ADAPTER: Analysing and developing adaptability and performance in teams to enhance resilience

In the current study, the concept of team resilience was operationalized by developing a first version of a questionnaire (ADAPTER) driven by the four essential abilities of resilience (Hollnagel, 2011) and expanded with more relation-oriented abilities of leadership and cooperation. The development and administration of ADAPTER took place within two companies. Factor analyses using data of 91 participants largely supported the hypothesized 6-dimension taxonomy. Support was found for Team responding behavior, Shared Leadership and Cooperation with other teams/ departments. Anticipation showed considerable overlap with the Monitoring scale, possibly due to the fact that monitoring items dealt with prospective situations. Using ADAPTER questionnaire results as a starting point for further in-depth discussion among the different teams in the pilot companies proved very useful. Suggestions for future research include contextualizing the questionnaire by embedding it in actual cases or having it filled in after specific incidents. Also, support of organization should be included as a separate dimension in ADAPTER

[1]  Dana E. Sims,et al.  Is there a “Big Five” in Teamwork? , 2005 .

[2]  K. Weick.  ENACTED SENSEMAKING IN CRISIS SITUATIONS[1] , 1988 .

[3]  E. Hollnagel.  FRAM: The Functional Resonance Analysis Method: Modelling Complex Socio-technical Systems , 2012 .

[4]  Kathleen M Sutcliffe,et al.  High reliability organizations (HROs). , 2011, Best practice & research. Clinical anaesthesiology.

[5]  Karl E. Weick,et al.  Managing the unexpected: resilient performance in an age of uncertainty, second edition , 2007 .

[6]  K. Weick,et al.  Collective mind in organizations: Heedful interrelating on flight decks. , 1993 .

[7]  D. Russell.  In Search of Underlying Dimensions: The Use (and Abuse) of Factor Analysis in Personality and Social Psychology Bulletin , 2002 .

[8]  A. Edmondson.  Psychological Safety and Learning Behavior in Work Teams , 1999 .

[9]  J. Hackman.  Learning more by crossing levels: evidence from airplanes, hospitals, and orchestras , 2003 .

[10]  N. Stanton,et al.  Is situation awareness all in the mind? , 2010 .

[11]  K. Munnoch,et al.  The relationship between transformational leadership behaviors, psychological, and training outcomes in elite military recruits☆ , 2010 .

[12]  Tarcisio Abreu Saurin,et al.  Identification of non-technical skills from the resilience engineering perspective: a case study of an electricity distributor. , 2012, Work.

[13]  Erik Hollnagel,et al.  Improving performance reliability in surgical systems , 2008, Cognition, Technology & Work.

[14]  B. Tabachnick,et al.  Using Multivariate Statistics , 1983 .

[15]  John Wreathall,et al.  Properties of Resilient Organizations: An Initial View , 2006 .

[16]  Leslie A. DeChurch,et al.  Teamwork in multiteam systems. , 2005, The Journal of applied psychology.

[17]  Alija Kulenović,et al.  Standards for Educational and Psychological Testing , 1999 .

[18]  John E. Mathieu,et al.  A Temporally Based Framework and Taxonomy of Team Processes , 2001 .

[19]  K. Weick.  FROM SENSEMAKING IN ORGANIZATIONS , 2021, The New Economic Sociology.

[20]  J. Schraagen,et al.  Making Teams More Resilient , 2011 .

[21]  N A Stanton,et al.  Distributed situation awareness in dynamic systems: theoretical development and application of an ergonomics methodology , 2006, Ergonomics.

[22]  Tarcisio Abreu Saurin,et al.  The design of scenario-based training from the resilience engineering perspective: a study with grid electricians. , 2014, Accident; analysis and prevention.

[23]  Tom Kontogiannis,et al.  A systems perspective of managing error recovery and tactical re-planning of operating teams in safety critical domains. , 2011, Journal of safety research.

[24]  K. J. Vicente,et al.  Cognitive Work Analysis: Toward Safe, Productive, and Healthy Computer-Based Work , 1999 .

[25]  T. Hof,et al.  Measuring Effectiveness of Teams and Multi-team Systems in Operation , 2010 .

[26]  W. D. Murry,et al.  A Longitudinal Model of the Effects of Team Leadership and Group Potency on Group Performance , 2002 .

[27]  Kim J. Vicente,et al.  Task Analysis, Cognitive Task Analysis, Cognitive Work Analysis: What's the Difference? , 1995 .

[28]  Rhona Flin,et al.  Safety at the Sharp End: A Guide to Non-Technical Skills , 2008 .

[29]  Karl E. Weick,et al.  Managing the unexpected: Assuring high performance in an age of complexity. , 2001 .

[30]  A N Healey,et al.  The systems of surgery , 2007 .

[31]  Lia Buarque de Macedo Guimarães,et al.  A method for assessing health and safety management systems from the resilience engineering perspective , 2009 .

[32]  Jan Maarten Schraagen,et al.  Dealing with unforeseen complexity in the OR: the role of heedful interrelating in medical teams , 2011 .

[33]  K. Weick.  The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster , 1993 .

[34]  J. Mathieu,et al.  Performance implications of leader briefings and team-interaction training for team adaptation to novel environments. , 2000, The Journal of applied psychology.