was conducted in a Norwegian nursing home, in a dementia care unit.Findings:The results show that minority health care providers experience and find meaning in being a member of a team, they overcome challenges, characterized by the interdependency in the team, appreciating new cultural experiences and striving to belong. They must overcome challenges such as language problems and the feeling of strangeness.Discussion:The findings are discussed considering Løgstrup’s ethic of proximity, the ethical demand of trust, and interdependency. The ethical demand is an answer to a common, transparent, unspoken agreement to be met, seen, and understood.Conclusion:The study shows that cooperation in a multi-professional and multi-ethnic team is important, and secures the quality of care to persons with dementia. Further research is necessary to examine the relation between a multi-ethnic staff and the patients experiencing dementia. Further research is necessary to examine ethnicity, the relation between a multi-ethnic staff, the patients experiencing dementia and next of kin. (shrink)

The paper discusses the critical importance of interdependence and team development for the devel opment of human values, humane organizations, and sustainable earth management. The paper accords priority to the cultivation and nurturance of this spirit over TQM, reengineering, strategic management and the like. While not denying the practical need for hierarchy, specialization and discipline, the paper argues that it is the one-sided emphasis on such features which has aggravated fragmentation in organizations, militating against interdependent teamwork.

In the digital age, the global software development sector has been a forerunner in implementing new ways and configurations for remote teamwork using information and communication technologies on a widespread basis. Crises and technological advances have influenced each other to bring about changes in the ways of working. In the 70’s of the last century, in the middle of the so-called oil crisis, the concept of teleworking was defined using remote computer equipment to access office equipment and thus avoid moving (...) around using traditional vehicles. Then from the 90s, with the advent of communications and the widespread use of the Internet, the first virtual work teams were implemented in software development companies that already had some of the important characteristics needed to work in this way, such as, cultural diversity, characterized tasks, geographical distribution of members, communication, interdependence of tasks, leadership, cohesion, empowerment, confidence, virtuality. This manuscript groups the main factors into different models proposed by the literature and also analyzes the results of a study conducted in the midst of the Covid-19 crisis on 317 software development teams that had to work in virtual teams. The results of the quantitative methodology with structural equation modeling based on variance using the partial least squares route method are analyzed. The results of the research focus on some determinants that can directly affect the performance of the virtual team. A first determinant is communication in relation to the tasks. The second is trust in relation to leadership, empowerment and cohesion. The results of virtual teams provide information that can serve as a basis for future research lines for the implementation of virtual work strategies in post-pandemic work. (shrink)

The organizational theory literature is reasonably unanimous that team autonomy is a key factor for employee well-being and motivation as well as organizational performance. However, team autonomy is challenged when its processes and outputs need to be aligned with actors and factors external to a team. There are likely challenges and conflicts between team autonomy and the need for coherence in the wider system. Team autonomy has a range of implications and is challenged by a (...) number of factors, such as knowledge complexity and decision-making, learning, large-scale problems, product and technical interdependencies, the use of platforms, virtual collaboration and diversity. Alignment with the external is particularly necessary in multi-team environments with many technical interdependencies, where a single team’s failure to deliver a sufficient level of quality may lead to system-wide consequences. Therefore, teams in complex environments increasingly need to regulate and manage their work in cooperation with internal and external partners and systems. Such dependencies challenge team autonomy. In this special issue of AI&S, we want to address these topics in more detail, particularly in the context of software-intensive organizations and digital transformations. The scope and, thus, the consequences of a team’s work can be far-reaching when the team’s effort and output take place partially or completely in fully digitized contexts and processes. The articles in this special issue show various ways of dealing with the challenge of balancing autonomy and alignment with the external. A key focus is to show the buffering function: how teams, with the help of processes, technology, new organizational forms and time and space are able to find the buffer needed for maintaining team autonomy. (shrink)

In the context of the current uncertain, complex, and interdependent work systems, teams have become organizations’ substantial working unit, which in turn challenges the traditional view of employee performance and ultimately results in the emergence of team member work role performance. Employee team-oriented work role behaviors with proficiency, adaptivity, and proactivity, which are integrated by the new construct, are so crucial to team effectiveness that many organizations keenly expect to achieve team member work role performance through (...) implementing a dispersed pay-for-performance plan within a team. This study seeks to address the organizational practitioners’ main concern that whether pay dispersion among team members could actually help realize team member work role performance and further examines why and when an employee could respond to HPD within a team by engaging in team member work role behaviors from the perspective of the performance-shaping basis and team member’s workplace benign envy. Drawing on emotion-related theory, social comparison theory, legitimacy theory, expectation theory, and relative deprivation theory, it proposes that performance-based HPD could not only positively impact team member work role performance via workplace benign envy but also exert a direct-positive effect. Moreover, the activating effect of performance-based HPD on workplace benign envy and the mediating role are much stronger when a team member’s pay position is higher. The multi-source data including objective information and subjective perception among 362 ordinary employees within 66 Chinese organizational teams primarily supported the moderated mediation model. Yet, the direct-positive effect was not established. (shrink)

