Can voicing conflict within experiential learning groups facilitate connection? building and developing effective multi-disciplinary team-working skills

In the UK, Clinical Psychologists (CPs) work in a variety of settings within the National Health Service (NHS), often within Multi-Disciplinary Teams (MDTs). Problem-Based Learning (PBL) within CP training at the University of Hertfordshire (UH) offers unique opportunities to combine scientist-practitioner and reflective-practitioner models to learn about group dynamics from the personal experience of working within an experiential learning group.

Further, given Trainees work three days per week on placement within MDTs in the NHS, the learning gained within a ‘safer’ PBL context can be utilised within these clinical settings. For two years, Trainees at UH have to work in small PBL groups with five or six members learning to work together to achieve a goal (four assessed presentations) negotiating their own personal and professional journey, as well as a group journey. Consequently, PBL offers trainees opportunities to learn (1) how individuals work within a group; (2) how personal experiences influence this process; (3) how others influence them and are influenced by them; and (4) how a group of diverse individuals conceptualise, understand and convey case vignettes to an audience. Within these groups, many Trainees learn to speak out, reflect, listen attentively, empathise, validate and accept diverse experiences. Further, when differences dominate they often learn to negotiate these, finding a way to maintain effective team working in order to complete the presentation. Focusing on the conflict that can occur within (any) group, this paper explores themes from the reflective narratives of six trainees: parallels and differences between MDTs and PBL groups, striving for and achieving authenticity; and conflict as a ‘swear’ word. We conclude that exploring the role PBL can play in training individuals to work effectively in teams may be of benefit within the training of other professional groups.     

Towards Multi-positioned Live Supervision in Family Therapy: Combining Treatment and Observation Teams with First- and Second-order Perspectives

This article describes a process of live supervision that has been designed to encourage trainees to experience competing theoretical perspectives. It involves the use of separate T (treatment) and O (observation) teams who conceptualise the same case from two broadly defined theoretical perspectives, variously called first and second order, modern and postmodern, or family systems and social constructionist. The process requires trainees to adopt multiple positions rather than identify with one perspective, and provides a basis for comparing and potentially integrating them. We provide examples of the approach, discuss important contextual issues for supervisors to consider when implementing it, and examine ways of adapting it to a wide range of training contexts.     

Coming of Age with Self-Managed Teams: Dealing with a Problem Employee

In the wake of documented success stories from organizations using self-managed teams, additional attention should be directed at factors that can enhance as well as diminish their success. The common characteristics of highly desirable team members are described as a setting for understanding performance problems that are created when individuals with co-dependent behaviors are introduced into a team structure. Although it is difficult to pinpoint accurately the number of individuals who are affected by co-dependency, estimates that reach as high as 95 million make discussion and recommendations for dealing with these individuals in a team setting especially useful.     

Meta-dialogue

On the basis of recent developments in constructivism and social constructionism, the authors propose an approach that takes self-recursiveness seriously: Meta-dialogue, an extension of reflecting teams and reflecting positions. The authors see therapists as experts in interviewing (questioning, asking, and reflecting) and clients as experts for their different domains (their lives). Thus, the authors see it as crucial to express basic respect to the people who come to consult them in a cooperative way in order to enlarge the options of all the people taking part in the interview. The structure of meta-dialogue is described in detail and illustrated with a case example.We would like to thank Amanda Gorman (Kiel) for her sensitive help with the translation.     

A Multi-Dimensional Framework for Evaluation of Instructional Consultation Teams

ABSTRACT

This article describes a multidimensional framework for evaluating team-based services in schools. The theory and literature on developmental, causal and confirmatory program evaluation are discussed as the foundation for this framework. The model of Instructional Consultation Teams (IC-Teams) is presented as an illustration of how program evaluation research supports program development and provides evidence of program impact. The inferred impact of IC-Teams upon over-referral and identification of students for special education, especially minority students, is investigated using the confirmatory criteria of consistency. Three studies investigating the impact of IC-Teams upon special education referrals of the IC-Team model are presented. The studies, conducted across three implementations of the program with three different methodologies, demonstrated decreases in the referral, evaluation and placement of students in special education. The need for additional research and limits of the approach are discussed.     

Behavioral Consequences of Fluctuating Group Success: An Internet Study of Soccer-Team Fans

Abstract

The authors tested the hypothesis that fans of a sports team avoid private contact with their team when it is unsuccessful (cutting off reflected failure, or CORF), whereas fans actively seek private contact with their team when it is successful (basking in reflected glory, or BIRG). During the 2nd half of the 1999–2000 soccer season, the authors registered the number of visitors who had surfed the Web sites of 16 Belgian and 18 Dutch 1st-division teams on the 1st working day following a championship game. The authors obtained 586 valid measurements, which were transformed into z scores for each team separately. In line with the hypothesis, there were significantly more visitors after the teams won (BIRG) than after they lost (CORF). The effects of game outcome were not mediated by pregame expectations or by the size of the wins or losses.     

“We've Got Creative Differences”: The Effects of Task Conflict and Participative Safety on Team Creative Performance

Although both participative safety and team task conflict are widely thought to be related to team creative performance, the nature of this relationship is still not well understood, and prior studies have frequently yielded conflicting results. This study examines the ambiguity in the extant literature and proposes that both constructs must exist in tandem. Through a study of 55 design teams, we have identified a significant interaction between task conflict and participative safety. Results suggest that both participative safety and task conflict must exist in tandem to spur team creativity, and that team creative performance must be examined at the facet level, instead of simply as a single construct. In addition, supplemental analyses suggest that teams low on participative safety and task conflict are likely able to generate more original solutions for creative tasks due to the presence of an independent, disagreeable creative member. Implications for future research and practice are further discussed.     

The psychological costs of knowledge specialization in groups: Unique expertise leaves you out of the loop

Knowledge specialization, such as that present in cross-functional teams, produces both positive and negative outcomes. Our research investigated how unique expertise can lead to feelings of ostracism in the form of being out of the loop. Compared to group members with shared expertise, members with unique expertise felt out of the loop and experienced decreased fulfillment of fundamental needs, particularly when their expertise was to be given less weight in the group’s decision. Possessing unique expertise did not inhibit leadership emergence, even when that expertise should not have been used in the decision-making process. So, although knowledge specialization can have positive consequences for teams and task performance, it also has some negative psychological consequences that need to be understood.     

Managing information overload in virtual teams: Effects of a structured online team adaptation on cognition and performance

Information overload (IO) indicates the exchange of too much low-quality information in virtual teams. When being overloaded with information, teams need to adapt and to change communication behaviour. This study introduces and tests a structured online team adaptation (STROTA) procedure that enables virtual teams to reduce IO by improving their team mental model quality. STROTA, built from team adaptation models, is a moderated intervention consisting of three stages: (1) individual situation awareness, (2) team situation awareness, and (3) plan formulation. STROTA was tested in the context of an experimental problem-solving task. Participants (N = 363) worked in virtual teams of three and were randomly assigned to one of four experimental conditions: no STROTA, incomplete STROTA (step 1, steps 1–2), and complete STROTA (steps 1–2–3). We found teams that followed a complete STROTA procedure experienced lessened IO over time. Teams with complete STROTA showed the largest development of TMM immediately after STROTA. Finally, multilevel mediation analyses showed that TMM are mediators that explain the influence of STROTA on IO.