The impact of team characteristics and context on team communication: An integrative literature review

Tiferes, Judith; Bisantz, Ann M.

doi:10.1016/j.apergo.2017.10.020

Cited by 18 publications

(10 citation statements)

References 79 publications

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“…The process of developing critical thinking through complex problem-solving is not a simple one. Learning how to think critically can be a very individual experience, Tiferes and Bisantz (2018), and the earlier, more design-centred findings of Suri and Marsh (1997). The findings from the above mentioned literature -in relation to criteria and concepts that support the development of 4C's -are mapped in Table 1.…”

Section: Criteria Relating To Creativity Critical Thinking Collaboration and Communicationmentioning

confidence: 96%

“…Appendix 1 provides a more detailed explanation of the criteria. (Patel et al, 2012;Tiferes & Bisantz, 2018;Moiranoa et al, 2020)…”

Section: Criteria Relating To Creativity Critical Thinking Collaboration and Communicationmentioning

confidence: 99%

“…Moiranoa et al (2020),Harvey and Kou (2013), Bezanilla, Fernández-Nogueira, Poblete and Galindo-Domínguez (2019), Patel Pettitt and Wilson (2012 andTiferes and Bisantz (2018). These are mapped to the positive experiences and perceptions of Jammers in…”

mentioning

confidence: 99%

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Developing critical thinking, collective creativity skills and problem solving through playful design jams

Tang

Vezzani

Preez

2020

Thinking Skills and Creativity

141

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Section: Criteria Relating To Creativity Critical Thinking Collaboration and Communicationmentioning

confidence: 96%

“…Appendix 1 provides a more detailed explanation of the criteria. (Patel et al, 2012;Tiferes & Bisantz, 2018;Moiranoa et al, 2020)…”

Section: Criteria Relating To Creativity Critical Thinking Collaboration and Communicationmentioning

confidence: 99%

See 1 more Smart Citation

Developing critical thinking, collective creativity skills and problem solving through playful design jams

Tang

Vezzani

Preez

2020

Thinking Skills and Creativity

141

View full text Add to dashboard Cite

show abstract

“…This approach advances theory by comparing fluctuations of team processes across different team phases (e.g., Schmutz et al, 2018;Manser et al, 2008) or across varying task levels (Hoogeboom & Wilderom, 2019;Lei et al, 2016), thus, challenging assumptions from the static approach by recognizing that activities are contingent on dynamic task characteristics. Teams are part of socio-technical organizational systems and changes of the technical system are tightly related with changes of the social system, that is, the extent to which specific activities play a fundamental role for team performance (Rousseau et al, 2006;Tiferes & Bisantz, 2018;Waller, 1999). This process approach has studied how volatile task features affected team process dynamics in medical emergency teams (Manser et al, 2008) and flight crews (Waller et al, 2004).…”

Section: The Multiphase and Socio-technical Approachmentioning

confidence: 99%

Time to go wild: How to conceptualize and measure process dynamics in real teams with high-resolution

Klonek

Gerpott

Lehmann‐Willenbrock

et al. 2019

Organizational Psychology Review

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Team processes are interdependent activities among team members that transform inputs into outputs, vary over time, and are critical for team effectiveness. Understanding the temporal dynamics of team processes and related team phenomena with a high-resolution lens (i.e., methods with high sampling rates) is particularly challenging when going “into the wild” (i.e., studying teams operating in their full situated context). We review quantitative field studies using high-resolution methods (e.g., video, chat/text data, archival, wearables) and map out the various temporal lenses for studying team dynamics. We synthesize these different lenses and present an integrated temporal framework that is of help in theorizing about team dynamics. We also provide readers with a “how to” guide that summarizes four essential steps along with analytical methods (e.g., sequential and pattern analyses, mixed-methods research, abductive reasoning) that are applicable to the broad scope of high-resolution methods.

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“…These basic, not only managerial skills, include the ability to communicate and teamwork. Communication between team members (Tiferes and Bisantz, 2018) is essential to the team's work Keyton, 2013, Keyton et al, 2010). Therefore, it is not surprising that the level of team communication is commonly used to study the functioning of teams (Cooke et al, 2007, Wildman et al, 2012.…”

Section: Literature Reviewmentioning

confidence: 99%

Comparative Study of Employees´ Key Competencies in Selected Health Care and Non-Health Care Organizations

Vydrová

2019

Proceedings of the International Conference on Business Excellence

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The key competences of the employees are currently discussed and the open labor market. Competencies can be divided into three basic categories: knowledge competencies, application competencies and social competencies. Each work environment brings its specifics and the aim of the article is to find similarities and differences in the key competencies of employees of healthcare organizations and non-healthcare organizations. In order to achieve the objective of the article, a questionnaire survey was used, involving 791 respondents from healthcare organizations and 647 nonhealthcare organizations. In total 1438 questionnaires were evaluated. The research was conducted from May 2017 to September 2018. The first phase of the research was conducted through semi-standardized interviews with 73 representatives of healthcare organizations and 69 representatives of non-healthcare organizations. Qualitative research was attended by representatives of the personnel department, respectively human resource management department. The second stage of the research was followed by quantitative research. Quantitative research was conducted from January 2018 to September 2018. Key competencies were selected on the basis of importance, and the author of the article deals with those that respondents have identified as most important for their work. Here we can find the first differences in the identification of key competencies in healthcare organizations and nonhealthcare organizations. Respondents of healthcare organizations have identified as the most important the ability to communicate, the ability to learn, teamwork, reliability, dedication to work, empathy, emotional maturity and work under stress, while non-healthcare organizations respond as key communication skills, IT skills, creativity, team work, reliability, emotional maturity, and work under stress. Three research hypotheses have been identified. The research hypotheses were verified using the Two-sample t-Test statistic for equal means.

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The impact of team characteristics and context on team communication: An integrative literature review

Cited by 18 publications

References 79 publications

Developing critical thinking, collective creativity skills and problem solving through playful design jams

Developing critical thinking, collective creativity skills and problem solving through playful design jams

Time to go wild: How to conceptualize and measure process dynamics in real teams with high-resolution

Comparative Study of Employees´ Key Competencies in Selected Health Care and Non-Health Care Organizations

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