One of the conceptual limitations of the orthodox game theory is its inability to offer definitive theoretical predictions concerning the outcomes of noncooperative games with multiple rationalizable outcomes. This prompted the emergence of goal-directed theories of reasoning – the team reasoning theory and the theory of hypothetical bargaining. Both theories suggest that people resolve non-cooperative games by using a reasoning algorithm which allows them to identify mutually advantageous solutions of non-cooperative games. The primary aim of this thesis is to (...) enrich the current debate on goaldirected reasoning theories by studying the extent to which the principles of the bargaining theory can be used to formally characterize the concept of mutual advantage in a way which is compatible with some of the conceptually compelling principles of orthodox game theory, such as individual rationality, incentive compatibility, and non-comparability of decision-makers’ personal payoffs. I discuss two formal characterizations of the concept of mutual advantage derived from the aforementioned goal-directed reasoning theories: A measure of mutual advantage developed in collaboration with Jurgis Karpus, which is broadly in line with the notion of mutual advantage suggested by Sugden, and the benefit-equilibrating bargaining solution function, which is broadly in line with the principles underlying Conley and Wilkie’s solution for Pareto optimal point selection problems with finite choice sets. I discuss the formal properties of each solution, as well as its theoretical predictions in a number of games. I also explore each solution concept’s compatibility with orthodox game theory. I also discuss the limitations of the aforementioned goal-directed reasoning theories. I argue that each theory offers a compelling explanation of how a certain type of decision-maker identifies the mutually advantageous solutions of non-cooperative games, but neither of them offers a definitive answer to the question of how people coordinate their actions in non-cooperative social interactions. (shrink)

Team members co-regulate their activities and move together at the collective level of behavior while coordinating their actions toward shared goals. In parallel with team processes, team members need to resolve uncertainties arising from the changing task and environment. In this exploratory study we have measured the differential neurodynamics of seven two-person healthcare teams across time and brain regions during autonomous and collaborative segments of simulation training. The questions posed were: whether these abstract and mostly integrated constructs (...) could be separated neurodynamically; and, what could be learned about taskwork and teamwork by trying to do so? The taskwork and teamwork frameworks used were Neurodynamic Information, an electroencephalography derived measure shown to be a neurodynamic proxy for the pauses and hesitations associated with individual uncertainty, and inter-brain EEG coherence which is a required component of social interactions. No interdependency was observed between NI and IBC, and second-by-second dynamic comparisons suggested mutual exclusivity. These studies show that proxies for fundamental properties of teamwork and taskwork can be separated neurodynamically during team performances of ecologically valid tasks. The persistent expression of NI and IBC were not simultaneous suggesting that it may be difficult for team members to maintain inter-brain coherence while simultaneously reducing their individual uncertainties. Lastly, these separate dynamics occur over time frames of 15–30 s providing time for real-time detection and mitigation of individual and collaborative complications during training or live patient encounters. (shrink)

Self-serving leadership is a form of unethical leadership behavior that has destructive effect on its targets and the overall organization. Adopting a social cognition perspective, this study expands our knowledge of its adverse effect and the way to mitigate the effect. Integrating two sub-theories of social cognition, we propose a theoretical model wherein self-serving leadership hinders team creativity through psychological safety as well as knowledge hiding, with task interdependence acting as a contextual condition. Results from a sample of (...) 107 R&D teams revealed that self-serving leadership not only reduced team psychological safety, but also induced team knowledge hiding, both of which ultimately affected team creativity. The presence of high task interdependence buffered the destructive effect of self-serving leadership on team creativity via team psychological safety as well as the indirect effect via knowledge hiding. (shrink)

A growing body of research reveals that abusive supervision may have negative impacts in organizations. The purpose of the present study is to expand the knowledge regarding the impacts of this dysfunctional leadership behavior by examining its relationship with innovation in work teams. Specifically, we investigate the process through which abusive supervision may undermine team innovation by taking into account the mediating role of team proactive behavior. Moreover, we propose a boundary condition of the negative effect of abusive (...) supervision by considering leader–members interdependence as a moderator. Using a multisource approach, data were gathered from 394 members and 82 immediate supervisors in a public safety organization. Results of path analyses reveal that the relationship between abusive supervision and team innovation is mediated by team proactive behavior. Furthermore, we found that the relationship between abusive supervision and team proactive behavior is moderated by leader–members interdependence, such that this relationship is stronger when the level of interdependence is high. Taken together, the findings of this study improve the understanding of why and under what circumstances abusive supervision may impair team innovation. (shrink)

