Decision Making Application To In Teams †Myassignmenthelp.Com

Question: How Do Decision-Making Application To In Teams? Answer: Introduction Teamwork has remained a key element right from childhood to adulthood where working together has always been encouraged. Teamwork refers to the work that relies on the collaboration of team members to experience success and achievement of set goals. Throughout, the value of teamwork has remained valued whether in gaming or academic performance. In the same respect, teamwork persists into the workplace towards meeting a common goal where people work together. Therefore, work has to be done with the understanding and commitment to a common goal to be met by all the members of a team. Developing teamwork is a vital leadership role that differentiates results arising in different tasks done at a group level. Today, there are several theories in use focusing on the teamwork, team development, and development of workplace culture. The basics of teamwork illustrate the need for every member of a team to work together regardless of their talents and skills as long as they contribute to the overall goal of a project (Kozlowski and Bell 2003). Earlier research done by Elton Mayo focused on studying the relation between productivity and work conditions which finds real meaning in the contemporary workplaces. Managers prefer to instil teamwork to increase production since individual efforts do not outshine a groups effort. In so doing, they have to be fostered by the management working under towards creating a formidable team. The concept of teamwork used in sports activities has been transferred over the years to the management level where it has experienced utmost acceptance. Teams require persons with adequate knowledge to steer the process and assist in meeting interpersonal demands. Leaders in a team have several responsibilities such as coaching the members, facilitating and supporting their decisions, expanding a teams capability, and anticipating for changes while making adequate measures (Ilgen, Hollenbeck, Johnson, and Jundt, 2005). Besides, leaders build trust, inspire teamwork, encourage low performing members, and empower group members to accomplish tasks according to the set standards. The paper examines the Tuckmans stages in a team development while identifying the duties carried out by the leaders in providing support and facilitating the process. Besides, it looks into the managerial decision-making aspects and applies the same knowledge to the concept of teams in organizations. Furthermore, it looks into the physical structures facilitating teamwork giving examples of the operations of each task. Eventually, it looks into the means through which managers promote teamwork among its members and the reasons underlying. Tuckmans Stages in Team Development The stages of growth were developed by Bruce Tuckman which became famous through his theory called Tuckman Stages which focused on his research on team dynamics (Kozlowski and Chao, 2012). He perceived all the stages in their order of occurrence as essential to team growth as each function towards the delivery of high-quality outcome in performance (Bonebright, 2010). All the four stages are significant to the development of the team and contribute immensely towards personal participation in a project activity. Forming The stage is characterized with the entry of the team members who meet each other for the first time on a given task. Here, team members meet and socialize with each other, introducing themselves, providing information on their backgrounds, exploring their interests and experience at first sight (Bonebright 2010). A few discussions are held on a forthcoming project on the goals and the roles to be played by individuals. In this case, the stage allows for people to 'feel each other' and find their perfect means to working together. The stage allows for the team leader to come out clear on a teams project goals and ensure all the members feel part of the group for a cohesive workforce. Roles and responsibilities should be allocated fairly to increase the diverse efforts towards a common task. For instance, a construction project must have all team members gather at a common place for an introduction to familiarize with each other and have the leader introduce the project officially. Afterward, the leader can identify the interests of individuals which assist in making decisions towards assigning of roles. In so doing, the leader must ensure maximum participation through assigning each worker a role in the project. Therefore, a leader plays critical roles in ensuring everyone feels at home, has a role in the project, and in making sure the project goals and mission are clear to a team (Bonebright, 2010). The stage may last for a while as individuals get to know each other and the leader keeps explaining and answering the questions that pertains a given project. Storming The stage allows team members to push against the boundaries established earlier as they know each other more. The stage is crucial as most teams break off due to the conflicts ensued at the stage. The stage is characterized by conflicting