Creating effective teams by means of mathematical modelling - Revision history

S180642: /* Key findings */

2022-03-19T13:52:39Z

Key findings

← Older revision		Revision as of 13:52, 19 March 2022
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	== Key findings ==		== Key findings ==

	In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness. This allows project managers to at least try to optimise the parameters individually, but requires in-depth knowledge about a variety of behavioural and motivational theories as well as securing the contextual parameters. The affecting parameters on team effectiveness spans over a variety of different domains, which roughly can be mapped into four categories including context, composition, process and work design. The intercorrelation between the affecting parameters is constituting the most complex aspect, when trying to evaluating or predicting team effectiveness. With the aid from mathematical modelling the intercorrelation between ~~the~~ these parameters, is closer to be determined. Several studies have been conducted with the aim of achieving complete determination of this intercorrelation, with promising results that indicate a rather strong correlation. Nonetheless, the methods don't seem to be sufficient for application yet, since it lacks a deeper insight into how one individual’s characteristics influence on the overall team effectiveness. If the future research determine these measures and increase the precision of estimating the correlation between the affecting parameters, projects managers would be able to apply these methods to collect candidates that could form an effective team for a specific task.		In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness. This allows project managers to at least try to optimise the parameters individually, but requires in-depth knowledge about a variety of behavioural and motivational theories as well as securing the contextual parameters. The affecting parameters on team effectiveness spans over a variety of different domains, which roughly can be mapped into four categories including context, composition, process and work design. The intercorrelation between the affecting parameters is constituting the most complex aspect, when trying to evaluating or predicting team effectiveness. With the aid from mathematical modelling the intercorrelation between these parameters, is closer to be determined. Several studies have been conducted with the aim of achieving complete determination of this intercorrelation, with promising results that indicate a rather strong correlation. Nonetheless, the methods don't seem to be sufficient for application yet, since it lacks a deeper insight into how one individual’s characteristics influence on the overall team effectiveness. If the future research determine these measures and increase the precision of estimating the correlation between the affecting parameters, projects managers would be able to apply these methods to collect candidates that could form an effective team for a specific task.

	== Annotated Bibliography ==		== Annotated Bibliography ==

S180642: /* Key findings */

2022-03-19T13:51:18Z

Key findings

← Older revision		Revision as of 13:51, 19 March 2022
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	== Key findings ==		== Key findings ==

	In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness. This allows project managers to at least try to optimise the parameters individually, but requires in-depth knowledge about a variety of behavioural and motivational theories as well as securing the contextual parameters. The affecting parameters on team effectiveness spans over a variety of different domains, which roughly can be mapped into four categories including context, composition, process and work design. The intercorrelation between the affecting parameters is constituting the most complex aspect, when trying to evaluating or predicting team effectiveness. With the aid from mathematical modelling the intercorrelation between the these parameters, is closer to be determined. Several studies have been conducted with the aim of achieving complete determination of this intercorrelation, with promising results that indicate a rather strong correlation. Nonetheless, the methods don't seem to be sufficient for application yet, since ~~much~~ of the methods ~~are~~		In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness. This allows project managers to at least try to optimise the parameters individually, but requires in-depth knowledge about a variety of behavioural and motivational theories as well as securing the contextual parameters. The affecting parameters on team effectiveness spans over a variety of different domains, which roughly can be mapped into four categories including context, composition, process and work design. The intercorrelation between the affecting parameters is constituting the most complex aspect, when trying to evaluating or predicting team effectiveness. With the aid from mathematical modelling the intercorrelation between the these parameters, is closer to be determined. Several studies have been conducted with the aim of achieving complete determination of this intercorrelation, with promising results that indicate a rather strong correlation. Nonetheless, the methods don't seem to be sufficient for application yet, since it lacks a deeper insight into how one individual’s characteristics influence on the overall team effectiveness. If the future research determine these measures and increase the precision of estimating the correlation between the affecting parameters, projects managers would be able to apply these methods to collect candidates that could form an effective team for a specific task.

