Enhancing the Effectiveness of Team Science: Implications for...

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Enhancing the Effectiveness of Team Science: Implications for Leadership Maritza Salazar, Ph.D. Claremont Graduate University

Transcript of Enhancing the Effectiveness of Team Science: Implications for...

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Enhancing the Effectiveness of Team Science: Implications for Leadership

Maritza Salazar, Ph.D. Claremont Graduate University

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Facilitating Knowledge Integration and Innovation in Science Teams

Science needs interdisciplinary research (IDR) teams to work on complex problems.

Complex science problems require multiple sets of expertise to generate effective solutions.

Solutions to complex problems require knowledge integration in order to develop innovative and effective approaches

IDR teams are more likely to successfully integrate their knowledge and develop innovative solutions when they have integrative capacity (Salazar, Lant, Fiore & Salas, 2012).

10/22/2015 2

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Conceptual Foundation

TEAM Integrative capacity • A team’s ability to combine the

variety of knowledge and resources from distinct disciplines in novel ways to accomplish their collective aim (Salazar et al., 2012).

LEADER Integrative capability • A leader’s ability to assist a team in

weaving together the diverse contributions of its members via the facilitation of interdependent social and cognitive processes (Salazar, Lant, & Slyngstad, 2015)

The ability to transform knowledge through integration is a core competence for interdisciplinary science teams to achieve their goals (Salazar, Lant, Fiore & Salas, 2012).

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Team Integrative Capacity

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Interdisciplinary Science Team

Social integration processes lead to emergent states

Knowledge transformation & innovation

Cognitive integration processes

Emergent States lead to Cognitive

Integration Processes

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Leader Integrative Capability

Emergent State Member Goal Commitment

Innovative team knowledge products

Social Integration

Cognitive Integration

MD

Collaborative research

PhD

Knowledge Transformation

& Innovation

Integrative Leadership Multidisciplinary

Expertise & Problem Construction

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Developing a Leader’s Integrative Capability What characteristics and

behaviors are associated with integrative capability?

Investigated the effect of team leader multidisciplinary expertise

Investigated the effect of team leadership development

Teams led by individuals with integrative capability will generate more integrated and innovative solutions.

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10/22/2015 Salazar Lant SciTS 2015 7

Federal Funding Agencies, Philanthropists & Donors

Other Competing Medical Research and Clinical Care

Facilities

Dean & CEO

Strategic Science Committee

1 64 IDR Science

Teams (Round 1)

IDR Science Teams

(Round 2)

1 18

6 1

IDR Science Teams (Final)

Disciplinary

Dept (1)

Disciplinary Dept

Disciplinary Dept

Disciplinary Dept (26)

Disciplinary Dept

Disciplinary Dept

Disciplinary Dept

University

Entities: 1. Formal Leadership - CEO of Metro Medical Center & Dean of Science 2. Evaluative Committee – Strategic Science Committee, 12 world renowned scientists; Chair: Dean of Science & Senior Scientist 3. Departments – 26 academic departments, comprised of full and part-time faculty & staff 4. Science Teams – 64 Teams Submitted Brief Proposals for Consideration, five teams were selected to receive funding

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Longitudinal Team Science Study

BEFORE AFTER

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Multi-method Approach Quantitative Analysis & Qualitative Case Study

Dependent Variable: Innovativeness Measure: senior scientist expert rating Main Effect Independent Variable: Leader Multidisciplinary Expertise Measure: assessment of expertise based on CV Mediator: Team Goal Commitment Measure: Six item scale

Control Variables: Leader Endowed Chair Team level Team Size Rank heterogeneity Disciplinary diversity Prior collaborated with PI Perception of Interconnection Perception of Closeness Multidisciplinary Expertise

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Mediated Regression Interpretation

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Team Innovativeness

Leader Multidisciplinary

Expertise

Goal Commitment

(B=.59; p< .05)

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Mediated Regression Interpretation

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Team Innovativeness

Leader Multidisciplinary

Expertise

Goal Commitment

What are leaders doing that leads to goal commitment and innovation?

(B=.63; p< .05) (B=.52; p< .05)

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Leader Communication: Analysis of team science meeting dialogue

• Clarifying Goals • Confining Problem Space FOCUS

• Comprehensive Participation • Connection builders BREADTH

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Leaders with multidisciplinary expertise facilitate deep knowledge integration through…

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Can Team Leadership Development Improve Integrative Capabilities? Team

Integrative Capacity?