This study explores the integration of data journalism within three European legacy news organisations through the lens of organisational structure and professional culture. Interviews with data journalists and editors suggest that professional routines resonate with established data journalism epistemologies, values, and norms that appear to be constitutional for an inter-organisational data journalism subculture. At the same time, organisational structure either integrates the journalistic subculture by increasing levels of complexity, formalisation, and centralisation or rejects it by not accommodating it structurally or (...) culturally. The three data teams work along epistemologies of computer-assisted reporting, investigative journalism, and data journalism but differentiate themselves through nuanced understandings of data journalism practice, driven by individual journalists. After a structureless episode, one team sets itself apart as it diverges from data-driven routines and orients itself towards technological and interdisciplinary interactive journalism. The findings show an interdependence of individual efforts, varying conceptualisations of data journalism practice, and interplay between organisational structure and professional culture. (shrink)

This commentary focuses on the parts of psychological game theory dealing with preference, as illustrated by team reasoning, and supports the conclusion that these theoretical notions do not contribute above and beyond existing theory in understanding social interaction. In particular, psychology and games are already bridged by a comprehensive, formal, and inherently psychological theory, interdependence theory (Kelley & Thibaut 1978; Kelley et al. 2003), which has been demonstrated to account for a wide variety of social interaction phenomena.

Based on the social interdependence theory, we proposed that the distributive justice climate affects virtual team performance via high-quality relationships, and then we investigated the boundary effect of team proactive personality. The data used in this study were collected in China, including 327 virtual team members that belonged to 75 teams. The following results are obtained: Distributive justice climate and high-quality relationships have significant positive effects on virtual team performance. High-quality relationships mediate the relationship between (...) the distributive justice climate and virtual team performance. Team proactive personality strengthens the direct effect of the distributive justice climate on high-quality relationships. Team proactive personality strengthens the indirect effect of the distributive justice climate on virtual team performance through high-quality relationships. These empirical results have important theoretical significance for team climate construction, personnel selection, and team performance promotion. (shrink)

Followership and leadership provide two distinct but complementary sets of behaviors that jointly contribute to positive team dynamics. Yet, followership is rarely measured in shared leadership research. Using a prospective design with a sample of leaderless project teams, we examined the interdependence of leadership and followership and how these leader-follower dynamics relate to relationship conflict at the dyadic and team level. Supporting the reciprocity of leader-follower dynamics, social relations analyses revealed that uniquely rating a teammate higher on (...) effective leadership was associated with being rated higher by that same person on effective followership. Additionally, team members with a reputation as an effective leader also tended to be viewed as an effective follower. As expected, team levels of leadership were tightly linked to team levels of followership. Connecting these results to relationship conflict at the dyadic level, we found that uniquely rating someone as an effective follower or an effective leader would decrease the likelihood of experiencing interpersonal conflict with that person and that having a reputation for effective followership or effective leadership relates negatively to being viewed as a conflict hub within the team. Finally, effective followership was significantly negatively related to team levels of conflict, but we did not find a significant relation between effective leadership and relationship conflict at the team level. Our results highlight that followership is not only a necessary ingredient for high levels of shared leadership to exist within a team, but it underpins more functional team interactions. (shrink)

Mindfulness has come to be considered an important approach to help individuals cultivate transformative capacity to free themselves from stress and suffering. However, the transformative potential of mindfulness extends beyond individual stress management. This study contributes to a broadening of the scope of contemplative science by integrating the prominent, individually focused mindfulness meditation literature with collective mindfulness scholarship. In so doing, it aims to illuminate an important context in which mindfulness interventions are increasingly prevalent: workplaces. Typically, the intended effect of (...) workplace mindfulness training is to help workers manage stress better. Since mindfulness in organizations impacts individual and collective processes, the study blends the above literatures to create a cross-level “next-generation” Team Mindfulness Training pilot. Its potential in helping individuals and teams to manage work stress better is investigated via a two-phase mixed-methods research study in high-stress military work populations, and compared to a conventional 8-week mindfulness meditation program based on mindfulness-based stress reduction. Results suggest that compared to the “first-generation” mindfulness program, TMT seems no less effective in raising individual stress management skills, and may hold more promise in generating collective capacity to manage stress and unexpected difficulty, linked to an apparent interdependence between collective and individual mindfulness capacity development. Based on these empirical results, the study contributes to theory in three important ways: first, it outlines how individual and collective mindfulness in workplaces may be interdependent. Second, it explains why “next-generation” workplace training interventions should apply a cross-level approach. And third, it illustrates how its transformative potential for people at work, individually as well as collectively, can be extended by moving beyond an inward-looking meditation focus in mindfulness training. The study contributes to practice by providing a detailed outline of the pilot TMT program, and offers a series of follow-up research opportunities to inspire further scientific innovation in workplace mindfulness training, especially for high-stress work populations. The study’s ultimate aim is to prompt a shift away from adapting clinically oriented, self-focused “first-generation” mindfulness training protocols, and towards mindfulness as team sport: a more prosocially oriented mindfulness science intent on generating wisdom and compassion, for one and all. (shrink)

