Research from numerous theories shows teams' information sharing and discussion enhances effectiveness. Likewise, team communication structure can increase information sharing, manage conflict productively and foster creativity. However, the lack of unifying theory hinders understanding of the disparate research findings. Agazarian aims to unify the field with her meta‐theoretical, multi‐level Theory of Living Human Systems (TLHS). Furthermore, her TLHS‐derived Systems‐Centered Training (SCT) presents an innovative structure to improve team performance. The purpose of this paper is to compare the verbal process, productivity, and creativity of pre‐existing work groups using SCT methods or Robert's Rules of Order (RRO), to test TLHS/SCT reliability and validity.
The verbal characteristics, information sharing, productivity, and creativity in SCT and RRO teams were compared using the System for Analyzing Verbal Interaction (SAVI), Group Productivity Scale and Work Group Inventory.
SCT teams, compared to groups using RRO, talked in ways more likely to transfer and integrate task‐related information. Furthermore, SCT teams were more productive, better performing, and more creative.
The study's design does not permit cause‐and‐effect conclusions. Proposals for future research are made.
The results suggest SCT methods improve team communication, productivity, and creativity. Because this study examined “real‐world” teams, the findings may apply to similar groups in various workplaces.
Having the ability to use differences as resources could improve society.
This paper suggests SCT methods offer innovative communication structures that focus teams effectively, perhaps by minimizing off‐task communications and conflict. Also, as SCT operationally defines TLHS, these results support the validity of TLHS.
Richard O'Neill, Verena Murphy, Jacqueline Mogle, Kristin L. MacGregor, Michael J. MacKenzie, Mariam Parekh and Mindy Pearson (2013) "Are Systems‐Centered® teams more collaborative, productive and creative?", Team Performance Management, Vol. 19 No. 3/4, pp. 201-221Download as .RIS
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