	== Annotated Bibliography ==		== Annotated Bibliography ==

S180642: /* Key findings */

2022-03-19T13:38:33Z

Key findings

← Older revision		Revision as of 13:38, 19 March 2022
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	== Key findings ==		== Key findings ==

	In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness. The affecting parameters spans over a variety of different ~~areas~~, which roughly can be mapped into four categories including context,		In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness. This allows project managers to at least try to optimise the parameters individually, but requires in-depth knowledge about a variety of behavioural and motivational theories as well as securing the contextual parameters. The affecting parameters on team effectiveness spans over a variety of different domains, which roughly can be mapped into four categories including context, composition, process and work design. The intercorrelation between the affecting parameters is constituting the most complex aspect, when trying to evaluating or predicting team effectiveness. With the aid from mathematical modelling the intercorrelation between the these parameters, is closer to be determined. Several studies have been conducted with the aim of achieving complete determination of this intercorrelation, with promising results that indicate a rather strong correlation. Nonetheless, the methods don't seem to be sufficient for application yet, since much of the methods are

	With the aid from mathematical modelling the intercorrelation between the ~~affecting~~ parameters is closer to a

	== Annotated Bibliography ==		== Annotated Bibliography ==

S180642: /* Key findings */

2022-03-19T13:08:54Z

Key findings

← Older revision		Revision as of 13:08, 19 March 2022
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	== Key findings ==		== Key findings ==

	In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness.		In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness. The affecting parameters spans over a variety of different areas, which roughly can be mapped into four categories including context,

			With the aid from mathematical modelling the intercorrelation between the affecting parameters is closer to a

	== Annotated Bibliography ==		== Annotated Bibliography ==

S180642: /* Key findings */

2022-03-19T13:00:54Z

Key findings

← Older revision		Revision as of 13:00, 19 March 2022
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	== Key findings ==		== Key findings ==

	In this article, the complexity of constructing effective teams, has been illuminated. The		In this article, the complexity of constructing effective teams, has been illuminated. The affecting parameters are in such big numbers with a variety of intercorrelation, which makes it extremely challenging to standardise and specify a prediction method for effectiveness. Nevertheless, much of the affecting parameters have been investigated and theorised separately, which constitutes the foundation and enables further investigation and theorisation of team effectiveness.

	== Annotated Bibliography ==		== Annotated Bibliography ==

S180642: /* The possibility of predicting team effectiveness and its limitations */

2022-03-19T12:45:33Z

The possibility of predicting team effectiveness and its limitations

← Older revision		Revision as of 12:45, 19 March 2022
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	[[File:TE-formula-Picture 2.png\|600px\|thumb\|center\|Figure 2: Mathematical expression for predicting team effectiveness p. 263 <ref name="Ross"/>]]		[[File:TE-formula-Picture 2.png\|600px\|thumb\|center\|Figure 2: Mathematical expression for predicting team effectiveness p. 263 <ref name="Ross"/>]]

	This approach therefore implies a more holistic scope for predicting team effectiveness. The standardised variables <ref name="Ross"/> comply with the factors denoted in the team effectiveness model, to a large degree. The correlations between the different standardised variables were based on questionnaires, interviews and observations made by Hans J. Thamhain, involving 180 projects. ~~This~~ approach succeeded in finding a method for predicting team effectiveness quantitatively. <ref name="Ross"/> Nevertheless, even though the model is based on well recognised input variables, the interrelation between these constitutes the complex part. As noted, the correlation is based on questionnaires and interviews, though it is not stated where these are executed. There could be significant cultural differences in the way workers value and perceive different aspects of teamwork. This could imply differences in leadership style, collaboration, and other variables. <ref name="OB"/> Besides from that, the model neglects the importance of team size, which could have a huge impact according to the team effectiveness model. The type of team would rationally similarly have an impact on the correlation between the variables, since some teams presumably requires certain ways of communication or reward structures, as an example. This method would also require managers to acquire a lot of knowledge about every aspirant, before setting up the team, if this were to be used as a predicting model, and not “only” an evaluation strategy. Nevertheless, this approach shows great potential as a way to be able to predict team effectiveness. In time, when more data about the correlation between the different variables has been collected, the model could become a great and desirable resource to project managers and organisations, since managers would be able to select individual team members, to enhance the performance of a given team.		This approach therefore implies a more holistic scope for predicting team effectiveness. The standardised variables <ref name="Ross"/> comply with the factors denoted in the team effectiveness model, to a large degree. The correlations between the different standardised variables were based on questionnaires, interviews and observations made by Hans J. Thamhain, involving 180 projects. With this approach, the authors succeeded in finding a method for predicting team effectiveness quantitatively. <ref name="Ross"/> Nevertheless, even though the model is based on well recognised input variables, the interrelation between these constitutes the complex part. As noted, the correlation is based on questionnaires and interviews, though it is not stated where these are executed. There could be significant cultural differences in the way workers value and perceive different aspects of teamwork. This could imply differences in leadership style, collaboration, and other variables. <ref name="OB"/> Besides from that, the model neglects the importance of team size, which could have a huge impact according to the team effectiveness model. The type of team would rationally similarly have an impact on the correlation between the variables, since some teams presumably requires certain ways of communication or reward structures, as an example. This method would also require managers to acquire a lot of knowledge about every aspirant, before setting up the team, if this were to be used as a predicting model, and not “only” an evaluation strategy. Nevertheless, this approach shows great potential as a way to be able to predict team effectiveness. In time, when more data about the correlation between the different variables has been collected, the model could become a great and desirable resource to project managers and organisations, since managers would be able to select individual team members, to enhance the performance of a given team.