team members who argue for and against the natural working styles. Further, there is competition for status and acceptance of ideas expressed by a team member. As a result, individuals may become frustrated as their ambitions and experience remain ignored in the process of allocating roles. The stage gives the team members the power to solve issues within themselves and control conversations while allowing individuals to become effective listeners (Johnson, Suriya, Yoon, Berrett and La Fleur 2002). For examples, team members may challenge the decision or authority of a leader as well as differ opinion-wise thereby leading to a standstill. Some may feel overwhelmed with the roles while others remaining adamant on the roles assigned. Consequently, the leader has several roles to play in getting the members to the stage. First, the leader has to remain firm and explain the functions and the status given to each other based on real qualification. Besides, the leader is supposed to steer the team towards accepting and listening to the opinions of others and learning to accommodate one another (Farrell, SCHMITT and HEINEMANN, 2001). Conflict resolution is another issue to be addressed where the leader is supposed to mediate and deliver a formidable team in the production of a projects goal. The stage closes only when members have learned to work with each other and accommodate the diverse opinions and knowledge displayed by their colleagues. The category remains challenging as some t eams fail to get over the stage due to disagreements. Norming In Tuckmans stages, relationships are built through cohesion where group members engage in activities that allow for acknowledgment of members contribution and solving group issues. At this juncture, members change their earlier perceived notions and adopt a new one leading to what is known as Norming. When members begin to know each other, they understand and start working together thereby developing what is considered as a norm in the team. Consequently, all members abide by the same. The stage allows people to develop a sense of belonging and relief since all the conflicting issues are resolved. The leader at this stage is responsible for developing the right practice and making members understand and abide by the same. In the case of conflicts, team leaders having assisted in solving issues develop structures and policies that correct and set the right standards to be followed. Besides, a leader remains responsible for forming and promoting the culture through encouraging and fostering efforts to make the team members act according to the norm (Chong 2007). For example, a leader has to set up a standard in conflict resolution and have the members pass through the same steps in case conflicts arise. Therefore, the stage is crucial to the development and maintenance of the team activities. Performing The stage involves the actual performance of tasks in a project where it seeks to achieve the teams goals. The structures set are used to support the project where the conflict resolution mechanisms assist in reducing friction in the process of production. Members remain task oriented and function towards solving a common problem with high morale and loyalty (Bonebright 2010). Assigning each member a task increases their contribution and performance in the team. People who survive the previous stages to join the team experience proper working relations due to the norms set earlier. At this point, the team leader remains responsible for handling the arising issues in the team. Besides, a leader is in charge of implementing a project in line with the plan while checking the progress of each team member (Bonebright 2010). The day-to-day activities are steered by the team leader assisted by the members who perform their different roles in a teams project. Adjourning The adjourning stage involves the stage where all the project goals have been met and time for termination arrives. At the stage, the efforts of the individuals are recognized, and their participation and achievement applauded. Each of the members is given time to say goodbye and give their experience in the process of the development. Each member has to be recognized for their efforts and contribution to the team performance while highlighting the underpinning factors to the success (Bonebright 2010). By so doing, a team engages in a successful termination process that leads to proper disengagement among the members. The leader at this stage plays the role of appreciating the employees and recognizing their efforts in the project. The project progress has to be communicated to the group members to increase their awareness on the level at which the goals have been met. Also, the setbacks have to be reported by the leader to provide guidance on the improvement measures to be taken by the team in the future (Bonebright 2010). Lastly, the leader has to officially close a project and encourage team members to future engagement. Managerial Decision-making Application to Decisions in Teams Management in diverse perspectives make decisions that affect everyday operations and profitability. In the same respect, teams make decisions