Investigating the team adaptation process in two laboratory experiments (N = 144 teams, n = 504 participants), we found no benefits for teams with team adaptation experience (vs. without) nor for ...teams with external team adaptation experience (vs. with internal experience). Collective experience under routine and nonroutine conditions seems to provide teams with the resources to adapt. We further found that executing the team adaptation process did not always lead to high team performance; different team performance requirements might explain these findings. We discuss how our experimental findings can extend our understanding of team adaptation toward new boundary conditions.
The productivity of work meetings is mostly assessed through post-hoc questionnaires. These questionnaires are impractical as they require additional time after the meeting has ended. Thus, measuring ...meeting productivity in a non-intrusive manner is of practical and theoretical importance. Extending research on physiological arousal and the healthy physiological variability thesis to the context of work meetings, we take a novel approach and investigate whether physiological arousal and the variability in implicit body signals of meeting participants (heart rate, arm movements, and speech intensity) can be accurate predictors of perceived meeting productivity. In a preliminary field study, we used smartwatches and tracked the body signals of 16 team members in 26 team meetings. The perceived meeting productivity was assessed at the end of the meetings. Partly supporting our assumptions, multilevel analysis showed that the variance in arm acceleration was a significant predictor of perceived meeting productivity. Further, using a random forest classifier, we accurately predicted perceived meeting productivity in roughly 60% of the cases with body signals. This study adds to previous work on meeting effectiveness by tapping into the potential of wearables to provide valid information about perceived meeting productivity. Cultivating our findings, we discuss lessons learned for future research.
We outline a network method to synthesize a literature overview from search results obtained by multiple team members. Several network statistics are used to create a single representativeness ...ranking. We illustrate the method with the dispersed literature on a common misinterpretation of analysis of covariance (ANCOVA). The network method yields a top ten list of the most relevant articles that students and researchers can take as a point of departure for a more detailed study on this topic. The proposed methodology is implemented in Shiny, an open-source R package.
Investigating the team adaptation process in two laboratory experiments (N = 144 teams, n = 504 participants), we found no benefits for teams with team adaptation experience (vs. without) nor for ...teams with external team adaptation experience (vs. with internal experience). Collective experience under routine and nonroutine conditions seems to provide teams with the resources to adapt. We further found that executing the team adaptation process did not always lead to high team performance; different team performance requirements might explain these findings. We discuss how our experimental findings can extend our understanding of team adaptation toward new boundary conditions.
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