A qualitative study into the experience of mandatory personal therapy during training

A small scale qualitative study was carried out to investigate the experiences of attendees of a Masters Degree in counselling. The study used an in depth semi‐structured group interview and analysed the data using a form of grounded theory. The key findings suggest that personal therapy for trainees can be a positive experience and can enhance the process of becoming a professional counsellor. The findings are put forward in terms of a model illustrating how therapy can be of use to trainees. This involves the trainee experiencing the emergence of four key processes: reflexivity, growth, authenticity and prolongation.     

Time‐limited therapy in a Community Mental Health Team setting

This study examines time‐limited therapy in a Community Mental Health Team (CMHT) setting. This work is a key tension for CMHTs who are under pressure to focus on clients with a serious mental illness as a priority as opposed to clients who might be deemed the ‘psychologically distressed’. The development of CMHTs in the UK is described. Limited research on time‐limited therapy in a CMHT setting is identified. Results suggest that time‐limited therapy has a positive impact on the mental health needs of clients referred to a CMHT by GPs. It is concluded that it is appropriate to justify the use of time‐limited therapy in a CMHT‐based setting. Suggestions for further research are made.     

A meta-analytic investigation of virtuality and information sharing in teams

We uncover new insights on the role of virtuality on team information sharing. A new two-dimensional conceptualization of information sharing (Mesmer-Magnus & DeChurch, 2009) enabled us to reconcile past inconsistencies in the virtual team literature. Recasting the findings of 94 studies (total number of groups = 5596; total N approximately = 19,702) into this framework reveals three key insights. First, virtuality improves the sharing of unique information, but hinders the openness of information sharing. Second, unique information sharing is more important to the performance of face-to-face teams than is open information sharing, whereas open information sharing is more important to the performance of virtual teams than is unique information sharing. Third, the effects of virtuality on information sharing are more curvilinear than linear – such that low levels of virtuality improve information sharing, but high levels hider it. Implications for research and practice are discussed.     

Diversity in goal orientation, team reflexivity, and team performance

Although recent research highlights the role of team member goal orientation in team functioning, research has neglected the effects of diversity in goal orientation. In a laboratory study with groups working on a problem-solving task, we show that diversity in learning and performance orientation are related to decreased group performance. Moreover, we find that the effect of diversity in learning orientation is mediated by group information elaboration and the effect of diversity in performance orientation by group efficiency. In addition, we demonstrate that team reflexivity can counteract the negative effects of diversity in goal orientation. These results suggest that models of goal orientation in groups should incorporate the effects of diversity in goal orientation.     

Anger and happiness in virtual teams: Emotional influences of text and behavior on others’ affect in the absence of non-verbal cues

Emotions carry social influence, as evident by emotion contagion - an unconscious process attributed to mimicking of non-verbal cues. We investigate whether emotion contagion can occur in virtual teams; specifically, the emotional influence of text-based and behavior-based cues on participants’ emotion in 4-person virtual teams. In a 2 × 2 design a confederate textually communicated anger or happiness, while behaving in a resolute or flexible pattern. The team task required negotiation offering a performance based reward. We demonstrate that emotion contagion occurs in teams even when communication is only text-based. We show that behaviors are perceived as emotionally charged, resolute behavior interpreted as a display of anger, and flexibility as a display of happiness. Moreover, we demonstrate that incongruence between text-based communication of emotion and emotionally charged behaviors elicits negative emotion in fellow teammates. Our findings extend the boundaries of emotion contagion and carry implications for understanding emotion dynamics in virtual teams.     

Embodied reflexivity: discerning ethical practice through the Six-Part Story Method

Early reflective practice drew on the work of John Dewey and the concept of learning-by-doing involving individual reflection on, and in, action. More recently the practice of reflection has also been taken into a more socially constructed, and emergent, sense of knowing where the individual ‘reflexes’ in, and through, experiences as felt ways of knowing. This concept forms the basis of this article. We will explore a process of learning called the Six-Part Story Method (6PSM). Originally created in the field of dramatherapy as a diagnostic tool to enable child victims of trauma to be supported, Elinor further developed it in 2017 to support education professionals and leaders to enhance their reflective practice and create new opportunities to develop greater self-awareness. Warren then utilized it in teaching a course on ethical practice in a graduate programme; the course’s epistemological underpinning is the concept of ‘ethical know-how’. We then include the work of Helen, a student in the programme, as she explores the story she developed through the 6PSM and then analyzes the effect of it on herself one year later.     

