{"id":816,"date":"2019-06-25T11:06:21","date_gmt":"2019-06-25T11:06:21","guid":{"rendered":"https:\/\/www.steoplegroup.com\/?p=816"},"modified":"2022-04-26T11:23:35","modified_gmt":"2022-04-26T11:23:35","slug":"the-new-science-behind-dream-teams","status":"publish","type":"post","link":"https:\/\/www.steoplegroup.com\/2019\/06\/25\/the-new-science-behind-dream-teams\/","title":{"rendered":"The New Science Behind Dream Teams"},"content":{"rendered":"

As our team continues to grow at Steople, we face some of the same challenges with teamwork that we regularly tackle with you and in your organizations.\u00a0 How do we keep this team cohesive, preserve our culture and maintain high-quality work, while also building a diverse team to fuel innovation and growth?\u00a0 We want cohesion and great collaboration, and we work hard to nurture and grow our \u201cdream\u201d team.<\/p>\n

Given the VUCA (volatile, uncertain, complex, and ambiguous) world that we live and work in, combining our knowledge and skills to reach goals has become the preferred way to work.\u00a0 However, thriving as a team is not always natural or easy.\u00a0 It\u2019s complex, just like the world we live in.\u00a0 As psychologists who believe in evidence-based practice, we draw from our training in human behavior and group dynamics, and we turn to current research on teamwork to inform our teamwork efforts.<\/p>\n

Teamwork is a hot topic.\u00a0 Research is growing and we are now better able to pinpoint what works well and what does not.\u00a0 In fact, the American Psychological Association published a special issue of the American Psychologist<\/em> in 2018 comprised of 21 articles detailing what scientists have learned to date about working in teams, along with running a cover story in September 2018 issue of the Monitor on Psychology summarizing significant findings from these same articles (\u201cThe Science of Teamwork: New Research on What Makes Teams Gel or Undercuts Their Success\u201d<\/a><\/strong>).<\/p>\n

Since scientific articles are a tough read for many AND we love to share good info, I am outlining my key takeaways from a recent read of the literature on teamwork.\u00a0 Hopefully these will provide you with good food for thought in cultivating your own dream teams:<\/p>\n

    \n
  1. \u201cDeep-level\u201d factors matter more than \u201csurface-level\u201d attributes.<\/li>\n
  2. The ideal team composition depends upon the context and objectives.<\/li>\n
  3. Good teamwork is different than good taskwork.<\/li>\n
  4. Frequent, direct communication is best when teams are multi-disciplinary and fluid in membership.<\/li>\n
  5. Small teams are great for generating ideas, while larger teams are better at developing them.<\/li>\n
  6. Diverse teams fuel innovation and agility but face unique team functioning challenges.<\/li>\n<\/ol>\n

    \u201cDeep-level\u201d factors matter more than \u201csurface-level\u201d attributes.<\/strong>
    \nAccording to Dr. Suzanne Bell, an Industrial\/Organizational Psychologist at DePaul University in Chicago, the \u201cdeep-level\u201d factors of individual team members are those that you can\u2019t see at a glance \u2013 things like member\u2019s personality traits, values and abilities.\u00a0 These have a much bigger impact on work teams than \u201csurface-level\u201d attributes (age, gender, reputation, etc.), although both matter.<\/p>\n

    Bell states that \u201cdeep-level\u201d factors shape the ABC\u2019s of teamwork:\u00a0 attitudes, behaviors<\/em> and cognitive states.<\/em><\/p>\n

      \n
    • \u00a0A – Attitude<\/strong><\/li>\n<\/ul>\n

      Attitude matters.\u00a0 One person\u2019s mood and outlook can spread throughout the team \u2013 in either a positive or negative way.\u00a0 For example, a pessimistic team member could negatively influence the way the whole group views its goals.<\/p>\n

        \n
      • B \u2013 Values <\/strong><\/li>\n<\/ul>\n

        People who value teamwork tend to be more confident and cooperative in team settings.\u00a0 When team members are high in conscientiousness, they are also better at self-regulating their teamwork.<\/p>\n

          \n
        • C \u2013 Cognitive States (Thinking) <\/strong><\/li>\n<\/ul>\n

          Groups composed of high-ability members who are able to learn, reason, adapt and solve problems are more likely to work well together.<\/p>\n

          The ideal team composition depends upon the context and objectives.<\/strong>
          \nWhat is the preferred combination of \u201cdeep-level\u201d factors? According to Bell, it depends:<\/p>\n