• Quasi-experimental • Teams randomly

assigned • Sample:

• Interdisciplinary Student Teams

• Interdisciplinary Science Teams

• Pre-Post Measures*: • Integrative Capacity

Index • Transdisciplinary

Orientation Scale • External Ratings of

Innovativeness

Communication Principles

Yes No

Strategic Team

Mapping

Yes Condition A

Condition B

No Condition C

Condition D

* Measures available upon request

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Leadership prior to Team Interaction: Strategic Team Mapping

• Designing a team is the process of purposefully configuring the elements of the team to foster the achievement of valued outcomes.

• Team Leaders given a 90-minute evidence-based training to support goal specification, planning and team design.

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9-Step Team Mapping Exercise

• Purposefully configure the elements of interdisciplinary teams to achieve valued outcomes: ○ Motivate joint effort ○ Utilize talent ○ Assign roles and

responsibilities ○ Uncover interdependencies ○ Anticipate conflict zones ○ Integration Coordination

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Pre & Post Training Measures: Integrative Capacity Index

Social Integration Behavior Subscales align with Team Mapping objectives and assess processes and emergent states facilitated by training and leader behaviors: • Visioning:

– E.g., “I have a good understanding of what our team is trying to accomplish.”

• Coordination Promotion: – E.g., “Team members actively try to coordinate with each other.”

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With team leaders and members present, vignettes and a simulation are used to teach the following four principles: 1. Perspective Seeking 2. Promotive Voice 3. Team Reflection 4. Managing Connections

Leadership during Team Interaction: Team Communication Training

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Team-Focused Communication Training

• Developed content appropriate for the training from over 120 hours of team science team meetings – Use several “real world” vignettes demonstrating team

leader communication using (and not using) the 4 principles

– Provide team communication development aids (e.g., worksheets, handouts)

– Promote the transfer of training through the use of a team problem-solving simulation with hidden information

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Pre-Post Training Measures: Integrative Capacity Index

Social Integration Behavior Subscales align with the 4 Communication Principles and assess processes facilitated by each: • Perspective Seeking:

– E.g. “I try to figure out how the people around me view different situations.”

• Suggesting Ideas: – E.g., “I share my expertise with other team members by

making suggestions.” • Reflexivity:

– E.g., “The team steps back from daily routines to consider whether the methods used are the best available.”

• Connecting with Others: – E.g., “I point out the common ground shared by people who

have different perspectives on an issue.”

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Measuring Outcomes: Cognitive Processes and Team Performance

– Cognitive Integration Behavior Subscales are facilitated by SIBs and emergent states and support innovation:

• Knowledge Consideration:

– E.g., “I listen to the viewpoint of each team member even if it is not widely shared by other members.”

• Knowledge Accommodation/Assimilation:

– E.g., “My understanding of my work tasks often changes after my team members have shared a different perspective.”

• Knowledge Transformation:

– E.g., “Each member influenced the team’s mutual understanding of a task, even if their impact was small.”

– External & Self-Report Ratings of Team Innovativeness 19

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Integrative Capacity Index: Good model fit, reliability, and discriminant validity

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χ2 = 1228.39, χ2//df = 1.98, CFI = .87, TLI = .86, RMSEA = .07

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Predictive Validity of the Integrative Capacity Index

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• Integrating differences at the intersection of disciplines, professions, sectors can require: – Multidisciplinary Expertise – Interdisciplinary-focused Problem Construction – Inclusive and integrative team design – Communication focused on humble inquiry and

making connections between ideas, members, and methodologies

Leader Integrative Capabilities

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THANK YOU!

[email protected] • www.teamsciencelab.org

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Mediated Regression Results Goal Commitment Innovativeness Innovativeness B SE. B SE. B SE. 0. Constant 8.39* 1.49 6.56 2.51 2.13 2.29 1. Rank Heterogeneity -1.06 -1.12 -1.85 .95 -1.28 .72 2. Disciplinary Diversity -19.61* 5.22 -3.92 6.88 6.42 5.32 3. Disciplinary Diversity Squared 16.01* 4.88 1.67 5.57 -6.78 4.18 4. Team Size -.02 .02 .03* .01 .04* .01 5. Proportion of Team Members who have collaborated with PI -.54 .84 .91 .87 1.21 .72

6. Interconnectedness between self and group .72** .21 .18 .28 -.57* .28 7. Closeness to Group -.10 .13 -.08 .12 -.03 .10 8. Leader Endowed Chair -.03* .34 .31 .32 .29 .26 9. Member Multidisciplinary Expertise 2.29 1.67 1.01 1.79 -.19 1.62 10. Leader Multidisciplinary Expertise § .64* .23 .59* .28 .26 .22

11. Goal Commitment .52** .15 R-squared .88 .78 .83 Adj. R-squared .78 .61 .69 F-Statistic 6.23 2.85 5.21 N 32 32 32