Personal competition among colleagues and co-workers has been observed in order to prove their professional superiority over others. Such behaviors have grave consequences on the overall team performance. The aim of this study was to investigate the role of personal competition on team performance incorporating the mediating role of the playing dumb behavior of knowledge hiding. The study has further checked the moderating effect of task interdependence on the relationship between personal competition and playing dumb. Data for (...) the present study had been collected through questionnaires from the sports players actively associated with games through their educational institutes in China. The sample size of the study was 339, selected on the basis of convenience sampling. Smart PLS had been employed to analyze the data through structural equation modeling. The results of the study showed a strong impact of personal competition on team performance and the playing dumb variable. Furthermore, playing dumb has been found to have a strong mediating impact on team performance. The study has theoretically contributed to the literature of competition and performance by investigating the mediating role of playing dumb. The study also offers certain practical implications to the managers of the corporate world to devise such human resource policies that take appraisals from the colleagues so as to rectify the negative workplace behaviors and could be worked out accordingly. (shrink)

Background We need to preserve the lessons of the COVID-19 pandemic in caring for the mental health of clinicians, of shared experiences, interdependence, team cohesion and vulnerability, among others. We need reform in the way that clinicians are cared for, and a resistance to the idea of a post-pandemic ‘return to normal’. Main text To build connected and optimally functioning clinical teams, we need to create an inclusive culture in which difficult conversations and caring are the expectation. If (...) we are to be better at solving problems and better at serving our patients, we should be vigilant about creating a psychologically safe medical culture in which colleagues feel safe, seen, heard, and respected. Conclusion Going forward, each of us, regardless of seniority, needs to take responsibility for this culture change. We need to create and participate in weekly collegial peer support sessions that feel nurturing and safe, that allow us to reveal parts of ourselves, to be vulnerable with each other in a way that reduces loneliness, and encourages and maintains social connections and a sense of belonging within clinical teams, improves clinician well-being and reduces the risk of burnout. _“Care is a practice of informed responsive actions on behalf of the one cared for and authentically aimed toward their growth and flourishing.” _ _Care Ethics in the Age of Precarity; Maurice Hamington and Michael Flower._. (shrink)

Background We need to preserve the lessons of the COVID-19 pandemic in caring for the mental health of clinicians, of shared experiences, interdependence, team cohesion and vulnerability, among others. We need reform in the way that clinicians are cared for, and a resistance to the idea of a post-pandemic ‘return to normal’. Main text To build connected and optimally functioning clinical teams, we need to create an inclusive culture in which difficult conversations and caring are the expectation. If (...) we are to be better at solving problems and better at serving our patients, we should be vigilant about creating a psychologically safe medical culture in which colleagues feel safe, seen, heard, and respected. Conclusion Going forward, each of us, regardless of seniority, needs to take responsibility for this culture change. We need to create and participate in weekly collegial peer support sessions that feel nurturing and safe, that allow us to reveal parts of ourselves, to be vulnerable with each other in a way that reduces loneliness, and encourages and maintains social connections and a sense of belonging within clinical teams, improves clinician well-being and reduces the risk of burnout. “Care is a practice of informed responsive actions on behalf of the one cared for and authentically aimed toward their growth and flourishing.” Care Ethics in the Age of Precarity; Maurice Hamington and Michael Flower. (shrink)

Intrateam competition is an inherently social and interactional process, yet it is not often studied as such. Research on competition is mostly limited to studying it as an individual state and assumes that the resulting team outcomes are equivalent across different competition types. Often overlooked in competition research are the means through which competition can lead to constructive outcomes for the team. Constructive competition occurs when the primary motivation is not to win at the expense of others, but (...) rather to make social comparisons and gain knowledge of relative competence. This study furthers insight into constructive competition by studying its interpersonal characteristics as it develops within a team, and its impact on task conflict, perceived performance, and team satisfaction. The conversations of 24 student project teams were recorded over 4 weeks and analyzed, operationalizing competition as an attempt to exert control and influence on the team. Each individual then provided sociometric ratings of perceived performance of each team member, and rated the level of task conflict and satisfaction of the team. The effects of competition on perceived performance and team satisfaction, both directly and indirectly through task conflict, were examined. Findings demonstrated a negative direct effect of competition on the range of perceived performance ratings, and a positive indirect effect of competition on team satisfaction as mediated through task conflict. The study broadens understanding on the construct of competition and underscores the positive implications competition can bring to the teams. (shrink)

Discussion of the cognitive division of labor has usually made very little contact with relevant materials from other disciplines, including theoretical biology, management science, and design theory. This article draws on these materials to consider some unavoidable conundrums faced by any attempt to present a particular way of dividing tasks among a labor team as the uniquely rational way of doing this, given the interdependence of the underlying evaluative standards by which the products of a system of division (...) of labor will be judged. Divisions of labor will typically cut across these interdependencies in ways which leave the outcomes of a process of labor hostage to path dependencies and suboptimalities. Some attempts to avoid these results are shown to be unsuccessful. All these difficulties are compounded by the fact that, in many cases, the division of labor has to be constructed over a ground of values that is itself being constructed simultaneously with the products which they are invoked to assess. Key Words: risk spreading • interdependency • NK fitness landscapes • complexity • epistasis • Kuhn • modularity • path dependency. (shrink)

