What is involved when a group of agents decide to do something together? Joint action by a team appears to involve more than just the union of simultaneous individual actions, even when those actions are coordinated. We would not say that there is any teamwork involved in ordinary automobile traffic, even though the drivers act simultaneously and are coordinated (one hopes) by the traffic signs and rules of the road. But when a group of drivers decide to do something (...) together, such as driving somewhere as a convoy, it appears that the group acts more like a single agent with beliefs, goals, and intentions of its own, over and above the individual ones. [more]. (shrink)

This paper is an empirical investigation of how Agile and Plan-based companies address teamwork. We have performed an investigation interviewing managers of 64 companies, 23 agile (hereafter defined with the term “agile companies”) and 41 non-agile (“plan-based”). The results of the study evidence a quite different approach to teamwork and team organization. Such differences are mainly in the selection of the developers and in the emphasis of the collaboration in the development teams.

In this response to Paul Gaffney’s “The Nature and Meaning of Teamwork,” I draw on recent work in analytic social philosophy to provide a more robust vocabulary for understanding teamwork as a distinctly social fact. I argue that teamwork entails complex reflexive social cooperation aimed at achieving shared excellence within constraints of various kinds.

Throughout the western world a leading example of the educational reforms that have been implemented in the late twentieth and twenty-first century is School-Based Management (SBM), a system designed to improve educational outcome through staff teamwork and self-governance. This research set out to examine the efficacy of teamwork in ten SBM-designated Arab-Bedouin elementary schools in Israel. Two explicit issues were examined: (1) What impact did SBM have on the development of teamwork among the schools' staff? (2) Does (...) the Arab-Bedouin social-cultural context influence implementation of teamwork in SBM schools? The research method consisted of a questionnaire to which 361 teachers/school principals replied, and a semi-structured interview with 30 of the respondents. Results of this study demonstrate that true teamwork does not exist in the schools studied, despite their SBM official status, primarily because the concept of teamwork clashes with the social/cultural norms of traditional Arab-Bedouin society and thus exacerbates conflicts among staff, which then impedes implementation of SBM. In conclusion, this research recommends that for SBM to enable traditional Arab-Bedouin society to benefit from managing its own schools, broad educational changes such as this must be introduced gradually, in a customised, culturally sensitive manner. (shrink)

This paper seeks to provide a response to Gaffney's analysis of teamwork by arguing that teamwork is morally neutral rather than a virtue in itself. This conclusion will be supported by examples which demonstrate how teamwork can develop and foster undesirable traits and practices such as resentment, contempt and the purely instrumental use of others in the achievement of desired ends.

The rapid development of digital technologies has transformed the world but can be a double-edged sword. We study the interaction of important variables that affect individual news reporters’ performance in which digital technology is the dominant feature. A multilevel model illustrates how transactive memory and job competence affect individual performance. The empirical study includes data from 19 teams of news reporters and 211 valid survey responses, applying hierarchical linear modeling to analyze the data. The results indicate that transactive memory and (...) technology competence help to improve a reporter’s job performance. More importantly, teamwork competence fully mediates the relationships. Our findings thus suggest that teamwork competence is the core skill. Neither technology competence nor transactive memory alone translates directly into enhanced individual performance. (shrink)

Spiritual Intelligence (S-Intelligence) introduced to achieve higher levels of knowledge and applying hidden knowledge. This intelligence is various in different people. When people work together in a team or set, these diverse influence on their performance. Facilitate the application of spiritual capacities by using abilities of S- intelligence is important to increase productivity teamwork. For this purpose, we provided a model of communication for individuals with different S-intelligence in performing team tasks. First, with the basics S-intelligence analysis and interviews (...) with experts, S-intelligence was divided in five categories. Each person according to their S-Intelligence and the role that play in teamwork (individualist, thinkist and pragmatist) from this aspect that he/she can by what kind of S-intelligences and what kind of role, has an effective team relationship, has been measured. With the 690 questionnaires among individuals with experience in teamwork and group communication, we have addressed to the measurement of their communication model. After derivation the data by fuzzy logic, we analyzed and presented an effective model of teamwork based on S-intelligence. (shrink)

Jennifer Lackey presents a puzzle to which she argues there is no current solution. Lackey's claim is that testimonial knowledge can have something conspicuously wrong with it and still be knowledge. Testimonial knowledge can be ‘deficient’. Given that knowledge is a normative category, that it describes what it is for a belief to go right, there is a puzzle that comes with accounting for how a testimonial belief could be knowledge and yet go wrong in the ways Lackey has in (...) mind. In this paper, I argue that the deficiency is one of teamwork, and that Lackey's puzzle offers one a window into the respect in which testimony is a kind of team achievement. (shrink)

