Search results

Debriefs are a type of workplace meeting that often use after events and critical incidents. Debriefs are used to review performance, promote shared learning and understanding, and improve future team performance. Similarly, reflexivity refers to the extent to which team members reflect upon and openly discuss group processes, procedures, and actions to improve future team performance. In this chapter, the authors review the separate literatures and explore the relationship between debriefs and reflexivity. While the debrief literature does focus on aspects of reflection, what occurs between the aspects of reflection, planning, and action is left unexplored. The concept of reflexivity fits well with the successful use of debriefs, as reflexivity ensures that reflection results in outcomes and moves beyond just an overview or discussion during debriefing. Additionally, important constructs such as psychological safety and sensemaking are relevant to both debriefs and reflexivity such that open and honest discussion as well as developing shared understanding are necessary for effective debriefing and reflection. Using the constructs of psychological safety and sensemaking, the authors propose a model that situates both reflexivity and effective debriefs in the context of team learning. This model integrates team reflexivity with team debriefs, provides a better understanding of how teams can carry out more effective debriefs, and explains how more effective debriefing and greater team reflexivity lead to enhanced learning and improvement in team performance.

Understanding patterns identified in research on emergency teams (ETs) may not only enrich applied understanding of coordinated emergency response but also broader theory about communication and the adaptive potential of groups and teams more generally. This chapter establishes the theoretical significance of ETs, especially for scholarship wishing to acknowledge and account for their embeddedness in organizations and institutions. Further, it describes what has been learned from ET research with regard to the impact of stress, the management of emergent ambiguity, and the role of communication in postincident learning and continuous improvement.

This exercise provides comprehensive coverage of audit materiality, assessing inherent risk, and allocating tolerable misstatement appropriate for an undergraduate auditing course. The Delphi method could be an appropriate tool in any accounting setting where the learning goals involve judgment, consensus, or learning through group interaction.

This chapter describes a classroom exercise that required students to establish planning materiality, assess inherent risk associated with balance sheet accounts, and allocate tolerable misstatement using a modified application of the Delphi method. Additionally, the exercise calls attention to group processing skills and the role played by professional judgment in planning an audit. We assigned students to five-person audit teams and through a series of Delphi rounds asked them to establish planning materiality and assess the inherent risk associated with each balance sheet account for a fictitious company. Students prepared a matrix, both individually and as a team, that compared each statement account to every other account to determine which account in each pairing they viewed as having higher inherent risk. As a final step, they allocated tolerable misstatement mathematically for each account based on pairing results.

The result was a consensus of opinion and an early attempt at forming professional judgment. The students’ responses to a debriefing questionnaire and the results of a pre-/post-test suggest that the learning objectives of the exercise were met.

The specific learning objectives of the exercise were to help students understand the concepts of tolerable misstatement and planning materiality, the elements of inherent risk, the Delphi method for reaching group consensus, the need to work as a team, and the importance professional judgment plays in the audit process. The result was a consensus of opinion and an early attempt at forming professional judgment. The students’ responses to a debriefing questionnaire and the results of a pre-/post-test suggest that the learning objectives of the exercise were met.

Two major trends have shaped the international business field over the past decade: globalization and the quest for responsible leadership. Yet, what are the qualities that predispose business leaders to act responsibly in an increasingly complex, interlinked world, and thus to meet new social, environmental, and political responsibilities? How can organizations develop these qualities in their current and future leaders? In this chapter, we provide tentative answers to both questions by fleshing out some of the qualities global leaders need to succeed in a connected world and by comparing three innovative executive development programs that use international service learning assignments as a way to instill these qualities in their executives. These programs are PricewaterhouseCoopers’ Ulysses Program, Pfizer’s Global Health Fellows Program, and IBM’s Corporate Service Corps.

This chapter addresses the challenge of designing and executing educational curricula to develop global leaders, especially focusing on how they work with and influence people. Today’s global managers are expected to master an ever-expanding range of knowledge and skills, and educators are faced with the challenge of preparing them to be as effective as possible. We argue that educators must combine multiple methods carefully to achieve their objective. The chapter illustrates how to mix concepts, data, projects and behavioral exercises to help global managers develop team and leadership skills. The processes we outline are designed for students in undergraduate, MBA and Executive programs.