	== Key findings ==		== Key findings ==

S180642: /* The possibility of predicting team effectiveness and its limitations */

2022-03-19T12:44:15Z

The possibility of predicting team effectiveness and its limitations

← Older revision		Revision as of 12:44, 19 March 2022
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	[[File:TE-formula-Picture 2.png\|600px\|thumb\|center\|Figure 2: Mathematical expression for predicting team effectiveness p. 263 <ref name="Ross"/>]]		[[File:TE-formula-Picture 2.png\|600px\|thumb\|center\|Figure 2: Mathematical expression for predicting team effectiveness p. 263 <ref name="Ross"/>]]

	This approach therefore implies a more holistic scope for predicting team effectiveness. The standardised variables <ref name="Ross"/> comply with the factors denoted in the team effectiveness model, to a large degree. The correlations between the different standardised variables were based on questionnaires, interviews and observations made by Hans J. Thamhain, involving 180 projects. <ref name="Ross"/> ~~Even~~ though the model is based on well recognised input variables, the interrelation between these constitutes the complex part. As noted, the correlation is based on questionnaires and interviews, though it is not stated where these are executed. There could be significant cultural differences in the way workers value and perceive different aspects of teamwork. This could imply differences in leadership style, collaboration, and other variables. <ref name="OB"/> Besides from that, the model neglects the importance of team size, which could have a huge impact according to the team effectiveness model. The type of team would rationally similarly have an impact on the correlation between the variables, since some teams presumably requires certain ways of communication or reward structures, as an example. This method would also require managers to acquire a lot of knowledge about every aspirant, before setting up the team, if this were to be used as a predicting model, and not “only” an evaluation strategy. Nevertheless, this approach shows great potential as a way to be able to predict team effectiveness. In time, when more data about the correlation between the different variables has been collected, the model could become a great and desirable resource to project managers and organisations, since managers would be able to select individual team members, to enhance the performance of a given team.		This approach therefore implies a more holistic scope for predicting team effectiveness. The standardised variables <ref name="Ross"/> comply with the factors denoted in the team effectiveness model, to a large degree. The correlations between the different standardised variables were based on questionnaires, interviews and observations made by Hans J. Thamhain, involving 180 projects. This approach succeeded in finding a method for predicting team effectiveness quantitatively. <ref name="Ross"/> Nevertheless, even though the model is based on well recognised input variables, the interrelation between these constitutes the complex part. As noted, the correlation is based on questionnaires and interviews, though it is not stated where these are executed. There could be significant cultural differences in the way workers value and perceive different aspects of teamwork. This could imply differences in leadership style, collaboration, and other variables. <ref name="OB"/> Besides from that, the model neglects the importance of team size, which could have a huge impact according to the team effectiveness model. The type of team would rationally similarly have an impact on the correlation between the variables, since some teams presumably requires certain ways of communication or reward structures, as an example. This method would also require managers to acquire a lot of knowledge about every aspirant, before setting up the team, if this were to be used as a predicting model, and not “only” an evaluation strategy. Nevertheless, this approach shows great potential as a way to be able to predict team effectiveness. In time, when more data about the correlation between the different variables has been collected, the model could become a great and desirable resource to project managers and organisations, since managers would be able to select individual team members, to enhance the performance of a given team.

	== Key findings ==		== Key findings ==

S180642: /* The possibility of predicting team effectiveness and its limitations */

2022-03-19T12:32:22Z

The possibility of predicting team effectiveness and its limitations

← Older revision		Revision as of 12:32, 19 March 2022
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	Another approach has been applied by Ross & Jones, which contains a theoretically developed model to predict team effectiveness quantitively. <ref name="Ross"/> The procedure is to identify standardised variables and find correlations between the variables to form a model. They assert team effectiveness by means of performance, behaviour, attitude, team member style and corporate culture.		Another approach has been applied by Ross & Jones, which contains a theoretically developed model to predict team effectiveness quantitively. <ref name="Ross"/> The procedure is to identify standardised variables and find correlations between the variables to form a model. They assert team effectiveness by means of performance, behaviour, attitude, team member style and corporate culture.

