The link between self-managed work teams and learning organisations using performance indicators

Both the learning organization literature and the self-managed work team literature have alluded to the potential links between teamwork and learning. However, as yet the link between these two concepts remains undeveloped. This study uses a survey of a random sample of 200 Australian organizations to empirically examine the relationships between self-managed work teams and the learning organization using performance indicators as a medium. It was found that the learning organization concept displays a moderate to strong link with three measures of performance used in this study: knowledge performance, financial performance and customer satisfaction. Although the self-managed work team concept did not display any significant relationship with performance, the qualitative component of the survey did emphasize that there is a common belief that self-managed teams can increase performance in the right setting. While an insignificant relationship between self-managed teams and the learning organization was also found, this study suggests some methodological concerns for future research into the relationship between self-managed teams and the learning organization.

Decision making effectiveness in wildfire incident management teams

During large scale wildfires, suppression activities are carried out under the direction of an Incident Management Team (IMT). The aim of the research was to increase understanding of decision processes potentially related to IMT effectiveness. An IMT comprises four major functions: Command, Operations, Planning, and Logistics. Four methodologies were used to study IMT processes: computer simulation experiments; analyses of wildfire reports; interviews with IMT members; and cognitive ethnographic studies of IMTs. Three processes were important determinants of IMT effectiveness: information management and cognitive overload; matching component function goals to overall goals; and team metacognition to detect and counter task-disruptive developments. These processes appear to be complex multi-person analogues of individual Incident Command processes identified previously. The findings have implications for issues such as: creating IMTs; training IMTs; managing IMTs; and providing decision support to IMTs.

Using knowledge management processes to develop and implement organisational training strategies for virtual teams : an action learning approach

This paper develops a conceptual model of a knowledge management system that could be used to develop and implement organizational training strategies for virtual teams. An action research-based case is presented to support and illustrate the contention that action-learning methods can be effectively used to enable and tap into the knowledge generated by virtual teams. Virtual teams are an increasingly common response to changing organizational needs. However, the use of virtual teams has outpaced our understanding of their dynamics and unique characteristics. Practitioners are now offering virtual team training, but few organizations are making the effort to offer in-house training. Moreover, they are missing out on the opportunity to systematically capture the knowledge produced by virtual teams and cycle it back into virtual team training and support systems.

Project quality management in virtual environments : a primer

The rise of geographically dispersed project teams enabled by technology has made project quality management a significant challenge for organizations. This paper uses findings from a project on geographically dispersed, cooperating SMEs in the building trade, to explore whether concepts and artefacts from the Rational Unified Process® (RUP®) software development approach could be adapted and used to better manage quality in virtual projects. Our future research aims to explore the use of RUP artefacts in a virtual environment and their impact on
project management and quality.

Simulating autonomous robot teams with Microsoft robotics studio

This paper presents an application of Microsoft Robotics Studio (MSRS) in which a team of six four wheel drive, ground based robots explore and map simulated terrain. The user has the ability to modify the terrain and assign destination objectives to the team while the simulation is running. The terrain is initially generated using a gray scale image, in which the intensity of each pixel in the image gives an altitude datum. The robots start with no knowledge of their surroundings, and map the terrain as they attempt to reach user-defined target objectives. The mapping process simulates the use of common sensory hardware to determine datum points, including provision for field of view, detection range, and measurement accuracy. If traversal of a mapped area is indicated by the users’ targeting commands, path planning heuristics developed for MSRS by the author in earlier work are used to determine an efficient series of waypoints to reach the objective. Mutability of terrain is also explored- the user is able to modify the terrain without stopping the simulation. This forces the robots to adapt to changing environmental conditions, and permits analysis of the robustness of mapping algorithms used when faced with a changing world.

Social policy for sport events : leveraging (relationships with) teams from other nations for community benefit

Recent work on sport events has argued that host governments should do more to leverage events in order to obtain and spread the benefits. This study uses ethnographic methods to compare two cities' implementation of a programme designed to leverage the presence of visiting teams training for the 2006 Commonwealth Games. Whereas one city formulated and implemented a detailed strategic plan to obtain benefits from its relationship with its adopted visiting team (Papua New Guinea), the other made no effort to benefit from adopting a visiting team (Wales). The city that leveraged its visiting team obtained new relationships, cultural insights, and improved organisational networks, whereas the city that did not leverage obtained no comparable benefits. The difference was due to the disparity in strategic vision by the two city governments and the vague mandate of the state programme which had caused each city to adopt its chosen team. Future work should explore factors that foster and that inhibit effective leverage before and during sport events.

