Teamwork is crucial in software development, particularly in agile development teams which are cross-functional and where team members work intensively together to develop a cohesive software ...solution. Effective teamwork is not easy; prior studies indicate challenges with communication, learning, prioritization, and leadership. Nevertheless, there is much advice available for teams, from agile methods, practitioner literature, and general studies on teamwork to a growing body of empirical studies on teamwork in the specific context of agile software development. This article presents the agile teamwork effectiveness model (ATEM) for colocated agile development teams. The model is based on evidence from focus groups, case studies, and multi-vocal literature and is a revision of a general team effectiveness model. Our model of agile teamwork effectiveness is composed of shared leadership, team orientation, redundancy, adaptability, and peer feedback. Coordinating mechanisms are needed to facilitate these components. The coordinating mechanisms are shared mental models, communication, and mutual trust. We critically examine the model and discuss extensions for very small, multi-team, distributed, and safety-critical development contexts. The model is intended for researchers, team members, coaches, and leaders in the agile community.
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EMUNI, FIS, FZAB, GEOZS, GIS, IJS, IMTLJ, KILJ, KISLJ, MFDPS, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, SBMB, SBNM, UKNU, UL, UM, UPUK, VKSCE, ZAGLJ
Effective teamwork is essential in almost every job, and can even mean life, death, or disability in some jobs. Intraoperative neurophysiological monitoring (IONM) is a career in which effective ...teamwork and accurate communication are of utmost importance, yet it comes with a unique set of challenges in which to achieve those goals. Operating rooms can be very stressful environments, even if a surgical neurophysiologist (SNP) works in the same hospital every day. Often an SNP is required to travel from hospital to hospital and work with different teams each day. In addition, communication with the IONM oversight professional (IONM-P) can be challenging by nature of the telemedicine model which is becoming the most commonly applied IONM model in the United States. It is unfortunate that such critical skills are assumed and are rarely formally trained. In this article, we present evidence-based recommendations for establishing effective team function. We also provide several tools designed to help create effective and efficient teams. Teams cannot function at their best without outstanding communication, so improving teamwork also means improving communication. This article also provides several techniques for excellent communication, regardless of the situation or context.
•We studied the effect of teamwork quality on project success in agile software teams.•We ran a survey with responses from 477 respondents from 71 teams in 26 companies.•Teamwork quality is perceived ...to have a small to large effect on team performance, depending of the rater.•Teamwork quality is perceived to have a large effect on personal success.•Teamwork quality and its effects are not greater in agile than in traditional teams.
Small, self-directed teams are central in agile development. This article investigates the effect of teamwork quality on team performance, learning and work satisfaction in agile software teams, and whether this effect differs from that of traditional software teams. A survey was administered to 477 respondents from 71 agile software teams in 26 companies and analyzed using structural equation modeling. A positive effect of teamwork quality on team performance was found when team members and team leaders rated team performance. In contrast, a negligible effect was found when product owners rated team performance. The effect of teamwork quality on team members´ learning and work satisfaction was strongly positive, but was only rated by the team members. Despite claims of the importance of teamwork in agile teams, this study did not find teamwork quality to be higher than in a similar survey on traditional teams. The effect of teamwork quality on team performance was only marginally greater for the agile teams than for the traditional teams.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UL, UM, UPCLJ, UPUK, ZRSKP
Background: Modern surgery crucially relies on teamwork between surgeons and assistants. The science of teamwork has been and is being studied extensively, although the use of specific objective ...methodologies such as shared pupil dilations has not been studied as sufficiently as subjective methods. In this study, we investigated team members' shared pupil dilations as a surrogate for surgeon's team performance during a simulated laparoscopic procedure. Methods: Fourteen subjects formed dyad teams to perform a simulated laparoscopic object transportation task. Both team members' pupil dilation and eye gaze were tracked simultaneously during the procedure. Video analysis was used to identify key event movement landmarks for subtask segmentation to facilitate data analysis. Three levels of each teams' performance were determined according to task completion time and accuracy (object dropping times). The determined coefficient of determination (R2) was used to calculate the similarity in pupil dilations between 2 individual members' pupil diameters in each team. A mixed-design analysis of variance was conducted to explore how team performance level and task type were correlated to joint pupil dilation. Results: The results showed that pupil dilations of higher performance teams were more synchronized, with significantly higher similarities (R2) in pupil dilation patterns between team members than those of lower performance teams (0.36 ± 0.22 v. 0.21 ± 0.14, p < 0.001). Conclusion: Levels of pupil dilation synchronization presented among teams reflect differences in performance levels while executing simulated laparoscopic tasks; this demonstrated the potential of using joint pupil dilation as an objective indicator of surgical teamwork performance.