	[[File:TE-formula-Picture 2.png\|600px\|thumb\|center\|Figure 2: Mathematical expression for predicting team effectiveness p.263 <ref name="Ross"/>]]		[[File:TE-formula-Picture 2.png\|600px\|thumb\|center\|Figure 2: Mathematical expression for predicting team effectiveness p. 263 <ref name="Ross"/>]]

	This approach therefore implies a more holistic scope for predicting team effectiveness. The standardised variables <ref name="Ross"/> comply with the factors denoted in the team effectiveness model, to a large degree. The correlations between the different standardised variables were based on questionnaires, interviews and observations made by Hans J. Thamhain, involving 180 projects. <ref name="Ross"/> Even though the model is based on well recognised input variables, the interrelation between these constitutes the complex part. As noted, the correlation is based on questionnaires and interviews, though it is not stated where these are executed. There could be significant cultural differences in the way workers value and perceive different aspects of teamwork. This could imply differences in leadership style, collaboration, and other variables. <ref name="OB"/> Besides from that, the model neglects the importance of team size, which could have a huge impact according to the team effectiveness model. The type of team would rationally similarly have an impact on the correlation between the variables, since some teams presumably requires certain ways of communication or reward structures, as an example. This method would also require managers to acquire a lot of knowledge about every aspirant, before setting up the team, if this were to be used as a predicting model, and not “only” an evaluation strategy. Nevertheless, this approach shows great potential as a way to be able to predict team effectiveness. In time, when more data about the correlation between the different variables has been collected, the model could become a great and desirable resource to project managers and organisations, since managers would be able to select individual team members, to enhance the performance of a given team.		This approach therefore implies a more holistic scope for predicting team effectiveness. The standardised variables <ref name="Ross"/> comply with the factors denoted in the team effectiveness model, to a large degree. The correlations between the different standardised variables were based on questionnaires, interviews and observations made by Hans J. Thamhain, involving 180 projects. <ref name="Ross"/> Even though the model is based on well recognised input variables, the interrelation between these constitutes the complex part. As noted, the correlation is based on questionnaires and interviews, though it is not stated where these are executed. There could be significant cultural differences in the way workers value and perceive different aspects of teamwork. This could imply differences in leadership style, collaboration, and other variables. <ref name="OB"/> Besides from that, the model neglects the importance of team size, which could have a huge impact according to the team effectiveness model. The type of team would rationally similarly have an impact on the correlation between the variables, since some teams presumably requires certain ways of communication or reward structures, as an example. This method would also require managers to acquire a lot of knowledge about every aspirant, before setting up the team, if this were to be used as a predicting model, and not “only” an evaluation strategy. Nevertheless, this approach shows great potential as a way to be able to predict team effectiveness. In time, when more data about the correlation between the different variables has been collected, the model could become a great and desirable resource to project managers and organisations, since managers would be able to select individual team members, to enhance the performance of a given team.

S180642: /* The possibility of predicting team effectiveness and its limitations */

2022-03-19T12:32:13Z

The possibility of predicting team effectiveness and its limitations

← Older revision		Revision as of 12:32, 19 March 2022
Line 56:		Line 56:
	Another approach has been applied by Ross & Jones, which contains a theoretically developed model to predict team effectiveness quantitively. <ref name="Ross"/> The procedure is to identify standardised variables and find correlations between the variables to form a model. They assert team effectiveness by means of performance, behaviour, attitude, team member style and corporate culture.		Another approach has been applied by Ross & Jones, which contains a theoretically developed model to predict team effectiveness quantitively. <ref name="Ross"/> The procedure is to identify standardised variables and find correlations between the variables to form a model. They assert team effectiveness by means of performance, behaviour, attitude, team member style and corporate culture.

	[[File:TE-formula-Picture 2.png\|600px\|thumb\|center\|Figure 2: Mathematical expression for predicting team effectiveness <ref name="Ross"/>]]		[[File:TE-formula-Picture 2.png\|600px\|thumb\|center\|Figure 2: Mathematical expression for predicting team effectiveness p.263 <ref name="Ross"/>]]