that affect their day-to-day activities. Decision making is a key attribute in any organization and remains core to the overall wellbeing of a team. By definition, a team is a group of people with complementary skills committed to achieving a common purpose and goals (Jones, Bellenger and Johnston 2016). In such a team, decision-making determines the rate at which people can make changes effectively and promptly. Managerial decision making involves the process of selecting from a variety of choices available and arriving at the best action to take (Hasan, Shamsuddin, and Aziati 2013). In this respect, it has to follow a particular procedure common to members towards proper decisions. There are four distinct stages essential for use in the process of decision making from a managerial perspective. The first step involves identification of a problem, generation of alternative solutions or options, evaluating the options and selection of the best alternative and finally implementation and monitoring of the selected best option. Decision Making by Authority There are times when the management makes decisions without involving the other workers. In a team, the team leader has the ability and power to make decisions. As an expert, team leaders can make decisions on behalf of the team as long they fall within their area of jurisdiction. Authoritative decisions can be made without consultations with the team members. For instance, the decision to the selection of team members for participation in diverse areas of a project can be made without consulting the members. According to Hasan, Shamsuddin and Aziati, (2013), the leader can observe and gauge based on the qualifications and skills of the members to select the area for allocation of tasks. In this respect, the decision in a team has been made using the authority of a leader without consultation. Decision Making based on Critical Steps The concept applies to decision making in teams which guarantee success. First, a team has several experts and skills which are essential in contributing towards decision making. Decision-making assists in times of crisis where each team member is expected to participate in making the overall decision where their opinion matters (Pettigrew 2014). In times of crisis or conflict among individuals, it is important to listen to the view of both parties and weigh in during decision making. Accommodating the opinions of individuals in decision-making assist in determining the end results, that can be accepted by people. On the other hand, the steps remain essential in a teams agreement on several issues. For instance, a teams decision on time and the approach to be used in handling a project has to be decided using the procedure. First, a problem has to be identified concerning a projects need. Once identified, several options can be proposed by individuals in the team regardless of the number. At least each member can suggest a solution or approach be used. Afterward, the team members are to sit and reason out on the best alternative through voting on the solution receiving the highest number of votes (Pettigrew 2014). Once selected, the idea with the highest number of member backing is chosen for implementation. The members have to contribute their efforts towards supporting the idea which has the best effect on the project. In this case, the process of managerial decision making is essential to finding group solutions to issues. Disagreement exists in a team where one party may differ on a decision made by a leader in isolation. In such a case, the use of managerial decision making comes in handy to assist in a harmonious development. A project team benefits from the creation whenever making a decision of a set of options leading to a conflict (Zsambok and Klein 2014). Professionally, a team leader is supposed to arrive at major decisions in consultation with the team members for an effective implementation. The pros and cons of a solution have to be analysed to enable a proper solution to given issue in decision making. Therefore, the selection of options has to be done by all members of a team where a set of options are presented, analyzed and the best ones selected towards implementation. Cost-Benefit Approach The cost-benefit approach to managerial decision making is equally important to the development of tasks in a team. Team leaders have to involve the members on the core decisions that lead to a cost-effective engagement in a project. For instance, the selection of the type of tools to be used in production has to be based on their price tag and the benefits that they yield in the process. Therefore, a selection of an option has to be done consultative to find the best option with a lesser cost but a high probability of delivering the desired goals of a team (Nas 2016). In this case, the managerial concept is proper to teams decision making aspects. Decision-Based on Benefits Lastly, the pros and cons aspect in managerial decision making is essential and profitable to the members and overall goals in a project. Here, the people responsible for decision making undertake the practice of selecting the best option using the formula