Alarm System Research Literature Review
Earlier this year, I posted the cover sheet, table of contents, and executive summary for an alarm system research literature review I co-authored with Curt Braun, Ph.D. and John Grimes, M.S. Below is the full report:
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Mark Hyman on a Systems Approach to Health Care
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Team Methods
Yesterday, I posted a sample of Teams Resources. One of the books I referenced was by Stanton, et al. (2004). The book includes a section devoted to team methods and includes the following chapters:
- Team Training
- Distributed Simulation Training for Teams
- Synthetic Task Environments for Teams
- Event-Based Approach to Training (EBAT)
- Team Building
- Measuring Team Knowledge
- Team Communications Analysis
- Questionnaires for Distributed Assessment of Team Mutual Awareness
- Team Decision Requirement Exercise: Making Team Decision Requirements Explicit
- Targeted Acceptable Responses to Generated Events or Tasks (TARGETs)
- Behavioral Observation Scales (BOS)
- Team Situation Assessment Training for Adaptive Coordination
- Team Task Analysis
- Team Workload
- Social Network Analysis
References
Stanton, N.A., Hedge, A., Brookhuis, K., Salas, E., Hendrick, H.W. (2004). Handbook of Human Factors and Ergonomics Methods. Boca Raton, FL: CRC Press.
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Teams Resources
In the past, I’ve posted on the topic of teams – see here, here, here, here, here, and here for further details. I’m going to continue this series of posts over the next couple months.
As a refresher, let’s start with a generally accepted definition of teams:
“…are composed of two or more individuals who (a) exist to perform organizationally relevant tasks, (b) share one or more common goals, (c) interact socially, (d) exhibit task interdependencies (i.e., work flow, goals, outcomes), (e) maintain and manage boundaries, and (f ) are embedded in an organizational context that sets boundaries, constrains the team, and influences exchanges with other units in the broader entity.” (Kozlowski & Bell, 2003, p. 334).
Below I have provided a sample of the books, chapters, and articles on the topic, along with some of the thought leaders conducting work in this area.
Books
Bowers, C., Salas, E., & Jentsch, F. (2006). Creating high-tech teams: Practical guidance on work performance and technology. Washington, D.C.: American Psychological Association.
Hackman, J.R. (2002). Leading teams: Setting the stage for great performances. Boston, MA: Harvard Business School Press.
Salas, E., & Fiore, S.M. (2004). Team cognition: Understanding the factors that drive process and performance. Washington, D.C.: American Psychological Association.
Stanton, N.A., Hedge, A., Brookhuis, K., Salas, E., Hendrick, H.W. (2004). Handbook of Human Factors and Ergonomics Methods. Boca Raton, FL: CRC Press.
Wageman, R., Nunes, D.A., Burruss, J.A., & Hackman, J.R. (2008). Senior leadership teams: What it takes to make them great. Boston, MA: Harvard Business School Press.
Chapters
Kozlowski, S. W. J., & Bell, B. S. (2003). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen, & R. Klimoski (Eds.), Handbook of psychology: Industrial and organizational psychology: Vol. 12 (pp. 333-375). London: Wiley.
Salas, E., Rosen, M. A., Burke, C. S., Goodwin, G. F., & Fiore, S. (2006). The making of a dream team: When expert teams do best. In K. A. Ericsson, N. Charness, P. J. Feltovich & R. R. Hoffman (Eds.), The Cambridge Handbook of Expertise and Expert Performance (pp. 439-453). New York: Cambridge University Press.
Salas, E., Stagl, K. C., & Burke, C. S. (2004). 25 years of team effectiveness in organizations: Research themes and emerging needs. In C. L. Cooper & I.T. Robertson (Eds.), International review of industrial organizational psychology: Vol. 19 (pp. 47-92). New York: John Wiley & Sons.
Salas, E., Stagl, K. C., Burke, C. S., & Goodwin, G. F. (2007). Fostering team effectiveness in organizations: Toward an integrative theoretical framework of team performance. In R. A. Dienstbier, J. W. Shuart, W. Spaulding, & J. Poland (Eds.), Modeling complex systems: Motivation, cognition and social processes: Nebraska Symposium on Motivation: Vol 51 (pp. 185–243). Lincoln: University of Nebraska Press.
Stagl, K. C., Salas, E., & Burke, C. S. (2007). Best practices in team leadership: What team leaders do to facilitate team effectiveness. In J.A. Conger & R.E. Riggio (Eds.), The practice of leadership: Developing the next generation of leaders (pp. 172-197). San Francisco, CA: Jossey-Bass.
Articles
Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. Leadership Quarterly, 17(3), 288-307.
Hulsheger, U. R., Anderson, N., & Salgado, J. F. (2009). Team-level predictors of innovation at work: A comprehensive meta-analysis spanning three decades of research. Journal of Applied Psychology, 94(5), 1128-1145.
Ilgen, D. R., Hollenbeck, J. R., Johnson, M., & Jundt, D. (2005). Teams in organizations: From input-process-output models to IMOI models. Annual Review of Psychology, 56, 517–543.
Klein, C., DiazGranados, D., Salas, E., Le, H., Burke, C.S., Lyons, R., & Goodwin, G.F. (2009). Does team building work? Small Group Research, 40, 181-222
Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7, 77–124.
Mathieu, J., Maynard, M.T., Rapp, T., & Gilson, L. (2008). Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34, 410-476.
McGrath, J.E., Arrow, H., & Berdahl, J.L. (2000). The study of groups: Past, present, and future. Personality and Social Psychology Review, 4, 95-105.
Salas, E., Cooke, N.J., & Rosen, M.A. (2008). On teams, teamwork, and team performance: Discoveries and developments. Human Factors, 50, 540-547.
Salas, E., DiazGranados, D., Klein, C., Burke, C.S., Stagl, K.C., Goodwin, G.F., & Halpin, S.M. (2008). Does team training improve team performance? A meta-analysis. Human Factors, 50, 903-933.
Thought Leaders
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Asking the Right Questions about Leadership
The January 2007 issue of the American Psychologist was a Special Issue on Leadership featuring six articles on the topic. Robert J Sternberg noted in the forward to the special issue that “…leadership has not been a leading topic in the field of psychology,” thus the special issue was created in an effort to begin addressing this issue (p. 1). He goes on to state:
“The purpose of this special issue is to introduce readers of the American Psychologist to recent theory and research on leadership. The articles are written by some of the leading theorists in the study of leadership and are intended to present an overview of much (although certainly not all) of the field as it exists today. The goal is not to present only the latest findings or cutting-edge research, but rather, to serve as a tutorial providing background that might whet readers’ appetites to read more.” (Sternberg, 2007, p. 1)
Prompted by concerns raised by Bennis (2007) about the need for leadership scholars to “…reframe the important questions about leadership,” Hackman and Wageman (2007) produced the following five questions:
Question 1: Not do leaders make a difference, but under what conditions does leadership matter?
Question 2: Not what are the traits of leaders, but how to leaders’ personal attribute interact with situational properties to shape outcomes?
Question 3: Not do there exist common dimensions on which all leaders can be arrayed, but are good and poor leadership qualitatively different phenomena?
Question 4: Not how do leaders and followers differ, but how can leadership models be reframed so they treat all system members as both leaders and followers?
Question 5: Not what should be taught in leadership courses, but how can leaders be helped to learn?
References
Sternberg, R.J. (2007). Forward to the special issue on leadership. American Psychologist, 62, 1.
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