Team Performance Assessment and Measurement: Theory, Methods, and Applications(Applied Psychology Series)

A conference on team performance measurement held at the University of South Florida led to the publication of this book. Several participants at the conference felt that a book on team performance measurement would be of interest to a broader audience, and they began looking for authors in diverse disciplines. Some of the chapters in this book closely follow material presented at the conference. Many others report work that was done subsequently or was done by authors not present at the conference. The result is a book with a diversity of approaches to measurement and which contains illustrations of many different teams. This book brings together a collection of scholars and practitioners focusing solely on the problem of team performance measurement. The first section provides a theoretical basis for measurement, including designing measures to be used in team training, measures of shared mental models, and measures of team workload. The second section addresses methodological developments and issues, including the design and validation of simulations, surveys and observer checklists. It also deals with issues such as the consistency of team performance and task and level of analysis issues. The third section contains several chapters that provide applications and illustrations of team performance measures in such teams as nuclear power control room operators, theatre technical crews, and aircraft cockpit crews. The final section offers guidance for anyone interested in developing their own measures of team performance. Several of the chapters provide recommendations on how, when and why to measure aspects of teams. In addition to describing what is currently known, the book also discusses what remains to be known and what needs to be done next. In addition, there are examples from several different kinds of teams, including aircrews, nuclear power plant operators, hospital workers, ship combat information centre groups, and theatre technicians.

Table of Contents:

Contents: E.A. Fleishman, Series Editor's Foreword. Preface. Part I:Overview.M.T. Brannick, C. Prince, An Overview of Team Performance Measurement. Part II:Theoretical Developments.T.L. Dickinson, R.M. McIntyre, A Conceptual Framework for Teamwork Measurement. J.A. Cannon-Bowers, E. Salas, A Framework for Developing Team Performance Measures in Training. K. Kraiger, L. Wenzel, Conceptual Development and Empirical Evaluation of Measures of Shared Mental Models as Indicators of Team Effectiveness. C.A. Bowers, C.C. Braun, B.B. Morgan, Jr., Team Workload: Its Meaning and Measurement. Part III:Methodological Developments and Issues.J.R. Hollenbeck, D.J. Sego, D.R. Ilgen, D.A. Major, J. Hedlund, J. Phillips, Team Decision-Making Accuracy Under Difficult Conditions: Construct Validity of Potential Manipulations Using the TIDE2 Simulation. D.J. Dwyer, J.E. Fowlkes, R.L. Oser, E. Salas, N.E. Lane, Team Performance Measurement in Distributed Environments: The TARGETs Methodology. G. Hallam, D. Campbell, The Measurement of Team Performance With a Standardized Survey. J. Mathieu, D. Day, Assessing Processes Within and Between Organizational Teams: A Nuclear Power Plant Example. P. Tesluk, S.J. Zaccaro, M. Marks, J. Mathieu, Task and Aggregation Issues in the Analysis and Assessment of Team Performance. Part IV:Applications.J.L. Komaki, Behind the Scenes: Fieldtesting a Measure of Effectiveness for Theater Teams. J.L. Toquam, J.L. Macaulay, C.D. Westra, Y. Fujita, S.E. Murphy, Assessment of Nuclear Power Plant Crew Performance Variability. A. Prince, M.T. Brannick, C. Prince, E. Salas, The Measurement of Team Process Behaviors in the Cockpit: Lessons Learned. J.H. Johnston, K.A. Smith-Jentsch, J.A. Cannon-Bowers, Performance Measurement Tools for Enhancing Team Decision-Making Training. Part V:Reflections.D. Baker, E. Salas, Principles for Measuring Teamwork: A Summary and Look Toward the Future.

"...there are plenty of gems in this volume for interested team measurement miners."
—Personnel Psychology