Previous research on workplace meetings identified critical design features, leader behaviors, group dynamics, post-meeting actions, and other factors which help determine the effectiveness of the meeting. But as much as the authors acknowledge that meetings may differ from each other, much of the research appears to assume that it is meaningful to talk about “the meeting” as a single, generic entity (most commonly, the regularly scheduled staff or department meeting). In fact, though, there are several common types of meetings which vary among themselves in terms of a number of measurable parameters such as structure, meeting members, meeting leader, timing and duration, and scope. It is a gratuitous assumption that what the authors know about workplace meetings based on one especially common type applies to all workplace meetings. This chapter offers a historical review of previous attempts to classify meeting types; it then overviews several common types which deviate from the standard staff meeting paradigm, including project team meetings, debrief meetings, committee meetings, site-wide meetings, shift change meetings, and crew formation meetings. In comparing these types to the staff meeting, the authors identify some of the critical differences, thereby providing a first step toward a true taxonomy of meetings.

Purpose – This chapter describes the structure and environment of the Cougar Literacy Clinic, the theoretical framework, and the transferred and transformed knowledge and practices that support the constituents as a community of learners.

Theoretical perspective/methodology – Our research embraces theories of transfer and transformation, self-extending systems, intersubjectivity, social constructivism, social learning, and social cultural that helps to explain how children, families, teachers, other educators, administrators, professors, and community members learn and benefit through mutual interactions, as they find ways to help each other become better thinkers and decision makers. The data were categorized into four types of practices from the clinical experience that have transferred to and transformed the school and community. These categories of practices include assessment, instruction, coaching and consultation, and family–school–community literacy connections. The data analysis and interpretation demonstrate the importance of having a shared understanding regarding literacy development, learning, and teaching that enhances each member's intellectual and academic growth.

Practical implications – Our Cougar Literacy Clinic innovations, built on beliefs of shared understanding, can be a model for both existing and newly established clinics that are striving to transform the thinking of each member involved. During assessment practices, each of the constituents will learn to make informed decisions on the selection of assessments and analysis of assessment data, confidently identify their own and others strengths and needs, and provide constructive feedback. In the areas of instruction, reciprocal coaching, and family–school–community literacy connections, each of the constituents will learn to focus on strengths and prior knowledge, scaffold learning, and pose and respond to questions.

Meetings can serve the important role of facilitating communication and coordination for systems of teams known as “multiteam systems” (MTSs) that work interdependently to achieve grand societal challenges. Given that MTSs often appear in complex, ambiguous, urgent, and multifaceted task contexts, the MTSs require effective, and efficient but thorough, communication within and between teams in order to achieve shared goals. However, the extant literature regarding the science of meetings has left much to be explored in regard to the inter- and intrateam influences and impacts. This chapter considers the significance of meetings and their practical value in facilitating MTS processes and performance by leveraging what is known thus far regarding MTS structural attributes, their value, their challenges, and opportunities, integrating this foundation with the broader science of meetings. Building on this rationale, the authors move toward empirically and theoretically derived considerations for how meetings may best be designed, facilitated and utilized for MTS effectiveness, as guided by our current understanding of critical MTS attributes.

Groups once marginalized by culture, ethnicity, class, sexuality, age, and physical ability have entered and impacted business, service, and educational institutions. To unify their widening communities, leaders must pursue inclusivity, which demands more than equitable demographics. Inclusivity integrates each individual’s perspective, regardless of group – the tougher goal of equitable belonging. Most diversity, equity, inclusion, and belonging programs agree that inclusivity starts with leaders’ acknowledging their own biases and committing to organizational reform. Yet few apply leadership principles to gain crucial team collaboration in the project. This chapter explicitly shows public- and private-sector executives and instructors how to guide staffers and students to understand and welcome unfamiliar cultural, social, and personal variances so they themselves create an inclusive cohort. Experiential activities, games, performance arts, and focused, reflective debriefings help make inclusivity the norm by playfully but persistently uncovering even unconscious exclusionist assumptions and replacing them with informed, diversity-positive interactions. These emotionally engaging exercises reveal that exclusionism emerges most bluntly in casual conversation, which both displays and perpetuates preconceptions. Fortunately, self-corrected speech can become the avatar and instrument of inclusivity. So the gentle unearthing and disproving of biases about cultural, social, and personal differences allow participants to construct a diversity-enhanced unity deeper than uniformity. Albeit temporary and simulated, such visceral learning experiences dramatically immerse players in the hurtful disregard caused by microaggressions of privilege and prejudice about cultures, ethnicities, classes, sexualities, ages, and abilities. These exercises and leaders’ modeling grow collegiality despite – indeed, through – human variety, letting all celebrate their individuality while greeting new views and voices.