Experimental research by social and cognitive psychologists has established that cooperative groups solve a wide range of problems better than individuals. Cooperative problem solving groups of scientific researchers, auditors, financial analysts, air crash investigators, and forensic art experts are increasingly important in our complex and interdependent society. This comprehensive textbook--the first of its kind in decades--presents important theories and experimental research about group problem solving. The book focuses on tasks that have demonstrably correct solutions within mathematical, logical, scientific, or verbal (...) systems, including algebra problems, analogies, vocabulary, and logical reasoning problems.The book explores basic concepts in group problem solving, social combination models, group memory, group ability and world knowledge tasks, rule induction problems, letters-to-numbers problems, evidence for positive group-to-individual transfer, and social choice theory. The conclusion proposes ten generalizations that are supported by the theory and research on group problem solving. Group Problem Solving is an essential resource for decision-making research in social and cognitive psychology, but also extremely relevant to multidisciplinary and multicultural problem-solving teams in organizational behavior, business administration, management, and behavioral economics. (shrink)

Traditional economics treats the defining subjective properties of economic agents as if they are determined independently of individual and collective relations with other agents. This collection of essays reflects the increasingly common view that economics cannot continue to disregard all economic phenomena inconsistent with this conception. The volume is especially concerned with the idea of intersubjective influences on market outcomes. A team of expert international contributors have been brought together to address the question of intersubjectivity from a variety of (...) perspectives. Using methods of description and analysis they explore the structures and effects of concrete interdependencies between individual subjectivities engaged in economic activity, and develop conceptual and analytical tools for this task. Many of the essays are interdisciplinary in scope and in addition to economics the book should provide valuable lessons in psychology, sociology, social theory, philosophy, political science and history. (shrink)

Patients and their family members may become highly interdependent as patients near the end of life. To best help these patients, healthcare providers can try to become a member of the patient/family team. By becoming a member, careproviders can improve patients’ and family members’ access to medical information, more effectively offer advice, and assure patients and family members that they can still choose to do what they think is best.

Augustine in Context assesses the various contexts - historical, literary, cultural, spiritual - in which Augustine lived and worked. The essays, written by an international team of scholars especially for this volume, provide the background against which Augustine's treatises should be read and interpreted. They are organized according to a rationale which moves from an introduction to the person to the contexts of Augustine's works and ideas, starting from the intellectual setting and extending to the socio-political realm. Collectively the (...) essays highlight the embeddedness of Augustine in the world of late antiquity and the interdependence of his discourse with contemporary forms of social life. They shed new light on one of the most important figures of the western canon and facilitate a more enlightened reading of his writings. (shrink)

We-thinking theories allow groups to deliberate as agents. They have been introduced into the economic domain for both theoretical and empirical reasons. Among the few scholars who have proposed formal approaches to illustrate how we-thinking arises, Bacharach offers one of the most developed theories from the game theoretic point of view. He presents a number of intuitions, not always mutually consistent and not fully developed. In this article, I propose a way to complete Bacharach’s theory, generalizing the interdependence hypothesis (...) and building on his intuition about vacillation. It is a simple model of vacillation between the I and we-modes of reasoning, as a way in which we-thinking can come to mind in the face of a decision problem. The vacillation model makes we-reasoning more easily usable in game theory. (shrink)

Diversity and psychological health issues at the workplace are pressing issues in today’s organizations. However, research linking the two fields is scant. To bridge this gap, drawing from team faultline research, social categorization theory, and the job-demands resources model, we propose that perceiving one’s team as fragmented into subgroups increases strain. We further argue that this relationship is mediated by task conflict and relationship conflict and that it is moderated by psychological empowerment and task interdependence. Multilevel structural (...) equation models on a two-wave sample consisting of 536 participants from 107 work teams across various industries and work contexts partially supported the hypotheses: Task conflict did indeed mediate the positive relationships between perceived subgroups and emotional exhaustion while relationship conflict did not; effects on stress symptoms were absent. Moreover, contrary to our expectations, neither empowerment, nor task interdependence moderated the mediation. Results indicate that team diversity can constitute a job demand that can affect psychological health. Focusing on the mediating role of task conflict, we offer a preliminary process model to guide future research at the crossroads of diversity and psychological health at work. (shrink)