Voting is a collective activity: it requires more than one person to win a vote. In a corporation, voting allows the winning idea to become an intention of the corporate group once the vote is concluded. In this paper, argue that unlike in corporate boards, in a democratic election, the voting process does not create a group intention. The difference between the two processes is an oft-overlooked moment directly after the corporate vote in which members on the losing side ratify (...) the decision of the group and move on with the group into the future. In state elections, because of the high cost of renouncing membership, there is typically no ratification moment. While different groups do have collective intentions prior to an electoral vote, the vote itself does not manifest the intention of a group agent such as ‘the People.’ This conclusion has implications for minority rights. (shrink)

In response to calls for research to improve human-machine teaming, we present a “perspective” paper that explores techniques from computer science that can enhance machine agents for human-machine teams. As part of this paper, we summarize the state of the science on critical team competencies identified for effective HMT, discuss technological gaps preventing machines from fully realizing these competencies, and identify ways that emerging artificial intelligence capabilities may address these gaps and enhance performance in HMT. We extend beyond extant literature (...) by incorporating recent technologies and techniques and describing their potential for contributing to the advancement of HMT. (shrink)

Drawing on team creativity literature and social comparison theory, we investigate how leader-member exchange differentiation influences team creativity. Using a survey based on 91 R&D teams from Chinese companies, we observe that LMX differentiation is negatively related to team creativity. More importantly, we demonstrate that team behavioral integration mediates the relationship between LMX differentiation and team creativity, and team emotional intelligence moderates the relationship between LMX differentiation and team behavioral integration, such that LMX differentiation has a weaker negative influence on (...) team behavioral integration when TEI is higher. These results provide relevant suggestions for organizational team building, management, and development. (shrink)

This paper surveys recent case study evidence addressing the implications of task-based teamworking for front-line employees. It refers primarily to three manufacturing companies in Britain. All three companies faced significant external challenges deriving from increased competition, and in each case teamworking was perceived as a key aspect of organisational restructuring. The paper illustrates the complexity of employee responses, arguing that there is no ‘one best way’ to implement teamworking, but at the same time suggesting what some of the necessary conditions (...) might be for teamworking to be ‘successful’. (shrink)

In this article two important organizational concepts - lean production and sociotechnical systems design - are evaluated on their reflective capacity and their (moral) outcomes. At least in theory both concepts entail a promise of overcoming some of the irreflexive pitfalls of rational organization. As will be shown, both concepts do have short-comings too. It is argued that the meaning and value of the concepts is related to the context in which the systems are implemented.

BackgroundClinical Ethics Support (CES) services are offered to support healthcare professionals in dealing with ethically difficult situations. Evaluation of CES is important to understand if it is indeed a supportive service in order to inform and improve future implementation of CES. Yet, methods to measure outcomes of CES are scarce. In 2014, the European Moral Case Deliberation Outcomes Instrument (Euro-MCD) was developed to measure outcomes of Moral Case Deliberation (MCD). To further validate the instrument, we tested it in field studies (...) and revised it. This paper presents the Euro-MCD 2.0 and describes the revision process.MethodsThe revision process comprised an iterative dialogue among the authors as Euro-MCD-project team, including empirical findings from six Euro-MCD field-studies and input from European experts in CES and theory. Empirical findings contained perceptions and experiences of MCD outcomes among healthcare professionals who participated in MCDs in various settings in Norway, Sweden and the Netherlands. Theoretical viewpoints on CES, literature on goals of CES and MCD and ethics theory guided the interpretation of the empirical findings and final selection of MCD outcomes.ResultsThe Euro-MCD 2.0 Instrument includes three domains: Moral Competence, Moral Teamwork and Moral Action. Moral Competence consists of items about moral sensitivity, analytical skills and virtuous attitude. Moral Teamwork includes open dialogue and supportive relationships and Moral Action refers to moral decision-making and responsible care. During the revision process, we made decisions about adding and reformulating items as well as decreasing the number from 26 to 15 items. We also altered the sentence structure of items to assess the current status of outcomes (e.g. ‘now’) instead of an assumed improvement over time (e.g. ‘better’) and we omitted the question about perceived importance.ConclusionsThe Euro-MCD 2.0 is shorter, less complex and more strongly substantiated by an integration of empirical findings, theoretical reflections and dialogues with participants and experts. Use of the Euro-MCD 2.0 will facilitate evaluation of MCD and can thereby monitor and foster implementation and quality of MCD. The Euro-MCD 2.0 will strengthen future research on evaluation of outcomes of MCD. (shrink)

Paul Gaffney has provided an excellent exploration of teamwork in athletic contexts, a topic that in spite of its prominence and relevance in the sporting world has been relatively neglected in the philosophy of sport literature. In this paper, I present and discuss three areas of Gaffney’s exploration of teamwork relevant to organized youth sport that might help stimulate reflection on the most auspicious conditions and responsible methodologies for young athletes to become themselves through organized sport.

