The Definition and Measurement of Small Military Unit Team Functions

Shiflett, Samuel C.; Eisner, Ellen J.; Price, Shelly J.; Schemmer, F. Mark

doi:10.21236/ada159343

Cited by 7 publications

(5 citation statements)

References 3 publications

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“…Team performance has two primary components in their model—individual task behaviors and coordinated task-related processes/functions/behaviors—and is the result of four classes of antecedents—external conditions imposed on the team, member resources, task characteristics and demands, and team characteristics. The taxonomy builds on prior work (Nieva, Fleishman, & Rieck, 1978; Schiflett, Eisner, Price, & Schemmer, 1982) and consists of seven functional categories:…”

Section: Team Processes Emergent States and Effectivenessmentioning

confidence: 99%

Enhancing the Effectiveness of Work Groups and Teams

Kozlowski

Ilgen

2006

Psychol Sci Public Interest

1,903

1,737

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Teams of people working together for a common purpose have been a centerpiece of human social organization ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities. Human history is largely a story of people working together in groups to explore, achieve, and conquer. Yet, the modern concept of work in large organizations that developed in the late 19th and early 20th centuries is largely a tale of work as a collection of individual jobs. A variety of global forces unfolding over the last two decades, however, has pushed organizations worldwide to restructure work around teams, to enable more rapid, flexible, and adaptive responses to the unexpected. This shift in the structure of work has made team effectiveness a salient organizational concern. Teams touch our lives everyday and their effectiveness is important to well-being across a wide range of societal functions. There is over 50 years of psychological research-literally thousands of studies-focused on understanding and influencing the processes that underlie team effectiveness. Our goal in this monograph is to sift through this voluminous literature to identify what we know, what we think we know, and what we need to know to improve the effectiveness of work groups and teams. We begin by defining team effectiveness and establishing the conceptual underpinnings of our approach to understanding it. We then turn to our review, which concentrates primarily on topics that have well-developed theoretical and empirical foundations, to ensure that our conclusions and recommendations are on firm footing. Our review begins by focusing on cognitive, motivational/affective, and behavioral team processes-processes that enable team members to combine their resources to resolve task demands and, in so doing, be effective. We then turn our attention to identifying interventions, or "levers," that can shape or align team processes and thereby provide tools and applications that can improve team effectiveness. Topic-specific conclusions and recommendations are given throughout the review. There is a solid foundation for concluding that there is an emerging science of team effectiveness and that findings from this research foundation provide several means to improve team effectiveness. In the concluding section, we summarize our primary findings to highlight specific research, application, and policy recommendations for enhancing the effectiveness of work groups and teams.

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Section: Team Processes Emergent States and Effectivenessmentioning

confidence: 99%

Enhancing the Effectiveness of Work Groups and Teams

Kozlowski

Ilgen

2006

Psychol Sci Public Interest

1,903

1,737

View full text Add to dashboard Cite

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“…Fleishman and his colleagues developed a more extensive taxonomy of team-performance dimensions (Cooper, Shiflett, Korotkin, & Fleishman, 1984; Nieva, Fleishman, & Rieck, 1978; Shiflett, Eisner, Price, & Schemmer, 1982). After a number of years of research on the structure of tasks and human abilities (see Fleishman & Quaintance, 1984, for the culmination of this work), Fleishman focused his attention on teams in a programmatic research effort that spanned a decade.…”

Section: Critical Constructsmentioning

confidence: 99%

Teams embedded in organizations: Some implications.

Ilgen¹

1999

American Psychologist

340

246

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From the early 1980s to the present, organizations have increased their reliance on teams. Over the same time period, the amount of traditional small group–team research has decreased. The void has been filled by research that is focused on issues facing task-performing teams embedded in organizations. It is argued here that the organizational perspective has produced research that complements and extends past research on groups and teams. A case is made for differences in orientation between traditional team research and work aimed specifically at teams in organizations. Implications of these differences are explored.

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“…L. Oser et al, 1989). These team dimensions (i.e., orientation, resource distribution, timing, response coordination, and motivation; Shiflett et al, 1985) being developed were not only observable but "relatively molar in nature and robust" to team behavior, providing a strong theoretical base for team training. This approach would also be used in a practical sense where teams could use checklists to observe behavior and determine how they impacted team performance, which addressed the severe methodological limitations of previous training initiatives.…”

Section: Pioneering Research-defining Teamworkmentioning

confidence: 99%

The science and practice of team training: Historical progress and a research agenda.

Linhardt,

Bisbey,

Salas

2024

Consulting Psychology Journal

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Team training is a systematic initiative for developing the knowledge, skills, and attitudes required for effective teamwork and team performance. Research on team training has had a significant impact on science and practice in the field throughout history, fundamentally changing the way organizations develop workers and address complex societal issues. We reviewed the team-training literature to examine how theorizing through practical application has evolved with major turning points in team science. In this article, we provide a historical overview of team-training research and then discuss critical contributions to the science and practice of team training. In doing so, we highlight the breakthroughs that propelled team training from its infancy to a thriving field with resounding practical impact. Finally, we offer a collection of research directions that respond to current gaps in theory and changes in the modern workplace.

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The Definition and Measurement of Small Military Unit Team Functions

Cited by 7 publications

References 3 publications

Enhancing the Effectiveness of Work Groups and Teams

Enhancing the Effectiveness of Work Groups and Teams

Teams embedded in organizations: Some implications.

The science and practice of team training: Historical progress and a research agenda.

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