Multiteam systems are complex organizational forms comprising interdependent teams that work towards their own proximal goals within and across teams to also accomplish a shared superordinate goal. MTSs operate within high-stakes, dangerous contexts with high consequences for suboptimal performance. We answer calls for nuanced exploration and cross-context comparison of MTSs “in the wild” by leveraging the MTS action sub-phase behavioral taxonomy to determine where and how MTS failures occur. To our knowledge, this is the first study to also examine how (...) key MTS attributes influence MTS processes and performance. We conducted historiometric analysis on 40 cases of failed MTS performance across various contexts to uncover patterns of within- and between-team behaviors of failing MTSs, resulting in four themes. First, component teams of failing MTSs over-engaged in within-team alignment behaviors by enacting acting, monitoring, and recalibrating behaviors more often within than between teams. Second, failing MTSs over-focused on acting behaviors and tended to not fully enact the action sub-phase cycle. Third and fourth, boundary status and goal type exacerbated these behavioral patterns, as external and physical MTSs were less likely to enact sufficient between-team behaviors or fully enact the action sub-phase cycle compared to internal and intellectual MTSs. We propose entrainment as a mechanism for facilitating MTS performance wherein specific, cyclical behavioral patterns enacted by teams align to facilitate goal achievement via three multilevel behavioral cycles. We argue that the degree to which these cycles are aligned both between teams and with the overarching MTS goal determines whether and how an MTS fails. Our findings add nuance beyond single-context MTS studies by showing that the identified behavioral patterns hold both across contexts and almost all types of MTS action-phase behaviors. We show that these patterns vary by MTS boundary status and goal type. Our findings inform MTS training best practices, which should be structured to integrate all component teams and tailored to both MTS attributes and situation type. (shrink)

Soccer fans will not be surprised that understanding "the beautiful game" can contribute to understandings of teaching and learning. After all, at least one theorist sees "the nature of all social life" to be reflected in soccer: "The unfolding match between team-mates and opponents [illustrates] … the interdependency of human beings, and the 'flexible lattice-work of tensions' generated through their social bonds. Power flows fluidly between players, jockeying for possession and moving between attack and defence."1 Another finds striking parallels (...) between cultural history and tactics of play in soccer, including a "modernist" period emphasizing cautious ball control and defense-oriented player formations, and the .. (shrink)

In lieu of an abstract, here is a brief excerpt of the content:The Aesthetic Classroom and the Beautiful GameBradley Baurain (bio)IntroductionSoccer fans will not be surprised that understanding "the beautiful game" can contribute to understandings of teaching and learning. After all, at least one theorist sees "the nature of all social life" to be reflected in soccer: "The unfolding match between team-mates and opponents [illustrates] … the interdependency of human beings, and the 'flexible lattice-work of tensions' generated through their (...) social bonds. Power flows fluidly between players, jockeying for possession and moving between attack and defence."1 Another finds striking parallels between cultural history and tactics of play in soccer, including a "modernist" period emphasizing cautious ball control and defense-oriented player formations, and the current "postmodern" style emphasizing creativity and fluidity; he even identifies the history of the free kick as a microcosm of the whole.2The idea I explore in this essay is in a sense simply an extended analogy: A well-played soccer game has much in common with a well-taught lesson or course. Features of the one are set for comparison and discussion alongside features of the other. Yet, as with any good analogy, matters are not really so simple. One makes the comparison so that the juxtaposed items inform and illuminate one another—that is, one looks at a thing in order to see a different thing more clearly. So while I contend that soccer has much in common with teaching, the reverse is also true; I am not using soccer only as a "way through" to teaching. Neither of my terms of comparison are merely means to an end; instead both are ends in themselves. Reading the soccer parts of this essay will, I trust, inform and illuminate teaching and [End Page 50] curriculum, but at the same time my goal is for any soccer player who might read the teaching parts also to learn something about "the beautiful game."Soccer, "the beautiful game," is an apt comparison for the aesthetic classroom. My thoughts on what characterizes aesthetic teaching will emerge and take on flesh as this essay develops, but let me begin by describing it as "concerned for acts of mind as opposed to end products, fluidity and imagination rather than fixed sequence, judgment within learning experiences in contrast to deciding everything in advance, and dwelling with subject matter rather than merely covering subject matter."3 As Wanda May comments: "I suggest that when teaching is done well … it is a work of art because we reconfigure and decorate our spaces, make our marks, elevate ourselves and others above confinement, routine, and the mundane. We expand our capacity to see, hear, love, critique, and act on our possibilities in the world."4 I could as easily have applied both of these quotations to soccer. It is no accident that John Dewey links sports with the aesthetic: "Dance and sport are activities in which acts once performed spontaneously in separation are assembled and converted from raw, crude material into works of expressive art."5I anchor my discussion in four concepts foundational to the aesthetic classroom: play, relationality, process, and flow. My analysis of each of these key ideas moves back and forth among soccer, aesthetic and pedagogical theory, and classroom research and narratives. Examples, including those from my own experience, are drawn primarily from the related fields of language education and English as a Second Language (ESL). If soccer and the classroom can have much in common, another way of introducing this essay is to say that I spend it trying to see what takes place in the gaps, in the "muchness" that lies between the two terms of the analogy. I hope that readers will "make much" of this, too, for without them the seeing remains incomplete.The Concept of Play, Playing with ConceptsThough it has become a multibillion-dollar global business, at its best soccer is play: "We play sport, we don't work sport."6 Play means having fun and inspiring joy, but this sense of freedom does not mean play is unstructured. Games have rules, skills, procedures, and boundaries, and these features enable rather than constrain. From Dewey's point of view, they are... (shrink)

