Measuring Human Capabilities An Agenda for Basic Research on the Assessment of Individual and Group Performance Potential for Military Accession (2015) / Chapter Skim
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5 Teamwork Behavior
5 Teamwork Behavior
Pages 87-104
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, are predictive of team effectiveness. More research is needed to expand and amplify this work in the context of potential utility in military accession.
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Starting with the end goal, the committee first discusses team outcomes to define the criteria domain for selection and classification. Next, we examine team processes and emergent states as more proximal criteria of collective capacity.
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LePine (2003) examined how team-level averages of member cognitive ability, achievement, dependability, and openness to change predicted team performance before and after an unforeseen change in the task.
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In this team context, individual performance differs across team members and must be highly coordinated for team performance to emerge. The fire direction officer checks the target location, a technical expert ensures all equipment is ready, two fire direction specialists coordinate horizontal and vertical operations, and other team members may drive vehicles, operate the radio, chart data, etc.1 Thus, the form of a team outcome can influence how it is measured and how individual-level actions and characteristics may be combined to understand the team outcome.
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In addition to their influence on team outcomes as described above, team processes may also serve as more proximal criteria for selection purposes. Instead of focusing on how individuals contribute to team performance, one can examine relationships between individual KSAOs on specific teamwork behaviors such as coordination, communication, and conflict resolution.
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managing emotions of team members. A meta-analysis examining relationships between team processes and two outcomes, team performance and team member satisfaction, showed all team processes were positively related to both team outcomes (LePine et al., 2008)
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. Like team processes, the emergent states can serve as proximal criteria for team selection and classification decisions.
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TEAM MEMBER INPUTS: SELECTING AND CLASSIFYING INDIVIDUALS FOR EFFECTIVE TEAMS Early research on military teams identified two primary skill tracks necessary for effective team performance (Glickman et al., 1987; Morgan et al., 1986; see also Shuffler et al., 2012 for a review of teams in military environments2)
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. In contrast, reviews of team composition based on deeper-level individual differences such as general intelligence, personality, or values showed significant effects on team performance (Bell, 2007; Stewart, 2006)
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Future research is needed to identify individual and team cognitions, affect/motivation, and behaviors that are linked to successful team outcomes and effectiveness. A team task analysis that, for example, identifies critical generic KSAOs, such as core teamwork skills, could be useful for initial selection (pre-accession)
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, but mean Teamwork KSA scores were not related to team performance (Miller, 2001)
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Improving team performance can be aided by selecting individuals who are most capable of teamwork and composing teams with individuals who have compatible KSAOs. The criterion domain of team effectiveness has received relatively little research attention compared to research on team inputs and team processes.
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Likewise, the composition or assembly of individuals into teams brings together a wide variety of individual characteristics, team task designs, and contextual features that can critically affect team performance. Furthermore, different team members can assume "leadership" roles as individuals mature, members are reassigned, and time changes role demands (Contractor et al., 2012)
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More research is needed to identify KSAOs that are required for specific team taskwork as well as generic teamwork. More research is needed to define and measure team effectiveness as teams develop, evolve, and change.
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. Team task analysis: Differentiating between tasks using team relatedness and team work flow as metrics of team task interdependence.
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. Teams teamwork, and team effectiveness: Implications for human systems integration.
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. Reexamining teamwork KSAs and team performance.
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. Training team performance-related as sertiveness.
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