Page 142 - Štremfel, Urška, and Maša Vidmar (eds.). 2018. Early School Leaving: Cooperation Perspectives. Ljubljana: Pedagoški inštitut.
P. 142
leading directly to goal accomplishment) and monitoring processes
take place alongside team adapting (e.g. performance in new condi-
tions) and team learning (e.g. discussing errors). Interpersonal pro-
cesses (e.g. a strong sense of rapport, managing conflict, affect man-
agement) are prominent in all phases. Emergent states are seen as
products of team members interacting with each other and with the
task over time, but are not processes in themselves; instead, they tap
qualities related to members’ attitudes, values, cognitions and mo-
tivations. Among cognitive emergent states, team climate has been
recognised as the most potent for team effectiveness and also mental
models and transactive memory. Among interpersonal/motivation-
al/affective emergent states, team cohesion and efficacy and low lev-
els of interpersonal conflict have been shown to contribute to team
effectiveness. Team regulation is an important behavioural emer-
gent state. Adequate training and leadership are necessary as they
impact many team processes and emergent states.
Key words: team processes, team emergent states, team development,
team effectiveness
Introduction
Cross-sectoral collaboration has been recognised as a promising approach
to combat ESL (European Commission, 2013) and ESL multi-profession-
al teams operating within or around schools are a grass-root form of such
collaboration. These teams are the key elements of the policy experiments
in the TITA project. Generally speaking, such cross-sectorial multi-agen-
cy partnerships are recent and many challenges still need to be overcome
(European Commission/EACEA/Eurydice/Cedefop, 2014), although the
situation varies between countries.
The present article focuses on a micro-level approach to multi-profes-
sional teams (as opposed to the macro-level approach of cross-sectoral col-
laboration at the policy (system) level (for a framework of cross-sectoral
collaboration, also see Bryson, Crosby, & Stone, 2006; Hood, Logsdon, &
Thompson, 1993). It reviews scientific findings on the topic of teams; spe-
cifically, it focuses on team processes and emergent states. It is the second
of two interrelated articles in which we deal with theoretical, empirical and
practical insights into team cooperation from the micro-level perspective
of team functioning. The present article with its focus on team process-
es and emergent states (part II) complements the first article which looked
142
take place alongside team adapting (e.g. performance in new condi-
tions) and team learning (e.g. discussing errors). Interpersonal pro-
cesses (e.g. a strong sense of rapport, managing conflict, affect man-
agement) are prominent in all phases. Emergent states are seen as
products of team members interacting with each other and with the
task over time, but are not processes in themselves; instead, they tap
qualities related to members’ attitudes, values, cognitions and mo-
tivations. Among cognitive emergent states, team climate has been
recognised as the most potent for team effectiveness and also mental
models and transactive memory. Among interpersonal/motivation-
al/affective emergent states, team cohesion and efficacy and low lev-
els of interpersonal conflict have been shown to contribute to team
effectiveness. Team regulation is an important behavioural emer-
gent state. Adequate training and leadership are necessary as they
impact many team processes and emergent states.
Key words: team processes, team emergent states, team development,
team effectiveness
Introduction
Cross-sectoral collaboration has been recognised as a promising approach
to combat ESL (European Commission, 2013) and ESL multi-profession-
al teams operating within or around schools are a grass-root form of such
collaboration. These teams are the key elements of the policy experiments
in the TITA project. Generally speaking, such cross-sectorial multi-agen-
cy partnerships are recent and many challenges still need to be overcome
(European Commission/EACEA/Eurydice/Cedefop, 2014), although the
situation varies between countries.
The present article focuses on a micro-level approach to multi-profes-
sional teams (as opposed to the macro-level approach of cross-sectoral col-
laboration at the policy (system) level (for a framework of cross-sectoral
collaboration, also see Bryson, Crosby, & Stone, 2006; Hood, Logsdon, &
Thompson, 1993). It reviews scientific findings on the topic of teams; spe-
cifically, it focuses on team processes and emergent states. It is the second
of two interrelated articles in which we deal with theoretical, empirical and
practical insights into team cooperation from the micro-level perspective
of team functioning. The present article with its focus on team process-
es and emergent states (part II) complements the first article which looked
142
