This collection of essays provides an overview of the methodological issues and challenges inherent in the study of small groups from the perspective of seasoned researchers in communication, psychology and other fields in the behavioral and social sciences.

Funded by an NSF grant launched in 1998, this is the first book to assess, synthesize, integrate, and evaluate the body of theory and research on small groups across disciplinary boundaries.

UK World-leading visualization researcher Schneiderman makes the case for ABC (applied and bsic combined) and SED (science, engineering and design). He makes a range of concrete suggestions for implementing effective collaborative projects in highly applied settings (and argues for equal rights for designers, too).

Invited chapters from authors who are central and prolific contributors to the areas of group and team-based research. As such, each chapter provides an excellent overview of the current state of the research and a perspective on where scholars should be focusing their future research.

This volume focuses on multiteam systems (MTSs), or systems of interdependent teams working toward a shared goal. MTSs have become a growing area of interest in organizational research, primarily due to their growing prominence in organizational settings. However, while MTS implementation is rampant in the field, the majority of research to date has been conducted in laboratory settings, which may not always effectively address the rapidly changing needs of field MTSs. This book brings current, real world MTS issues and problems to the forefront while highlighting existing research across disciplines which may help to address these issues. Themes highlighted in terms of both practical issues and future research needs include the development and composition of MTSs, critical processes such as leadership and communication, and outcomes of both successful and unsuccessful MTSs.

This volume is concerned with the social politics of research collaboration in relation to six key positions: leaders of large research formations, leaders of sub-projects within large collaborations, participant researchers, junior and early career researchers, advisory board members, and those who look in from the outside such as researchers who are un-funded. It explores the mostly unacknowledged but critical aspect of social structures in research, discussing issues such as struggles over leadership styles, the marginalization of researchers working cross-disciplinarily, power hierarchies and intellectual ownership, and the silencing of dissent in research."

According to management expert Leigh Thompson, collaboration that is conscious, planned, and focused on generating new ideas builds excitement and produces what she calls a "creative conspiracy." Thompson reveals surprising findings; including: - Left to their own devices, teams are less creative than individuals - Providing "rules" to teams actually increases inventiveness - Striving for quality results in less creativity than striving for quantity - Fluctuating membership enhances a team's innovation - Most leaders cannot articulate the four basic rules of brainstorming. Thompson combines broad-ranging research with real-life examples and challenges managers to adopt an unconventional approach to leading teams that, done right, will lead to the creative success of every team--and every organization.

The Journal of MIT's Society for Organizational Learning, founded by Peter Senge.

Peer-reviewed scientific studies in human factors/ergonomics that present theoretical and practical advances concerning the relationship between people and technologies, tools, environments, and systems. Usually 1 team-focused article per issue - search (team or teams) to obtain list.