	This approach therefore implies a more holistic scope for predicting team effectiveness. The standardised variables <ref name="Ross"/> comply with the factors denoted in the team effectiveness model, to a large degree. The correlations between the different standardised variables were based on questionnaires, interviews and observations made by Hans J. Thamhain, involving 180 projects. <ref name="Ross"/> Even though the model is based on well recognised input variables, the interrelation between these constitutes the complex part. As noted, the correlation is based on questionnaires and interviews, though it is not stated where these are executed. There could be significant cultural differences in the way workers value and perceive different aspects of teamwork. This could imply differences in leadership style, collaboration, and other variables. <ref name="OB"/> Besides from that, the model neglects the importance of team size, which could have a huge impact according to the team effectiveness model. The type of team would rationally similarly have an impact on the correlation between the variables, since some teams presumably requires certain ways of communication or reward structures, as an example. This method would also require managers to acquire a lot of knowledge about every aspirant, before setting up the team, if this were to be used as a predicting model, and not “only” an evaluation strategy. Nevertheless, this approach shows great potential as a way to be able to predict team effectiveness. In time, when more data about the correlation between the different variables has been collected, the model could become a great and desirable resource to project managers and organisations, since managers would be able to select individual team members, to enhance the performance of a given team.		This approach therefore implies a more holistic scope for predicting team effectiveness. The standardised variables <ref name="Ross"/> comply with the factors denoted in the team effectiveness model, to a large degree. The correlations between the different standardised variables were based on questionnaires, interviews and observations made by Hans J. Thamhain, involving 180 projects. <ref name="Ross"/> Even though the model is based on well recognised input variables, the interrelation between these constitutes the complex part. As noted, the correlation is based on questionnaires and interviews, though it is not stated where these are executed. There could be significant cultural differences in the way workers value and perceive different aspects of teamwork. This could imply differences in leadership style, collaboration, and other variables. <ref name="OB"/> Besides from that, the model neglects the importance of team size, which could have a huge impact according to the team effectiveness model. The type of team would rationally similarly have an impact on the correlation between the variables, since some teams presumably requires certain ways of communication or reward structures, as an example. This method would also require managers to acquire a lot of knowledge about every aspirant, before setting up the team, if this were to be used as a predicting model, and not “only” an evaluation strategy. Nevertheless, this approach shows great potential as a way to be able to predict team effectiveness. In time, when more data about the correlation between the different variables has been collected, the model could become a great and desirable resource to project managers and organisations, since managers would be able to select individual team members, to enhance the performance of a given team.

S180642: /* Abstract */

2022-03-19T12:29:58Z

Abstract

← Older revision		Revision as of 12:29, 19 March 2022
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	A lot of literature and theories about group creation, group dynamics and group development has been utilized over the years, which widens the scope of the subject. Though, much of the literature available erects from the same origin, which can therefore be summed to a more general model for team effectiveness. <ref name="OB"/> This article intends to review the relevant literature to outline the current knowledge of creating teams and examine the factors influencing on team effectiveness. This is outlined through the general model, which describes the determining factors in team effectiveness.		A lot of literature and theories about group creation, group dynamics and group development has been utilized over the years, which widens the scope of the subject. Though, much of the literature available erects from the same origin, which can therefore be summed to a more general model for team effectiveness. <ref name="OB"/> This article intends to review the relevant literature to outline the current knowledge of creating teams and examine the factors influencing on team effectiveness. This is outlined through the general model, which describes the determining factors in team effectiveness.

	Even though the literature illuminates a lot of factors determining team effectiveness, the applicability in practice is not so clear. This article intends to examine two different approaches to acquire team effectiveness, to review the potential of using mathematical models for estimating team effectiveness. <ref name="Devine" />Devine & Phillips developed a meta-analysis to investigate the link between cognitive ability in teams and the performance of the team, to create a hands-on scheme for predicting team effectiveness. This study focuses on the abilities of the team members as individuals, and are therefore not considering the context, which, in the team effective model, is stated to be a huge factor for team effectiveness. T. Meridith Ross & Eric C. Jones have conducted a more holistic framework which has led to a more substantial mathematical process for predicting team effectiveness. <ref name="Ross" /> These studies constitute the aim of the discussion for this article.		Even though the literature illuminates a lot of factors determining team effectiveness, the applicability in practice is not so clear. This article intends to examine two different approaches to acquire team effectiveness, to review the potential of using mathematical models for estimating team effectiveness. <ref name="Devine" />Devine & Phillips developed a meta-analysis to investigate the link between cognitive ability in teams and the performance of the team, to create a hands-on scheme for predicting team effectiveness. This study focuses on the abilities of the team members as individuals, and are therefore not considering the context, which, in the team effective model, is stated to be a huge factor for team effectiveness. T. Meridith Ross & Eric C. Jones have conducted a more holistic framework which has led to a more substantial mathematical process for predicting team effectiveness. <ref name="Ross" /> These studies constitute the aim of the discussion for this article, while assessing if mathematical modelling is a valid method for constructing and evaluating teams, to achieve effectiveness.

	== Creating effective teams ==		== Creating effective teams ==