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Copy file name to clipboardExpand all lines: mod_team-sci.qmd
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@@ -85,49 +85,36 @@ It seems reasonable to expect that the effects of cultural and economic diversit
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The paradox of team science is that the very factors that slow progress may be _exactly_ the factors that generate new insight -- Milliken and Martins' (1996) double-edged sword. The pressing question becomes not: "**Does** diversity impove team performance?" but rather: "**How and when** does diversity improve team performance?"
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**What mechanisms are responsible for the diversity effect?**
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> **What mechanisms are responsible for the diversity effect?**
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::: {.callout-note icon="false" collapse="true"}
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> #### {{< fa circle-info >}} Information Elaboration
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#### {{< fa circle-info >}} Information Elaboration
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> The categorization-elaboration model (CEM, van Knippenberg et al. 2004) proposed that information elaboration—-that is, the exchange, discussion, and integration of task-relevant information and perspectives, was responsible for many of the benefits attributed to diverse groups. But later researchers found there were a few necessary conditions for cognitive elaboration to take place and for groups to reap the benefits. Only when team members brought a *learning goal orientation* to their work and when they remained open to revising their original ideas (Nederveen Pieterse 2013) did diversity improve team performance.
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The categorization-elaboration model (CEM, van Knippenberg et al. 2004) proposed that information elaboration—-that is, the exchange, discussion, and integration of task-relevant information and perspectives, was responsible for many of the benefits attributed to diverse groups. But later researchers found there were a few necessary conditions for cognitive elaboration to take place and for groups to reap the benefits. Only when team members brought a *learning goal orientation* to their work and when they remained open to revising their original ideas (Nederveen Pieterse 2013) did diversity improve team performance.
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> #### {{< fa people-group >}} Avoiding ‘groupthink’
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> We are all familiar with the "we've always done it this way" effect that can happen when a group of people have been working together for a while. By introducing people from new fields, laboratories, or cultures, that complacent thinking is disrupted. Often, the very act of justifying *why* we do something the way we do can invite a rethinking and improvement.
#### {{< fa people-group >}} Avoiding ‘groupthink’
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> Metacognition, or "thinking about thinking" requires individuals to reflect and articulate their process for acheiving new knowledge. What information goes in? Is information missing? How should it be analyzed and interpreted? Are those conclusions justified?
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We are all familiar with the "we've always done it this way" effect that can happen when a group of people have been working together for a while. By introducing people from new fields, laboratories, or cultures, that complacent thinking is disrupted. Often, the very act of justifying *why* we do something the way we do can invite a rethinking and improvement.
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> #### {{< fa binoculars >}} Enhanced group scanning ability and consideration of alternative solutions
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:::
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> A science team may include members from different research disciplines, sectors, geographies or cultures. Along each of those axes, team members will have different personal networks and be more (or less) familiar with different literatures, models, communities, tools, and solutions. Collectively, the group has a much broader range of information to draw on...but only if group members feel empowered to contribute.
> #### {{< fa list-check >}} Better task completion and more efficient use of resources
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#### {{< fa yin-yang >}} Metacognition
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> "Many hands make light work" the saying goes. Think of a meta-analysis where 10 group members can each read 30 papers instead of 1 individual reading 300 papers. Dividing the workload *can* speed up the process, but only if there is an efficiant way to manage dividing the work and then bringing the results back together again. Similarly, relying on a few skilled coders can be much more efficient than each individual writing their own code, but unless the group has a mechanism for getting broad input on key decisions, they will lose the value created by bringing together a larger group.
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Metacognition, or "thinking about thinking" requires individuals to reflect and articulate their process for acheiving new knowledge. What information goes in? Is information missing? How should it be analyzed and interpreted? Are those conclusions justified?
#### {{< fa binoculars >}} Enhanced group scanning ability and consideration of alternative solutions
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Meet as project teams in breakout groups for 10 minutes. Each group comes up with one practice that they could include in their group practice guidelines to support each of the above mechanisms. In large group, each project group descibes one of their practices and how they think it will help.
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A science team may include members from different research disciplines, sectors, geographies or cultures. Along each of those axes, team members will have different personal networks and be more (or less) familiar with different literatures, models, communities, tools, and solutions. Collectively, the group has a much broader range of information to draw on...but only if group members feel empowered to contribute.
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::: {.callout-tip icon="false" collapse="true"}
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#### {{< fa list-check >}} Better task completion and more efficient use of resources
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"Many hands make light work" the saying goes. Think of a meta-analysis where 10 group members can each read 30 papers instead of 1 individual reading 300 papers. Dividing the workload *can* speed up the process, but only if there is an efficiant way to manage dividing the work and then bringing the results back together again. Similarly, relying on a few skilled coders can be much more efficient than each individual writing their own code, but unless the group has a mechanism for getting broad input on key decisions, they will lose the value created by bringing together a larger group.
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**What conditions and practices support those mechanisms?**
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### Conditions and practices support team functioning
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In order for the above mechanisms to operate, teams need to cultivate conditions that encourage all members to contribute at the times and in the ways that they are most skilled and effective. These include:
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@@ -142,13 +129,17 @@ In order for the above mechanisms to operate, teams need to cultivate conditions
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***Affective trust** is the belief (usually grounded in common experience) that group members have your best interests in mind. Some strategies for building it include:
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* Spend social time together - meals, activities when in-person, but also, don’t skimp on icebreakers and check-ins when virtual
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* Pay attention to mutual respect and speaking time. Explicitly acknowledge and credit new ideas as they come up.
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* Consider assigning a vibes-keeper to track when the group becomes impatient, offended, or disengaged.
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* Spend time early to talk through various perspectives on the question that may be present in the group
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* Be willing to look foolish. Ask the “dumb” questions that surface unquestioned assumptions. When some (leaders especially) make themselves vulnerable, it provides safety for others to do so.
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* Consider assigning a vibes-keeper to track when the group becomes impatient, offended, or disengaged.
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* Spend time early to talk through various perspectives on the question that may be present in the group.
All those diverse perspectives will inevitably lead to some degree of conflict, which can be stressful and intimidating. But identifying the components of a conflict and understanding what is at stake for each party can reveal unexpected solutions. In any event, ignoring conflict will only make it more difficult to resolve later. Expect and plan for conflict with the following approaches.
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* Develop working agreements (code of conduct + principles)
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* Decide how conflicts will be handled together; write down your plan
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* Know what systems and supports are available to you and use them.
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* Build capacity for productive struggle and generative conflict with low stakes practice.
In spite of your best efforts, conflicts will still arise. The satisfaction triangle is a simple and useful approach to identifying the elements contributing to conflicts for each of the participants. When you notice a conflict surfacing, try to work through it using the following steps:
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* Acknowledge the conflict.
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* Commit to a joint problem solving process.
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* Describe your view of the conflict and its impact on you, focusing on specific events and observable behaviors. Ask for their view. Really listen.
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* Identify areas of agreement and disagreement. State preferences and requests clearly. Together, prioritize what to address first.
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* Focus on the future with positive intent. Work together to find a solution. Keep communication open. Tend relationships.
For the following set of scenarios, you will be randomly assigned to one of three breakout groups for a 20-minute discussion. After you join the group:
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