One often chooses to work collaboratively. Given that there is a cost in effort of doing so, it suggests that there also has to be some real advantage in teamwork. The idea that the whole can be greater than the sum of the parts is applied to teams in terms of the non-linear composition of causes. One can thus do things together that one could not do alone or one can do them better. This supports Gaffney’s communitarian approach thereby (...) explaining how the individual can be at their best when part of a collective and indeed how a collective endeavor can be the making of the individual self. (shrink)

Multiple authorship is so common and pervasive in our world that it is tempting to take it for granted. Prior to the twentieth century, however, multiple authorship was exceedingly rare.

Using a knowledge-based approach, we derive a protocol, MACOM1, for the sequence transmission problem from one agent to a group of agents. The protocol is correct for communication media where deletion and reordering errors may occur. Furthermore, it is shown that after k rounds the agents in the group attain depth k general knowledge about the members of the group and the values of the messages. Then, we adjust this algorithm for multi-agent communication for the process of teamwork. MACOM1 (...) solves the sequence transmission problem from one agent to a group of agents, but does not fully comply with the type of dialogue communication needed for teamwork. The number of messages being communicated per communication between the initiator and the other agents from the group can differ. Furthermore, the teamwork process can require the communication algorithm to handle changes of initiator. We show the adjustments that have to be made to MACOM1 to handle these properties of teamwork. For the new multi-agent communication algorithm, MACOM2, it is shown that the gaining of knowledge required for a successful teamwork process is still guaranteed. (shrink)

Team-based learning (TBL) was applied within a third-year unit of study about ethics and management with the aim of enhancing students’ teamwork skills. A survey used to collect students’ opinions about their experience with TBL provided insights about how TBL helped students to develop an appreciation for teamwork and team collaboration. The team skills acquired through TBL could strengthen job readiness for business.

Teamwork in sport presents a variety of special challenges and satisfactions. It requires an integration of talents and contributions from individual team members, which is a practical achievement, and it represents a shared pursuit, which is a moral achievement. In its best instances team sport allows members to transform individual interests into a common interest, and in the process discover of part of their own identities. Teamwork is made intelligible by the collective pursuit of victory, but moral requirements (...) importantly condition that activity. To some extent, the dynamic of team sport instantiates a basic experience of human sociality. (shrink)

Group work is a very common practice in higher education when it comes to developing key competences for students’ personal and professional growth. The goals that students pursue when working in teams determine how they organize and regulate their behavior and how they approach the tasks. The academic goals are a relevant variable that can condition the success of the group, as they guide and direct the students towards involvement in the task, the effort they make, and the desire to (...) increase their academic competence, and their learning. Thus, the need arises to create new evaluation instruments to help us understand the importance of academic goals when students work as a team. The purpose of this paper is to corroborate the construct validity of the Questionnaire on Teamwork Learning Goals (QTLG) based on the Achievement Goal Questionnaire (3x2 AGQ) of Elliot, Murayama & Pekrun (2011) in the context of teamwork, and to determine if the model 3X2 offers a better fit to the data than other models, such as: 2x2; Trichotomous; Definition; Valence, among others. The results obtained from a sample of 700 students from 6 Spanish universities confirm that, in the context of teamwork, the 3x2 model fits the data better than the rest of the models subjected to confirmatory analysis, with contrasting evidence of validity and reliability. Therefore, we considered it a useful instrument for studying motivation in the group work context. The QTLG has practical applications, allowing us to explore in detail the academic goals of university students. (shrink)

Background Teamwork in emergency medical services is a very important factor in efforts to improve patient safety. The potential differences of staff gender on communication, patient safety, and teamwork were omitted. The aim of this study is to evaluate these inadequately examined areas. Methods A descriptive and anonymous study was conducted with an online questionnaire targeting emergency physicians and paramedics. The participants were asked about teamwork, communication, patient safety and handling of errors. Results Seven hundred fourteen prehospital (...) professionals from all over Germany participated. A total of 65.7% of the women harmed a patient (men 72.9%), and 52.6% were ashamed when mistakes were made (men 31.7%). 19.0% of the female participants considered their communication skills to be very good, compared to 81% of the men. More women than men did not want to appear incompetent (28.4%, 15.5%) and therefore did not speak openly about mistakes. Both genders saw the character of their colleagues as a reason for poor team communication (women 89.4%, men 84.9.%). Under high stress, communication decreased (women 35.9%, men 31.0%) and expression became inaccurate (women 18.7%, men 20.1%). Conclusions Team communication problems and teamwork in rescue services are independent of gender. Women seem to have more difficulty with open communication about mistakes because they seem to be subject to higher expectations. Work organization should be adapted to women’s needs to enable more effective error management. We conclude that it is necessary to promote a positive error and communication culture to increase patient safety. (shrink)

