Understanding team maladaptation through the lens of the four R's of adaptation

Frick, Sarah E.; Fletcher, Keaton A.; Ramsay, P. Scott; Bedwell, Wendy L.

doi:10.1016/j.hrmr.2017.08.005

Cited by 16 publications

(23 citation statements)

References 38 publications

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“…To achieve this insight, leadership plays a capital role. Team leaders should go further than developing plans and supervising plan execution; they should also promote active debriefing of performance, that is, a collective discussion of errors and possible improvements to prevent their further appearance (Frick, Fletcher, Ramsay, & Bedwell, 2017).…”

Section: Implications For Practicementioning

confidence: 99%

From Planning to Performance: The Adaptation Process as a Determinant of Outcomes

Ramos-Villagrasa

Passos

Izquierdo

2018

The Journal of Applied Behavioral Science

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Currently, teams require adaptation to deal with work demands successfully. However, research concerning team adaptation should necessarily involve a greater empirical effort in defining under which conditions teams prove more adaptable. This article seeks to contribute to the literature by linking plan formulation, plan execution, and team learning behaviors with team outcomes (i.e., team-adaptation perception and objective performance). Participants formed 142 teams, which were involved in structured-problem solving task (i.e. a simulated management competition). Conditional process analysis was used to test a double-mediated relationship. Results show that, although not all parts of the model are directly associated, there is an indirect link from plan formulation to team outcomes through plan execution and team learning behaviors. Our results support the idea of adaptation as a process, providing four ways in which organizations can elicit changes in teams: increasing plan execution, promoting team learning, improving team adaptive behaviors themselves, and building teams composed of members who demonstrate individual adaptability.

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Section: Implications For Practicementioning

confidence: 99%

From Planning to Performance: The Adaptation Process as a Determinant of Outcomes

Ramos-Villagrasa

Passos

Izquierdo

2018

The Journal of Applied Behavioral Science

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“…The organizational situations in which individuals may need or desire to adapt their TPs are numerous. Organizations typically deploy teams to address complex, unexpected situations (Burke, Stagl, Salas, Pierce, & Kendall, 2006;LePine, 2005;Uitdewilligen, Waller, & Pitariu, 2013), and the ability of teams to adapt in dynamic situations is critical; as Frick, Fletcher, Ramsay, and Bedwell (2018) note, "(i)t can be argued that in today's workplaces, characterized by dynamic operational environments, any team unable to adapt is destined to fail" (p. 411). In general, team adaptive behaviors in dynamic contexts include information collection, task prioritization, workload distribution, and other coordination and communication efforts in response to unexpected situations or events (Waller, 1999;Waller, Gupta, & Giambatista, 2004).…”

Section: Introductionmentioning

confidence: 99%

Time perspective balance and team adaptation in dynamic task contexts

2020

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Summary The concept of time perspective balance has attracted increased attention from scholars in the past decade, reflected in published evidence suggesting positive outcomes ranging from enhanced mood to life satisfaction for those individuals possessing balance among their past, present, and future time perspectives, and assumedly able to shift their time perspective to match situational demands. In this paper, we consider the notion of time perspective balance in an organizational setting within which much consequential adaptation often occurs—the team environment—and explore different configurations of time perspective balance in teams facing dynamic task contexts. Drawing from work on situational awareness, we first consider the mechanism by which time perspective balance likely influences individual adaptation in dynamic task‐focused situations. Next, we postulate what types of team configurations—ones with more balanced time perspective uniformity or ones with more time perspective variety—might be more appropriate in dynamic contexts given key team conditions. We illustrate our analysis with examples from healthcare team settings and offer ideas for future research.

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“…As teams maneuver these phases, they must make decisions in an evolving world, requiring them to be flexible in the presence of change. Team adaptation is the process through which teams respond cognitively, affectively, and behaviorally to change (Baard et al, 2014), which can stem from internal (e.g., membership turnover) or external (resource availability) sources (Frick et al, 2018). Successful adaptation has beneficial outcomes for teams; however, it may also manifest maladaptively for numerous reasons (Frick et al, 2018).…”

Section: Considerations Regarding the Core Characteristics Of Teamsmentioning

confidence: 99%

“…Team adaptation is the process through which teams respond cognitively, affectively, and behaviorally to change (Baard et al, 2014), which can stem from internal (e.g., membership turnover) or external (resource availability) sources (Frick et al, 2018). Successful adaptation has beneficial outcomes for teams; however, it may also manifest maladaptively for numerous reasons (Frick et al, 2018). Frick et al (2018) describe the Four Rs heuristic to explain how team adaptation occurs and explain the points of failure in this process that could result in maladaptation.…”

Section: Considerations Regarding the Core Characteristics Of Teamsmentioning

confidence: 99%

“…Successful adaptation has beneficial outcomes for teams; however, it may also manifest maladaptively for numerous reasons (Frick et al, 2018). Frick et al (2018) describe the Four Rs heuristic to explain how team adaptation occurs and explain the points of failure in this process that could result in maladaptation. The stages include recognize (i.e., noticing and acknowledging a change), reframe (i.e., shifting cognitions about the situation as a result of the change), respond (modifying behavior), and reflect (i.e., contemplating the change and the team’s subsequent response).…”

Section: Considerations Regarding the Core Characteristics Of Teamsmentioning

confidence: 99%

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Teams in a New Era: Some Considerations and Implications

Benishek

Lazzara

2019

Front. Psychol.

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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.

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Understanding team maladaptation through the lens of the four R's of adaptation

Cited by 16 publications

References 38 publications

From Planning to Performance: The Adaptation Process as a Determinant of Outcomes

From Planning to Performance: The Adaptation Process as a Determinant of Outcomes

Time perspective balance and team adaptation in dynamic task contexts

Teams in a New Era: Some Considerations and Implications

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