or checking the benefits and the setbacks of an option. For instance, selection of the type of technology in a project can be done by having the decision team propose a variety of choices to use. In the process, the options are weighed according to their positive contribution to a team. On the other hand, the setbacks are brought out for each of the cases and finally checking the side that carries the most weight (Carter, Seely, Dagosta, DeChurch and Zaccaro 2015). The option with the highest benefit to a team becomes the utmost solution leading to its implementation. The managerial approach is essential to an efficient decision making among teams. Therefore, managerial decision making calls for the cooperation of individual parties in decision making that affects their daily operation. According to Fay, Shipton, West, and Patterson (2015), increasing member participation in teams guarantees a proper decision where a majority of the members are in agreement leading to an effective adoption and use solutions created through a decision. Decision making is key to a teams performance and thus has to incorporate the ideas of individuals where a vote for the majority on a likely option leads to a decision that is effective to the rest of the group. Physical Structures Facilitating Teamwork Teamwork involves working together for a common good where all members of a group gather their efforts towards achieving a common goal. For an effective teamwork to exist, certain managerial considerations have to be made to guarantee the success of team work (Kozlowski, Grand, Baard and Pearce, 2015). The physical structures are designed to support the existence of a good relation between individuals within a group, gather them together to work towards achieving organizational goals. Communication Structures Communication is an important aspect in fostering development and success in teamwork in organizations. Teamwork is achieved through open communication where team members read on the same page concerning timelines, responsibilities, and the goals of a given project. Effective communication mechanisms are essential towards developing an effective team. For example, establishing a mellow conversation tone among team members, while discussing issues, assists in increasing communication between individuals. Besides, having communication structures and policies that allow for opinions and respecting ones opinion ideas leads to a successful teamwork essential for group development (McInnes, Peters, Bonney, and Halcomb, 2015). Moreover, developing specific criteria for resolving conflicts leads to effective teamwork. Conflicts are part and parcel of the daily operations where members differ with one another on several issues. Therefore, having clear lines and procedures for negotiating and mediating conflicts towards a formidable relationship leads to easier paths in resolving issues (McInnes, Peters, Bonney, and Halcomb, 2015). Communication sets a standard guide used in decision making, which when followed while involving the members leads to effective teamwork as it reduces conflicts ha might arise and destroy an existing team spirit. On the other hand, effective communication restores employee satisfaction by enhancing a sense of belonging to the workers. Group Thinking Group thinking is a managerial concept where a group of people is involved in making a decision through opinions. Group thinking fosters the sense of belonging where the majority information or opinion is considered regardless of its effectiveness. Members whose ideas have been accepted feel part of the group and recognized thus leading to a cohesive situation where teamwork spirit remains guaranteed (Salas, Shuffler, Thayer, Bedwell, and Lazzara, 2015). The managerial structure allows individuals to contribute their opinion and have that of the majority to be considered. Such structures enhance effective collaboration where people cannot make decisions independently but rather act in a team. Limits on Team Size Individuals tend to work well while in sizeable numbers where the contribution of people becomes significant to a team. Effective teamwork can only be built if all members contribute to a common goal and feel part of a group. According to Bravo, Lucia-Palacios and Martin, (2016), evaluation of a teams size allows managers to gauge productivity levels where the higher the numbers, the better the results due to the extensive knowledge involved in the development of a team. However, such numbers have to remain manageable for cohesive purposes. A group has to have a population that allows for the contribution of opinion and efforts from all the concerned parties. In this respect, creating manageable numbers increases productivity thus facilitating teamwork. Establishing a reasonable number of people in a group facilitates teamwork in organizations. Team-Building Exercises Effective teamwork is facilitated through shared experience and practice present in team-building activities. The fast pace of life, where individuals become engaged in their work activities limits the time for interaction. As such, there is a need for an event to meet the team and foster