We explore in this paper the relation between activities, communication channels and media, and common ground building in global teams. We define re-representation as a sequence of representations of the same concept using different communication channels and media. We identified the re - representation technique to build common ground that is used by team members during multimodal and multimedia communicative events in cross-disciplinary, geographically distributed settings. Our hypotheses are as follows: (1) Significant sources of information behind decisions and request for (...) actions are embedded within the fabric of communicative events in which participants use both informal and formal media to express their ideas. Capturing these information sources can facilitate common ground building and accelerate the execution of action requests. (2) Re-representations of concepts, i.e., sequences of representations using diverse media and communication channels, mediate and accelerate common ground building. (3) The use of intra- or interdisciplinary re-representations correlates with high team performance, i.e., effective team process and high product quality. We used AEC Global Teamwork course offered in 2008–2009 as the testbed for our study to validate our hypothesis. (shrink)

Drawing on the interactionist perspective of innovation and on the sustainable ethical strength framework, the present research examines the moderating role of supervisors’ moral courage to go beyond compliance in the relationships between teamwork quality, team creativity, and team idea implementation. Two field studies, using multi-source and multi-wave data, indicated that teamwork quality was positively related to team idea implementation via team creativity, particularly when team supervisors revealed moral courage to go beyond compliance. When supervisors lacked such courage, (...) teams struggled to develop creative ideas and to implement them. Robustness checks and tests of alternative theoretical explanations indicated that our model and findings are robust. From a theoretical perspective, our findings indicate that, due to its empowering and promotion focused orientation, supervisors’ courage to go beyond compliance has relevance for the teamwork and team innovation domains, playing an important moderating role in defining whether quality teamwork leads to enhanced team creativity and team idea implementation. (shrink)

Resumen. Este estudio de naturaleza descriptiva-explicativa pone énfasis en la calidad de aprendizaje, los beneficios de aptitudes y actitudes del docente como gerente participativo y la eficiencia que tiene un buen trabajo en equipo. En conjunto estos objetivos se enfocaron en la participación activa de todos sus actores para la toma de decisiones, implementando un liderazgo compartido y un poder socializado para que exista una responsabilidad compartida y se busque una meta en común, dejando atrás antiguas metodologías de enseñanza, evaluación (...) y aprendizaje para propiciar un ambiente suficientemente dinámico, interactivo, crítico y reflexivo que permita la calidad de aprendizaje y excelencia en el aula.Palabras claves. Docente, Gerencia Participativa, Aprendizaje, Trabajo en equipo.. This study of descriptive-explanatory nature places emphasis on the quality of learning, the benefits of skills and attitudes of the teacher as a participatory and efficient manager who has a good teamwork. Together, these objectives focused on the active participation of all stakeholders for decision-making, implementing a shared leadership and socialized power so that there is a shared responsibility and find a common goal, past ancient methodologies of education, evaluation and learning to promote an environment sufficiently dynamic, interactive, allowing critical and reflective quality of learning and excellence in the classroom.Keywords. Teacher, Management Participatory Learning, Teamwork. (shrink)

Recent discussions of rational deliberation in science present us with two extremes: unbounded optimism and sober pessimism. Helen Longino (1990) sees rational deliberation as the foundation of scientific objectivity. Miriam Solomon (1991) thinks it is overrated. Indeed, she has recently argued (2006) that group deliberation is detrimental to empirical success because it often involves groupthink and the suppression of dissent. But we need not embrace either extreme. To determine the value of rational deliberation we need to look more closely at (...) the practice and practitioners of science. I offer a closer look here by exploring the joint agency of small research teams. Although there are factors that contribute to the suppression of dissent in group contexts, a closer look at the literature on group dynamics suggests that there are ways to mitigate the effects of groupthink. Thus, there is reason to be cautiously optimistic about the value of rational deliberation within certain scientific contexts. (shrink)

In the operating theater, the micro-politics of practice, such as interpersonal communications, are central to patient safety and are intimately tied with values as well as knowledge and skills. Team communication is a shared and distributed work activity. In an era of "professionalism," that must now encompass "interprofessionalism," a virtue ethics framework is often invoked to inform practice choices, with reference to phronesis or practical wisdom. However, such a framework is typically cast in individualistic terms as a character trait, rather (...) than in terms of a distributed quality that may be constituted through intentionally collaborative practice, or is an emerging property of a complex, adaptive system. A virtue ethics approach is a necessary but not sufficient condition for a collaborative bioethics within the operating theater. There is also an ecological imperative - the patient's entry into the household (oikos) of the operating theater invokes the need for "hospitality" as a form of ethical practice. (shrink)