            \n
          • If the team is innovating and designing a new product, she recommends building a team with diverse thinkers who bring a range of knowledge, skills and abilities to the project.<\/li>\n
          • If the team is aimed at improving efficiencies, diverse attitudes might be less critical.<\/li>\n<\/ul>\n

            On the horizon are algorithms to help organizations create effective teams for specific goals.\u00a0 Once perfected these could be valuable tools for creating the best possible team compositions from the outset.<\/p>\n

            Good teamwork is different than good taskwork.<\/strong>
            \nFrom U.S. military research teams, we have learned that the distinction between taskwork and teamwork is an important one:<\/p>\n

              \n
            • Taskwork \u2013 The work that must be done to complete a mission or assignment;<\/li>\n
            • Teamwork \u2013 The interrelated thoughts, feelings and behaviors of team members (i.e., team cohesion, shared mental models).<\/li>\n<\/ul>\n

              According to Dr. Gerald F. Goodwin (U.S. Army Research Institute for the Behavioral and Social Sciences) and his colleagues, how well people work together may be more important than how well they work on the tasks.\u00a0 He refers to this as team cognition<\/em>, which is essentially what teams think, how they think together and how well synchronized their beliefs and perceptions are.\u00a0 Team cognition is what allows team members to understand intuitively how their teammates will think and act, whether on the battlefield, in a surgical suite or on a basketball court.\u00a0 This is important for teams that need to quickly adapt to dynamic circumstances without much opportunity for communication.<\/p>\n

              Frequent, direct communication is better when teams are multi-disciplinary and fluid in membership<\/strong>.
              \nResearch on teamwork in healthcare informs us about working well on multi-disciplinary teams.\u00a0 The stakes are high for teams functioning in medical settings – how well or not a medical team is coordinated affects patient safety and quality of care.\u00a0 They face unique teamwork challenges in that they are multi-disciplinary and fluid in membership \u2013 meaning that members change on care teams from one patient to the next and\/or at shift change.<\/p>\n

              Dr. Michael Rosen and colleagues at the Johns Hopkins University School of Medicine, stress that clear roles, clear goals and a clear plan of care are crucial and are fundamental to good collaboration.\u00a0 Their research shows that implementing procedures such as multidisciplinary rounds improves communication between physicians and nurses and decreases length of stay for trauma patients.\u00a0 In outpatient settings, team \u201chuddles\u201d before a patient visit to coordinate care plans and short debriefings at the end of the day to share what worked and what didn\u2019t can boost performance among team members and improve patient outcomes.<\/p>\n

              Small teams are great for generating ideas, while larger teams are better for developing them.<\/strong>
              \nStudies on use of team collaboration in scientific research settings show an emerging pattern that supports this.\u00a0 Small teams appear best for generating ideas that shake up the status quo, for instance, while larger teams are better at further developing those big ideas.<\/p>\n

              Diverse teams fuel innovation and agility but face some unique challenges in team functioning.<\/strong>
              \nCross-disciplinary, multicultural, and\/or geographically diverse teams can be great for fueling innovation and creativity.\u00a0 \u201cTeam members from different cultures can each bring in something unique, which can result in a better team product than any one person could have thought of on their own,\u201d explains Dr. Jennifer Feitosa of the City University of New York, Brooklyn College.\u00a0 Although diversity appears beneficial in terms of creative output, it can also bring unique obstacles for team functioning:<\/p>\n

                \n
              • Members may have different ways of thinking and doing things, and they might not understand where each other is coming from;<\/li>\n
              • Trust may be slow to develop; and<\/li>\n
              • Cultural differences can include differing norms and preferences for leadership styles and for conflict management that may oppose one another.<\/li>\n<\/ul>\n

                The recommendation to prevent differences from becoming obstacles is to create a \u201chybrid\u201d culture for the team by establishing team norms that aren\u2019t entirely my way or your way but, instead, are a little bit of everyone\u2019s.<\/p>\n

                Whew!\u00a0 The sheer volume of information available now on teamwork is huge, but researchers still have more questions to address.\u00a0 I hope you\u2019ve all found a nugget of new information here to consider and use when creating and managing teams in your organizations.\u00a0 And, as always, let us know if we can help and have a great week!<\/p>\n","protected":false},"excerpt":{"rendered":"

                As our team continues to grow at Steople, we face some of the same challenges with teamwork that we regularly tackle with you and…<\/p>\n","protected":false},"author":6,"featured_media":817,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"footnotes":""},"categories":[5],"tags":[12,11,13,10],"acf":[],"yoast_head":"\nThe New Science Behind Dream Teams - Steople<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.steoplegroup.com\/2019\/06\/25\/the-new-science-behind-dream-teams\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The New Science Behind Dream Teams - 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