efforts towards working together through activities not related to their duties (Lartey, Cummings, and Profetto?McGrath, 2014). Team building activities include sports, creative solutions, and group thinking which facilitate teamwork. Here, individuals work in groups, and there are no personal efforts since their individual contribution goes to the benefit of a team. Team building boosts communication between each other, problem-solving ability, and gives a boost in morale and promotion of mutual interests (Lartey, Cummings, and Profetto?McGrath, 2014). As such, the activity highlights and fosters the need to work together in meeting common organizational goals. Therefore, they satisfy the need of e ffective teamwork. Diversity Teamwork counts on the contribution of different people with diverse knowledge aimed at achieving a common goal. In this case, effective teams embrace the ideas of various cultures and personalities and use them towards effective teamwork. According to (Lartey, Cummings, and Profetto?McGrath (2014), teams lacking diversity fails to achieve a common goal as the reasoning would be focused on a common factor. However, diversity allows for different backgrounds of information to be shared and used in finding a common solution to a problem. Creation of policies that promote diversity allows for a proper engagement leading to an overall development of teamwork. In this case, people can forge their efforts and work together in developing solutions to a common problem. Smart Goals Team leaders have the responsibilities to develop goals and have them explained thoroughly to a group. In so doing, they have to be measurable, realistic, reliable and driven by the leader. The goals in any teamwork have to be made clear by the head to encourage a positive result in the long run. Having clear goals in a team facilitates teamwork as each member understands the roles in an organization (Lee, and Chang, 2013). Setting guidelines to understanding the goals of a project to a group increase the rate at which they can induce change through working together. Lack of such a formation leads to a poor teamwork scenario. Strategies for Promoting Teamwork Teamwork is an aspect that can be supported by managers in their diverse areas of engagement. A positive work environment comes through hard work and commitment essential for fostering teamwork (Lee, and Chang, 2013). Managers need to exercise effectiveness and understanding in bringing their employees together for the common good. Creating an atmosphere of trust and cooperation is essential to the development of teamwork and a happy team. For a manager to attain a synch among its team, there are several things to consider in arriving at the goals. Proper Communication Managers ought to keep their members updated on their progress and every decision taken in a team. Being open in communication puts everyone on the right path with each other thus avoiding conflicts of interest such as bias to information. In this case, a manager must establish a clear line of communication that allows a smooth flow of information between individuals in a team (Logan 2016). Members need to be informed of the channels towards addressing issues and have them remain accessible anytime members wish to air their grievances. Formal and informal communication can occur in a manner that ensures information access. For instance, communication can be done via a social site where all the team members subscribe, in the memo, or through word of mouth amongst the members. In equal measure, giving members a call on an upcoming matter serves well in a crisis that cannot await an official letter (Logan, 2016). A manager has to be ready to step in as a mediator in aiding in a conflict by choosing a neutral position in a matter while developing an alternative to a peaceful agreement. By so doing, a leader would be promoting teamwork among individuals. Encourage Social Activities Teamwork relies so much on team activities which enhance the ability to interact and discover the high point among members of a team. The events, whether formal or informal, lead to interactions where exchange in ideas remains inevitable. In the process, individuals get to know each other, explore their skills, and provide a manager with the ability to assess and select the right people for the important tasks in teamwork (Galegher, Kraut and Egido, 2014). Breaking out from the norms to activities that increase bonding and interaction are essential activities that managers ought to undertake to steer teamwork among its members. Implementing Recognition Programs Rewards for performing individuals are requisite factors for increased output among teams. Members feel appreciated and part of a society that recognizes its efforts in different activities. Managers need to encourage their team members through recognition programs where members receive praises for their contribution and tokens of appreciation for their contribution to a given project (Drew, and Coulson?Thomas 2013). Reward stimulates more production and competition among members towards achieving the overall goal of society. Giving team publicity for its performance gives