Team Diversity Newsletter, Vol 3, no.1, March/April 1998

Newsletter produced by Iowa Civil Right Commission for the community about the community.

Team Diversity Newsletter, Vol 4, no.1, October, 1999

Newsletter produced by Iowa Civil Right Commission for the community about the community.

Team Diversity Newsletter, Vol 3, no.2, May/June 1998

Newsletter produced by Iowa Civil Right Commission for the community about the community.

Team Diversity Newsletter, Vol 3, no.3, July/August 1998

Newsletter produced by Iowa Civil Right Commission for the community about the community.

Team Diversity Newsletter, Vol 3, no.4, September/October 1998

Newsletter produced by Iowa Civil Right Commission for the community about the community.

Team Diversity Newsletter, Vol 3, no.5, November/December 1998

Newsletter produced by Iowa Civil Right Commission for the community about the community.

Team Diversity Newsletter, Vol 5, no.1, May, 2000

Newsletter produced by Iowa Civil Right Commission for the community about the community.

Genetic team composition and level of selection in the evolution of cooperation

In cooperative multiagent systems, agents interac to solve tasks. Global dynamics of multiagent teams result from local agent interactions, and are complex and difficult to predict. Evolutionary computation has proven a promising approach to the design of such teams. The majority of current studies use teams composed of agents with identical control rules ("geneti- cally homogeneous teams") and select behavior at the team level ("team-level selection"). Here we extend current approaches to include four combinations of genetic team composition and level of selection. We compare the performance of genetically homo- geneous teams evolved with individual-level selection, genetically homogeneous teams evolved with team-level selection, genetically heterogeneous teams evolved with individual-level selection, and genetically heterogeneous teams evolved with team-level selection. We use a simulated foraging task to show that the optimal combination depends on the amount of cooperation required by the task. Accordingly, we distinguish between three types of cooperative tasks and suggest guidelines for the optimal choice of genetic team composition and level of selection

Evaluation of adherence to measures for the prevention of surgical site infections by the surgical team

AbstractOBJECTIVEEvaluate pre- and intraoperative practices adopted by medical and nursing teams for the prevention of surgical infections.METHODA prospective study carried out in the period of April to May 2013, in a surgical center of a university hospital in Belo Horizonte, Minas Gerais.RESULTS18 surgeries were followed and 214 surgical gloves were analyzed, of which 23 (10.7%) had postoperative glove perforation detected, with 52.2% being perceived by users. Hair removal was performed on 27.7% of patients in the operating room, with the use of blades in 80% of the cases. Antibiotic prophylaxis was administered to 81.8% of patients up to 60 minutes prior to surgical incision. An average of nine professionals were present during surgery and the surgery room door remained open in 94.4% of the procedures.CONCLUSIONPartial adhesion to the recommended measures was identified, reaffirming a need for greater attention to these critical steps/actions in order to prevent surgical site infection.

Team Building em Portugal e sua Importância na Motivação das Equipas

Para enfrentar os desafios com que se deparam actualmente, as empresas deverão apostar mais nos seus colaboradores, e principalmente, preocupar-se em criar estímulos, de forma a motivá-los para que possam alcançar tanto os objectivos da organização quanto os objectivos pessoais. Pois pensar apenas em obter lucro e produtividade não incrementando politicas e práticas que privilegiem os recursos humanos, certamente não será uma boa opção. As actividades de Team Building estão a obter cada vez mais importância no seio das organizações, grandes empresas e multinacionais. Estão a tornar-se cada vez mais cruciais para qualquer empresa, dadas as melhorias verificadas no ambiente de trabalho e, consequentemente conduzem a um aumento de produtividade. Existem diversas actividades que se realizadas têm o objectivo de aumentar o grau de motivação dos colaboradores, sendo que, de acordo com as necessidades e pretensões, as empresas podem adoptar as actividades que mais se adequam à sua situação. O recurso ao Team Building como um instrumento de motivação dos colaboradores é actualmente muito praticado nas organizações que utilizam estilos de gestão modernos e orientados para a estratégia. Neste sentido, pretende-se ilustrar as melhorias que o Team Building tem vindo a desempenhar particularmente numa empresa portuguesa. Em termos metodológicos, recorreu-se ao método do estudo de caso qualitativo, à técnica de inquérito por questionário e à pesquisa bibliográfica.

Improving Transition Outcomes: State Transition Plan: Iowa's Youth Development Strategic Plan 2007-2010 developed by the Iowa Collaboration for Youth Development team

Iowa's youth development plan for fulfilling Iowa's Promise.

Improving Transition Outcomes: CASE (Career And Self Awareness) Prototype: Community Team Award

Promotional article recognizing an award presented to the CASE (Career And Self Awareness) team.

Position statement--altitude training for improving team-sport players' performance: current knowledge and unresolved issues.

Despite the limited research on the effects of altitude (or hypoxic) training interventions on team-sport performance, players from all around the world engaged in these sports are now using altitude training more than ever before. In March 2013, an Altitude Training and Team Sports conference was held in Doha, Qatar, to establish a forum of research and practical insights into this rapidly growing field. A round-table meeting in which the panellists engaged in focused discussions concluded this conference. This has resulted in the present position statement, designed to highlight some key issues raised during the debates and to integrate the ideas into a shared conceptual framework. The present signposting document has been developed for use by support teams (coaches, performance scientists, physicians, strength and conditioning staff) and other professionals who have an interest in the practical application of altitude training for team sports. After more than four decades of research, there is still no consensus on the optimal strategies to elicit the best results from altitude training in a team-sport population. However, there are some recommended strategies discussed in this position statement to adopt for improving the acclimatisation process when training/competing at altitude and for potentially enhancing sea-level performance. It is our hope that this information will be intriguing, balanced and, more importantly, stimulating to the point that it promotes constructive discussion and serves as a guide for future research aimed at advancing the bourgeoning body of knowledge in the area of altitude training for team sports.

The impact of gender composition on team performance and decision-making: Evidence from the field

We investigate whether the gender composition of teams affect theireconomic performance. We study a large business game, played in groups ofthree, where each group takes the role of a general manager. There are twoparallel competitions, one involving undergraduates and the other involvingMBAs. Our analysis shows that teams formed by three women aresignificantly outperformed by any other gender combination, both at theundergraduate and MBA levels. Looking across the performancedistribution, we find that for undergraduates, three women teams areoutperformed throughout, but by as much as 10pp at the bottom and by only1pp at the top. For MBAs, at the top, the best performing group is two menand one woman. The differences in performance are explained bydifferences in decision-making. We observe that three women teams are lessaggressive in their pricing strategies, invest less in R&D, and invest more insocial sustainability initiatives, than any other gender combination teams.Finally, we find support for the hypothesis that it is poor work dynamicsamong the three women teams that drives the results.