The objective of this research was to determine the effect of Training, Integrity and Teamwork Competence Knowledge of the human resources officials at the Directorate General of Defense Strategy ...Defense The Ministry of Defense, Jakarta in 2016. The research used survey method with quantitative approach and path analysis technique. the data were collected from 63 civil sevants as sample. sample were sellected by simple random sampling from 166 Civil servants as population. The results showed that there is the Knowledge Competency Training Effect obtained the correlation coefficient is 0.689 and the value of path coefficient of 0.374, meaning a significant path coefficient; Influence of the Knowledge Integrity, Competency obtained by the correlation coefficient is 0.651 and the value of path coefficient of 0.300, meaning a significant path coefficient; Teamwork influence on Competency Knowledge obtained the correlation coefficient is 0.704 and the value of path coefficient of 0.299, meaning a significant path coefficient; Effect of Training on Teamwork obtained a correlation coefficient of 0.598 and the value of path coefficient of 0.409. Means a significant path coefficient; Teamwork Integrity influence on the correlation coefficient 0.603 and the value of the path coefficient of 0.417. Means a significant path coefficient; and Effect of Training for the Integrity of the correlation coefficient of 0.455 and the value of the path coefficient of 0.455. Means a significant path coefficient.
In our study, the importance of the notion of team, the difference between team and group, and the characteristics of the effective teamwork have been mentioned.
Managing innovation and teamwork is a complex process that involves navigating different phases of idea development. In order to bring truly novel ideas to market, it is important to understand how ...collaborative needs change throughout the journey from concept to product. During the idea generation phase, exposure to alternate perspectives and interactions with strangers or acquaintances can enhance creativity. Elaboration requires support and encouragement to overcome the risks and challenges associated with highly novel ideas. In the promotion phase, network brokers play a crucial role in securing buy-in and resources from various areas of the organization. Finally, during implementation, cohesive teams with a shared vision are essential for executing the idea. To foster collaborative flexibility, managers can create spaces for independent thinking, convene strangers to provide fresh perspectives, and identify superconnectors to facilitate connections. By adapting collaborative behavior to meet the needs of each phase, organizations can increase their chances of bringing truly innovative ideas to market.
Purpose
Challenges of teamwork in online classes may adversely affect students’ future attitudes toward teamwork. Further, there is a concern about whether online programs foster students’ teamwork ...skills. To answer these questions, the purpose of this paper is to compare online and face-to-face students’ attitudes toward teamwork, interest in learning teamwork skills and teamwork self-efficacy.
Design/methodology/approach
The authors developed a conceptual model explaining how students’ background, engagement in learning teamwork, teamwork self-efficacy and interest in learning teamwork affect attitudes toward teamwork and rigorously tested the model for a meaningful comparison between online and face-to-face students. Attitudes toward teamwork, teamwork interest and teamwork self-efficacy of 582 online and face-to-face students who attend the same academic program were compared.
Findings
The results suggest that online students have less positive attitudes towards teamwork compared to face-to-face students although online students have a higher level of teamwork self-efficacy. Therefore, online students’ relative less positive attitudes toward teamwork cannot be explained by the lack of engagement, teamwork skills or interest.
Research limitations/implications
The homogeneity of the sample population is one of the limitations of the paper although it provides the opportunity for a comparative study of online and face-to-face students by controlling the majors.
Practical implications
Instructors should evaluate the appropriateness of team assignments while incorporating teamwork in online classes.
Originality/value
Concerns about online teamwork are discussed but have not been rigorously investigated in the literature. The authors conducted a comprehensive study involving 582 undergraduate students. The findings of this paper suggest that new approaches are needed to incorporate teamwork in online classes. The results also show that importance of building teamwork self-efficacy.
Team-based projects are widely used in both traditional face-to-face and online programs in higher education. To date, the teamwork experiences of students in each modality have been documented ...primarily through evaluative research conducted over short spans of time and limited by a priori frameworks. The literature also reflects a lack of agreement about what constitutes the phenomenon of teamwork in each modality. In order to address these limitations, we conducted a phenomenological study examining the lived experiences of teamwork among students in both face-to-face and online MBA programs in Iran. Our analysis revealed striking commonalities in the experiences of both groups, including a shared desire for effective leadership to alleviate the problem of free riders, as well as substantial time and effort invested in retaining reliable teammates from one team project to another. In other respects, face-to-face and online students' experience differed strongly. For example, while face-to-face participants pursued teammates with similar beliefs about how teamwork should be accomplished, online participants found themselves pre-occupied with staying connected with their teammates and struggled to establish common communication channels with each and every team member. Overall, our findings suggest that while training and support for student teamwork can partly build on the shared needs among students in both modalities, the nature of the experience in each modality may be so different in vital respects that engaging in one mode of teamwork does not necessarily prepare students to participate well in the other mode. Other implications and limitations of the research are discussed. (HRK / Abstract übernommen).
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BFBNIB, CEKLJ, DOBA, EMUNI, FIS, FZAB, GEOZS, GIS, IJS, IMTLJ, IZUM, KILJ, KISLJ, MFDPS, NLZOH, NMLJ, NUK, OBVAL, OILJ, PILJ, PNG, SAZU, SBCE, SBJE, SBMB, SBNM, SIK, UILJ, UKNU, UL, UM, UPUK, VKSCE, ZAGLJ
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