them the motive and ability to perform even more with vigor to demonstrate their ability to the rest. Such recognition activities can be done at individuals but more importantly at a group level since the efforts are counted as that of a team. Recognition adds value to people and is a path to a healthy competition essential for teamwork. Clear Role Outlines Each member of a team has a role to play which remains instrumental to the overall change in an organization. In this respect, the roles have to be clearly spelled out with their limits set to avert a situation where duplication of roles occurs. According to Drew, and Coulson?Thomas (2013), duplication of roles is a root to conflicts where members feel demeaned every time they perceive others playing similar roles. As a result, it may lead to a reduction in morale and team spirit due to inferiority issues. A manager is tasked with the role of allocating and explaining the roles of individuals while setting the extents to which one can go. The clear distinction creates respect to the roles assigned and fosters active participation towards the overall growth. The lack of a proper coordination by the management leads to issues which might give birth to conflicts thus slowing the teamwork spirit and overall performance. Identification of Existing Problems As a manager, one is supposed to monitor the progress of team members in a given task and identify setbacks to their progress. Once identified, it is essential for the manager to consult the persons responsible and receive a feedback essential for the development of a solution to a given crisis. For instance, a manager monitoring a particular project should be able to recognize an inability to meet deadlines and use the chance to seek for a possible reason behind the same and address the real concern (Drew, and Coulson?Thomas 2013). Problems are handled at the moment to avoid further delays as opposed to letting things occur naturally. Solutions to the problem can emanate from feedback from team members thus leading to avoidance of a crisis. Therefore, the intervention of a manager in such a crisis leads to a timely solution towards a real concern. Mediate Disputes A manager is a leader in own capacity and always has to remain a solution provider. Crisis and conflicts in organizations are avoidable thus present a case where the efforts of a manager remain vital. Managers need to provide prior guidelines to handle issues arising among members thus boosting performance due to a timely address. In the process, a manager can take a neutral role in a mediation process and develop a non-biased judgment that fosters peace and stability among the members. In averting the same, managers ought to encourage members to report any developing issues earlier enough to provide proactive solutions essential for an active culture in organizations (Drew, and Coulson?Thomas 2013). For example, a member who constantly fails to deliver assigned task on time can be assisted by having the daily progress recorded and presented towards initiating a commitment to duty. Therefore, a manager has a role to play in preventing a lapse in performance by mediating in disputes e arly enough to instil a positive culture of teamwork. Trust Trust is essential for members working together as well as for team leaders. The lack of trust leads to a reduced performance as members do not have an assurance on the proper channels to address their issues effectively. Trust is paramount towards boosting teamwork as members need to trust their leader and vice-versa in several ways. According to Drew, and Coulson?Thomas (2013), managers need to demonstrate loyalty to their juniors by assisting them to achieve their goals as well as that of the group. In so doing, they are supposed to address the real concerns in time and relay feedback to the team in a manner that meets or surpasses their expectations. Assigning of roles to individuals indicates trust in persons and thus has to be done accordingly. Managers have to demonstrate a high level of trust to individuals in a team as a way of boosting their morale and ability to deliver as per the expectations. The value of teamwork cannot be ignored in the process of a team development. Teams deliver optimum whenever given the chance and resources matching a given task. Managers serving as leaders in organizations have to motivate their members through appreciation in both monetary and non-monetary means. Sharing a vision and setting group goals assist in meeting targets to be met by members. Satisfied employees tend to keep their jobs and perform better to meet their obligations (Drew, and Coulson?Thomas 2013). Therefore, it is important for managers to meet their obligation in promoting teamwork through several strategies laid above. Conclusion Teamwork traces its roots to the 1920s and 1930s where professors such as Mayo conducted the first experiment on the performance issues. Indeed, it became evident that teamwork is a core contributor to development at a workplace and that sharing of ideas led to widespread of knowledge and skills essential to increasing productivity. The benefits experienced have steered