Barriers to cross-fertilization between populations of a widely dispersed Polychaete species are unlikely to have arisen through gametic compatibility arms-races

Although there are theoretical reasons to suspect that gametic incompatibility may develop readily among populations of broadcast spawning marine invertebrates, there have been very few studies documenting geographic patterns of interpopulation incompatibility for any species. To address this we determined how successfully individuals of the intertidal serpulid polychaete, Galeolaria caespitosa, can cross-fertilize within and among populations from across temperate Australia. Fertilization assays revealed asymmetrical differences between very distantly located populations from different coasts, with near-complete incompatibility between eggs from Sydney with sperm from Adelaide, but the reverse cross (Adelaide eggs, Sydney sperm) was reasonably compatible. Although that pattern was congruent with a clear difference in Cytochrome B sequences between worms on the south and east coasts of Australia, we also detected some indication of interpopulation incompatibility within the genetic grouping on east coast, between two populations separated by only 220 km. We then assessed whether commonly proposed gametic compatibility arms-races could account for these patterns. Our results suggest reduced gametic compatibility may reduce a female's maximum fertilization potential, resulting in a cost to this potential mechanism for reducing polyspermy. Consequently, the apparently rapid development of reproductive barriers here seems unlikely to have been driven by arms-races involving sexual conflict over fertilization rate.

Leaders and their teams : learning to improve performance with emotional intelligence and using choice theory

Looks at the relationship between emotional intelligence and choice theory in the work world, with particular emphasis on the implications on health and productivity. Most of us have a managing or leading role of some sort, whether at home, in community life, or at work. Also, as a professional, one can be leading through professional expertise and not necessarily because of one's place in the organizational hierarchy. There is an increasing awareness of the role of leadership and team development in organizational development, for example in health care where change is needed to manage the chronic disease burden (Dunbar et al., 2007) and utilizing and retaining a dwindling workforce (Schoo, Stagnitti, Mercer, & Dunbar, 2005). This is forcing leaders and their teams to work as smart as they can with resources that are available to them. Positive leadership has been associated with outcomes that include happy relationships, teamwork, learning, recognition, staff retention, and health and wellbeing. There is evidence that emotionally intelligent leaders in workplaces are able to bring about these positive out- comes because they are attuned to the emotions that move people around them (Goleman, Boyatzis, & McKee, 2002). In this sense, emotion can be defined as aroused energy that takes a direction (Hunt, 2004a) (Latin: e = from, movere = to move). Valerie Hunt regards emotion as the metronome of life (Hunt, 2004b). Although emotion can be a feeling state (e.g., fear, anger, joy, hate or sorrow) associated with action, its energy is, according to Hunt, directed to action, to behave(Hunt, 2004b). As mentioned in an earlier publication (Schoo, 2005), Pert (Flowers, Grubin, & Meryman-Brunner, 1993) regards emotions as a bridge that connects the mental and physical realities (p.187), and sees neuropeptides as the physical representations of these emotions. Negative thoughts and emotions such as excitement and anger have been found to increase gut motility, cancer risk and arterial plaque formation which can lead to a heart infarct (Pert, 1997), whereas positive emotions seem to do the opposite.

The student experience of working in teams online

The research reported here is part of a project undertaken at a large Australian university in late 2005. The overall aim of the project was to identify the characteristics of student learning in an online environment. A university-wide student survey was conducted to ascertain student views of online learning and also of online teaching as part of the project. In the survey students were asked questions about their experiences of team work in online environments. The student perceptions of teams and team work are the focus of this paper.

The findings from the survey indicated that students appreciated the opportunity of working in diverse teams. They supported the view that their opinions were valued in such teams. Student views of how teaching should be conducted in units with online teams were also expressed. Concerns about team interactions, technological barriers and communication and cultural issues were also raised. The implications for teaching with online student teams are presented and discussed.

Teaching IT professional practice with virtual teams

The ability to communicate effectively as part of a virtual team working in the online environment is a valuable skill to have in the modern e-workplace. Such skills can be difficult to develop in undergraduate students. This paper reports on a professional practice unit situated in a web 2.0 environment that aims to develop students' teamwork skills. The paper also reports on research that sought to gain understanding of the student experience of interacting online in virtual teams. The results showed that students value the virtual teamwork experience, finding it useful and relevant for their future careers. The student perceptions of various aspects of virtual teamwork have improved with each subsequent offering of the unit.