BackgroundSome people with progressive neurological diseases find they need additional support with eating and drinking at mealtimes, and may require artificial nutrition and hydration. Decisions concerning artificial nutrition and hydration at the end of life are ethically complex, particularly if the individual lacks decision-making capacity. Decisions may concern issues of life and death: weighing the potential for increasing morbidity and prolonging suffering, with potentially shortening life. When individuals lack decision-making capacity, the standard processes of obtaining informed consent for medical interventions (...) are disrupted. Increasingly multi-professional groups are being utilised to make difficult ethical decisions within healthcare. This paper reports upon a service evaluation which examined decision-making within a UK hospital Feeding Issues Multi-Professional Team.MethodsA three month observation of a hospital-based multi-professional team concerning feeding issues, and a one year examination of their records. The key research questions are: a) How are decisions made concerning artificial nutrition for individuals at risk of lacking decision-making capacity? b) What are the key decision-making factors that are balanced? c) Who is involved in the decision-making process?ResultsDecision-making was not a singular decision, but rather involved many different steps. Discussions involving relatives and other clinicians, often took place outside of meetings. Topics of discussion varied but the outcome relied upon balancing the information along four interdependent axes: Risks, burdens and benefits; Treatment goals; Normative ethical values; Interested parties.ConclusionsDecision-making was a dynamic ongoing process with many people involved. The multiple points of decision-making, and the number of people involved with the decision-making process, mean the question of ‘who decides’ cannot be fully answered. There is a potential for anonymity of multiple decision-makers to arise. Decisions in real world clinical practice may not fit precisely into a model of decision-making. The findings from this service evaluation illustrate that within multi-professional team decision-making; decisions may contain elements of both substituted and supported decision-making, and may be better represented as existing upon a continuum. (shrink)

Le discours managérial constitue un véritable genre et représente une catégorie particulière au sein des énoncés performatifs. L’objectif annoncé de présentation des orientations stratégiques et de dynamisation des équipes s’accompagne d’une mise en scène particulière qui constitue une des conditions de sa félicité, de son accomplissement. Le contexte d’internationalisation et d’interdépendance dans lequel se déroule l’activité des entreprises renforce la stéréotypie de ce langage qui mobilise un format, un vocabulaire et une syntaxe particulière marqués par l’anglicisme et l’asyncticité. Destiné à (...) unifier et à galvaniser les équipes, ce langage est porteur de signes de pouvoir et de distinction, il exclut plus qu’il n’inclut, génère la perplexité et le désarroi et s’inscrit dans une stratégie du flou qui semble être le seul mode contemporain de l’avenir économique. Circulant à l’envi dans la communauté internationale et de la finance qu’il unifie à sa manière, il a une force incantatoire sur la scène financière et médiatique mais un impact paradoxal sur le travail quotidien des hommes et des femmes. Langage de la spéculation et de l’anticipation, il est plus proche des discours de la performance que des énoncés performatifs.Managerial language is a genre in itself and makes up a particular category of performative speech. The stated objective when presenting strategic goals or team building strategies is always dressed up in a particular way that will determine its aptness and success. The context of internationalisation and interdependence in which business activities take place reinforces a stereotype of management-speak, based on a particular format, vocabulary and grammar permeated by anglicisms and lack of syntax. Aimed at unifying and galvanising business teams, « corpu-speak » conveys a sense of power and distinctiveness, suggests exclusiveness rather than inclusiveness, generates bewilderment and anxiety and is very much at one with the strategy of obfuscation that seems to be the sole contemporary register where the economic future is concerned. Circulating freely within the international and finance community and uniting it as it goes, it acts with the hypnotic effect of incantation on the financial and media scene but has a paradoxical impact on the daily working lives of men and women. As the language of speculation and anticipation, it is more akin to performance discourse than to performative speech. (shrink)

Drawing on social information processing theory, the present study examines how and when leader coaching can be beneficial for team performance. Based on a sample of 58 teams from a sanitary product company in China, we found that peer coaching served as a mediator linking leader coaching and team performance. Moreover, the team individualistic/collectivism value moderated the first-stage relationship that the relationship between leader coaching and peer coaching was more positive when the team individualism value was (...) low, but not significant when the team individualism value was high; while team task interdependence moderated the second-stage relationship that the relationship between peer coaching and team performance was more positive when the team task interdependence was high, but not significant when it was low. The findings enrich our understandings of the effectiveness of leader coaching behavior by uncovering the theoretical mechanism and boundary conditions. The study also provides important implications for coaching practice in organizations. (shrink)

Contemporary work-related education and training policy represents occupational competence as the outcome of individual performance at work. This paper presents a critique of this neo-liberal assumption, arguing that in many cases competence should be regarded as an attribute of groups, teams and communities. It proposes a theory of collective competence in terms of (1) making collective sense of events in the workplace, (2) developing and using a collective knowledge base and (3) developing a sense of interdependency. It suggests that the (...) language of competence would become a more effective tool for understanding performance at work if the collectivistic sense of the term 'competence' were used in conjunction with the more established individualistic sense. (shrink)

