When Teams Agree While Disagreeing: Reflexion and Reflection in Shared Cognition

Healey, Mark P.; Vuori, Timo; Hodgkinson, Gerard P.

doi:10.5465/amr.2013.0154

Cited by 105 publications

(127 citation statements)

References 143 publications

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“…Arguments relating to this research stream consider how corporate managers subjectively interpret their environments (Nadkarni and Barr 2008), and how they act to influence the development of collective capabilities, filters, logics, maps, and structures which shape the strategy of the firm (Healey et al 2015;Helfat and Peteraf 2015). One recurring claim is that individuals invariably attempt to adapt and align their decisional behaviours to fit into a specific social contextas in the case of the combined pursuit of business sense and sustainable performance through business case and paradoxical cognitive frames (Hahn et al 2014).…”

Section: Introductionmentioning

confidence: 99%

On the Role of Faith in Sustainability Management: A Conceptual Model and Research Agenda

Martinez

2017

J Bus Ethics

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The objective of this article is to develop a faith development perspective on corporate sustainability. A firm's management of sustainability is arguably determined by the way decision-makers relate to the other and the natural environment, and this relationship is fundamentally shaped by faith. This study advances theoretical understanding of the approach managers take on sustainability issues by explaining how four distinct phases of faith development-improvidence, obedience, irreverence and providence-determine a manager's disposition towards sustainability. Combining insights from intentional and relational faith development theories, the analysis reveals that a manager's faith disposition can be measured according to four interrelated process criteria: (1) connectivity as a measure of a manager's actual engagement and activities aimed at relating to sustainability; (2) inclusivity as a measure of who and what is included or excluded in a manager's moral consideration; (3) emotional affinity as a measure of a manager's sensitivity and affection towards the well-being of others and ecological welfare; and (4) reciprocity as a measure of the degree to which a manager is rewarded for responding to the needs and concerns of 'Others', mainly in the form of a positive emotional (and relational) stimulus. The conceptual model consolidates earlier scholarly works on the psychological drivers of sustainability management by illuminating our search for a process of faith development that connects with an increasingly complex understanding of the role of business in society.

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Section: Introductionmentioning

confidence: 99%

On the Role of Faith in Sustainability Management: A Conceptual Model and Research Agenda

Martinez

2017

J Bus Ethics

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“…Consequently, building such deep understanding is a prime element of promoting openness in a team. By combining the subconscious attitudes with the more explicit overall goals, teams can work efficiently as fully concordant [54]. The presence of such openness, in turn, allows teammates to challenge established practices, ask questions, and attempt to assume functional roles that are outside their comfort zones.…”

Section: Discussionmentioning

confidence: 99%

From routine to uncertainty: Leading adaptable teams within integrated operations

2016

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My original contribution to frontline team knowledge is that efficient adaption stems from a continuous focus upon internal interaction patterns. This means that focusing upon task, procedures, and individual expertise is not enough to enable teams to excel through uncertain contexts and ambiguous tasks. To be able to extract and combine the unique skills and knowledge from each individual teammate, teams must be able to utilize a broad spectrum of behaviors; establish and accept a deep collective understanding of each other's skills, attitudes and knowledge; balance individuals' influence; and ensure efficient leadership perspectives.This means that advanced team interactions build on a collective commitment and the will to develop. As such, the team leader is responsible for enabling the advanced team dynamics, but the teammates also have to contribute to efficient leadership.The empirical contributions stem from The Royal Norwegian Naval Academy (RNoNA) and the Norwegian oil and gas company Statoil ASA, which both build their operations around efficient teamwork. While the purpose of these two organizations are clearly different, they both have to deal with high-risk environments, as well as teamwork that ensures adoption and innovation in rapidly changing contexts.Part I of the thesis provides the theoretical foundations and insights into trends in team research, and brings the findings from the four empirical papers into the broader discussion.The first part ends with suggestions for further research, practical implications, and concluding remarks. Part II presents the four empirical articles that investigate various aspects closely related to the team's ability to adapt and excel through uncertainty. These papers originate from gaps in my literature review, as well as the research partners' interests.ii Executive SummaryThis thesis investigates various aspects that are important for developing teams that are able to excel through uncertainty. It is possible to read the Part I as a short summary of the whole work. The first part begins with a literature review that can be used to understand the various trends in the team literature, and thereby help leaders to understand the implications from the different perspectives. At the same time, the perspective I advocate builds on the premise of enabling teams to adapt to their contextual demands, which means that a focus upon the teams' internal interplay is highly important. The second part of the thesis consists of four separate articles that visit topics such as team building; team insights and perceptions; the distribution of influence, and leadership perspectives and structures. These articles can be read separately, but reading the whole thesis will help to give a broader insight.For many leaders, some of the suggestions will be inconsistent with long-held leadership-and team theories. The focus on the "soft" sides of teamwork, instead of task and procedures, can be quite different from established practices and knowledge bases. Indeed, the implicat...

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“…Their generous friendship and mentoring has nurtured my ability and given me the confidence to submit and ultimately publish my work in some of the best North American (e.g. Gill & Hodgkinson, 2007;Healey, Vuori, and Hodgkinson, 2015;Hodgkinson et al, 1999;Healey, 2008a, 2011) and European (e.g. Hodgkinson, 1997aHodgkinson, , 1997bHodgkinson and Healey, 2008b;Hodgkinson and Johnson, 1994) journals and other distinguished outlets (e.g.…”

Section: Discussionmentioning

confidence: 99%

“…Cognition in the workplace (e.g. Healey, Vuori, and Hodgkinson, 2015;Hodgkinson and Healey, 2008a), encompassing the psychological analysis of strategic management processes (e.g. Hodgkinson, 1997aHodgkinson, , 1997bHodgkinson and Johnson, 1994) and the development and evaluation of tools and wider practices for intervening in such processes (e.g.…”

Section: Introductionmentioning

confidence: 99%

Publishing at the interfaces of psychology and strategic management

Hodgkinson¹

2016

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When Teams Agree While Disagreeing: Reflexion and Reflection in Shared Cognition

Cited by 105 publications

References 143 publications

On the Role of Faith in Sustainability Management: A Conceptual Model and Research Agenda

On the Role of Faith in Sustainability Management: A Conceptual Model and Research Agenda

From routine to uncertainty: Leading adaptable teams within integrated operations

Publishing at the interfaces of psychology and strategic management

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