Using Brunswikian theory and a longitudinal design to study how hierarchical teams adapt to increasing levels of time pressure

Brunswikian theory and a longitudinal design were used to study how three-person, hierarchical teams adapted to increasing levels of time pressure and, thereby, try to understand why previous team research has not necessarily found a direct relationship between team processes and performance with increasing time pressure. We obtained four principal findings. First, team members initially adapted to increasing time pressure without showing any performance decrements by accelerating their cognitive processing, increasing the amount of their implicit coordination by sending more information without being asked and, to a lesser extent, filtering (omitting) certain activities. Second, teams began and continued to perform the task differently with increasing time pressure, yet often achieved comparable levels of performance. Third, time pressure did affect performance because there was a level of time pressure beyond which performance could not be maintained, although that level differed for different teams. And, fourth, some adaptation strategies were more effective than others at the highest time pressure level. Taken together, these findings support the Brunswikian perspective that one should not necessarily expect a direct relationship between team processes and performance with increasing time pressure because teams adapt their processes in different, yet often equally effective ways, in an effort to maintain high and stable performance.     

360°-multiple object tracking in team sport athletes: Reliability and relationship to visuospatial cognitive functions

IntroductionIn team sports, the ability to visually track the movements of teammates and opponents simultaneously is a critical aspect of success. In sports psychology, this ability can be examined with the help of the multiple object tracking paradigm. The current study investigated the relationship between task performance in a novel 360°-multiple object tracking task and visuospatial cognitive functions as well as the reliability of the task.MethodsIn a sample of 153 team sport athletes the relationships between performance in the 360°-multiple object tracking task and performance in a spatial attention task, a spatial working memory task, and a fluid intelligence task at a first time of measurement were investigated. Additionally, at a second time of measurement the test-retest reliability of the 360°-multiple object tracking task was measured over a six-week interval in a subsample of 65 athletes.ResultsThe expected significant correlations between the performance in the 360°-multiple object tracking task and the tasks measuring spatial attention and working memory were observed. Test-retest reliability analysis indicated a good reliability of the procedure.ConclusionsThe results of this study demonstrate that the novel 360°-multiple object tracking task allows the reliable assessment of visuospatial cognitive performance of athletes in a dynamic 360°-environment.     

Harnessing the power of ‘us’: A randomized wait-list controlled trial of the 5R shared leadership development program (5RS) in basketball teams

High-quality leadership has been established as a key factor driving a team's competitive advantage. Besides the role of the coach, recent research has emphasized the importance of leadership provided by athletes within a team (i.e., athlete leaders). To unlock the potential benefits of athlete leadership, the development of leaders is therefore essential. The 5R Shared Leadership Program (5R^S) aims to identify promising leaders within a team, on different athlete leadership roles, both on and off the field. After the appointment of the leaders, their identity leadership skills to build and strengthen a sense of ‘we’ and ‘us’ are further developed. The design of the present research consisted of a randomized wait-list controlled trial to test the effectiveness of a train-the-trainer approach to develop shared leadership within teams (i.e., 5R^S). We tracked 16 competitive basketball teams throughout a competitive season. While eight teams (four female and four male teams) received 5R^S during the first half of the season (i.e., experimental condition), the other eight teams received 5R^S during the second half of the season (i.e., wait-list control condition). Our findings highlight 5R^S's capacity to develop athlete leaders' ability to create a shared sense of ‘us’, build a stronger team identification, enhance the available social support in the team, help players to remain motivated and confident in their team's abilities, and nurture players' health. Moreover, 5R^S appeared to achieve this impact by using a train-the-trainer approach, regardless of whether the intervention was delivered during the first or second half of the season, and with generally consistent findings amongst male and female teams. The present study both advances the current field on in-group leadership development, and provides practitioners with guidance on how and when to apply 5R^S with the aim of improving team functioning and athletes' health.