development in the present generation where managers strive to promote teamwork using several strategies in the organizations. The stages outlined in the Tuckman model illustrate the formation of a team through to the stage when a team is terminated after achieving the intended functions. The stages indicate the actual roles of individuals as well as the leaders in making the changes happen. A good comparison exists between the managerial decision making and decision making in teams since they both work in the management portfolios. Besides, it sets out the physical structures essential for teams in decision making that accommodate the concerns of each. Decision making in teams can be challenging but a proper handling procedure and consensus reaching assists in alleviating the negative concerns attached to the process. Finally, it is clear that managers play crucial roles in motivating teams towards performance by facilitating teamwork that allows individuals to work collaboratively towards a common interest. Teamwork is a concept whose benefits exist and continue to change the way organizations perform and hence creating the need to motivate members towards performance. Reference List Bonebright, D.A., 2010. 40 years of storming: a historical review of Tuckman's model of small group development. Human Resource Development International, 13(1), pp.111-120. Bravo, R., Lucia-Palacios, L. and Martin, M.J., 2016. Processes and outcomes in student teamwork. An empirical study in a marketing subject. Studies in Higher Education, 41(2), pp.302-320. Carter, D.R., Seely, P.W., Dagosta, J., DeChurch, L.A. and Zaccaro, S.J., 2015. Leadership for global virtual teams: Facilitating teamwork processes. In Leading Global Teams (pp. 225-252). Springer New York. Chong, E., 2007. Role balance and team development: A study of team role characteristics underlying high and low performing teams. Journal of Behavioral and Applied Management, 8(3), p.202. Drew, S. and Coulson?Thomas, C., 2013. Transformation through teamwork: the path to the new organization?. Team Performance Management: An International Journal. Farrell, M., SCHMITT, M. and HEINEMANN, G., 2001. Informal roles and the stages of interdisciplinary team development. Journal of interprofessional care, 15(3), pp.281-295. Fay, D., Shipton, H., West, M.A. and Patterson, M., 2015. Teamwork and organizational innovation: The moderating role of the HRM context. Creativity and Innovation Management, 24(2), pp.261-277. Galegher, J., Kraut, R.E. and Egido, C., 2014. Intellectual teamwork: Social and technological foundations of cooperative work. Psychology Press. Hasan, Y., Shamsuddin, A. and Aziati, N., 2013. The impact of management information systems adoption in managerial decision making: A review. The International Scientific Journal of Management Information Systems, 8(4), pp.010-017. Ilgen, D.R., Hollenbeck, J.R., Johnson, M. and Jundt, D., 2005. Teams in organizations: From input-process-output models to IMOI models. Annu. Rev. Psychol., 56, pp.517-543. Johnson, S.D., Suriya, C., Yoon, S.W., Berrett, J.V. and La Fleur, J., 2002. Team development and group processes of virtual learning teams. Computers Education, 39(4), pp.379-393. Jones, C.M., Bellenger, D. and Johnston, W.J., 2016. The Influence of Mergers and Acquisitions on RD Managerial Decision Making: A Multiple-Case Study of Pharmaceutical Firms. Kozlowski, S.W. and Bell, B.S., 2003. Work groups and teams in organizations. Handbook of psychology. Kozlowski, S.W. and Chao, G.T., 2012. The dynamics of emergence: Cognition and cohesion in work teams. Managerial and Decision Economics, 33(5-6), pp.335-354. Kozlowski, S.W., Grand, J.A., Baard, S.K. and Pearce, M., 2015. Teams, teamwork, and team effectiveness: Implications for human systems integration. The handbook of human systems integration, pp.535-552. Lartey, S., Cummings, G. and Profetto?McGrath, J., 2014. Interventions that promote retention of experienced registered nurses in health care settings: a systematic review. Journal of nursing management, 22(8), pp.1027-1041. Lee, C.C. and Chang, J.W., 2013. Does trust promote more teamwork? Modeling online game players' teamwork using team experience as a moderator. Cyberpsychology, Behavior, and Social Networking, 16(11), pp.813-819. Logan, T.R., 2016. Influence of teamwork behaviors on workplace incivility as it applies to nurses. Creighton Journal of Interdisciplinary Leadership, 2(1), pp.47-53. McInnes, S., Peters, K., Bonney, A. and Halcomb, E., 2015. An integrative review of facilitators and barriers influencing collaboration and teamwork between general practitioners and nurses working in general practice. Journal of advanced nursing, 71(9), pp.1973-1985. Nas, T.F., 2016. Cost-benefit analysis: Theory and application. Lexington Books. Pettigrew, A.M., 2014. The politics of organizational decision-making. Routledge. Salas, E., Shuffler, M.L., Thayer, A.L., Bedwell, W.L. and Lazzara, E.H., 2015. Understanding and improving teamwork in organizations: A scientifically based practical guide. Human Resource Management, 54(4), pp.599-622. Zsambok, C.E. and Klein, G., 2014. Naturalistic decision making. Psychology Press.