Group contingency (GC) is an effective and cost-efficient strategy that can be successfully applied to technology-based interventions. This study examined the relative effectiveness and cost efficiency of three types of technology-based group contingencies on walking among adults. Seventy two students were divided into teams of three. Each team was randomly assigned to one of three GC conditions (independent, interdependent, or dependent) and underwent 66 days of technology-based group contingency intervention. Sixty five participants completed the intervention and 61 completed the (...) follow-up assessment 2 months later. Step counts and self-reported walking activity increased after the intervention under all three conditions. The proportion of participants that met the target step counts was significantly higher under the dependent group contingency condition. However, 2 months later, intervention effects were not maintained under any condition. For cost efficiency, the increase in step count per point was significantly higher under the interdependent group contingency condition. Group cohesion and social validity (point satisfaction and point utility) were significantly higher under the dependent group contingency condition. Finally, the clinical implications and limitations of this study are discussed. (shrink)

We explored the effects of resilience in the healthcare setting during the COVID-19 pandemic in Germany. Our study sheds light on the cross-level effects of resilience in hospitals and thus responds to calls to research this empirically. In a cross-sectional study design, the perceptions of resilience of employees in hospitals and of transformations at the individual, team, and organizational level were analyzed. An online survey was conducted in summer 2020 in Germany in which 1,710 healthcare workers completed a self-report (...) questionnaire. Results indicate that resilience is both a highly interrelated construct on the individual and organizational level and also positively linked to perceptions of transformation as an indicator for demonstration of resilience. We also found a partial mediation effect of organizational resilience and team efficacy, respectively, on the relationship between individual resilience and perceived transformation on the individual and organizational level as well as a full mediation on the team level. The study highlights the interdependence of individual and organizational resilience and its impact on perceived transformation in German hospitals during the COVID-19 pandemic. Whereas team efficacy is crucial for performance in regular work operations, during a pandemic the organizational level becomes more relevant. Theoretical and practical implications are discussed. (shrink)

Gender differences in knowledge of NRM practices have long been noted in Senegal and throughout Sub-Saharan Africa. An exploration of these differences among a sample of rural Senegalese men and women shows that these differences are, in part, a function of extension agent interventions. The level of knowledge of a set of NRM technologies is associated with contact with three key types of extension agent in rural Senegal: extension team leaders, forestry agents, and women's agents. Analysis of intra-household variation (...) in levels of knowledge shows a degree of interdependence between the knowledge levels of husbands and wives for some practices. However, multi-variate analysis, controlling for personal and contextual factors, clearly demonstrates the independent impact of extension agents on gender differences in rural Senegalese NRM knowledge. It can be concluded that contact with extension agents increases knowledge of NRM practices. In particular, contact with the women's agent is a strong predictor of the level of women's NRM knowledge and, surprisingly, also contributes to the level of men's knowledge. Despite the small number of women's agents in the field, they appear to have significant positive impact on the dissemination of NRM knowledge among rural Senegalese women and men. (shrink)

In some musical genres, professional performers play live shows many times a week. Arduous touring schedules bring encounters with wildly diverse audiences across many different performance ecologies. We investigate the kinds of creativity involved in such repeated live performance, kinds of creativity that are quite unlike songwriting and recording, and examine the central factors that influence musicians’ wellbeing over the course of a tour. The perspective of the professional musician has been underrepresented in research on relations between music and wellbeing, (...) with little attention given to the experience of touring. In this case study, we investigate influences on positive and negative performance experiences for the four professional musicians of Australian pop/rock band Cloud Control. Geeves conducted intensive cognitive ethnographic fieldwork with Cloud Control members over a two-week national Australian tour for their second album, Dream Cave (2013). Adapting a Grounded Theory approach to data analysis, we found the level of wellbeing musicians reported and displayed on tour to be intimately linked to their creative performance experiences through the two emergent, overarching and interdependent themes of Performance Headspace (PH) and Connection with Audience (CA). We explore these themes in detail and provide examples to demonstrate how PH and CA can feed off each other in virtuous ways that positively shape musicians’ wellbeing, or loop in vicious ways that negatively shape musicians’ wellbeing. We argue that their creative practice, in thus re-enacting musical performance afresh in each venue’s distinctive setting, emerges within unique constraints each night, and is in a sense a co-creation of the crowd and the band. (shrink)

Acknowledgement for the support of publication of JSRI no. 3.

List of books published by Moshe Idel in European languages.

We are revolutionary offspring of indomitable spirit. We are born rebels. We came to this world to rebel against the bourgeoisie and carry the great proletarian revolutionary banner. Sons will justifiably succeed the power seized by their fathers' generation. This is called passing it on from generation to generation.

"Law week soccer competition: 16-19 May 2005." Ethos: Official Publication of the Law Society of the Australian Capital Territory, (198), pp. 25.