Harvey Jean-François, Leblanc Pierre-Marc, Cronin Matthew A
HEC Montréal, Montreal, QC, Canada.
Université de Montréal, Montreal, QC, Canada.
Front Psychol. 2019 Jul 3;10:1441. doi: 10.3389/fpsyg.2019.01441. eCollection 2019.
In this paper, we consider how the four key team emergent states for team learning identified by Bell et al. (2012), namely psychological safety, goal orientation, cohesion, and efficacy, operate as a system that produces the team's learning climate (TLC). Using the language of systems dynamics, we conceptualize TLC as a stock that rises and falls as a joint function of the psychological safety, goal orientation, cohesion, and efficacy that exists in the team. The systems approach highlights aspects of TLC management that are traditionally overlooked, such as the simultaneous influence of and feedback between the four team emergent states and the inertia that TLC can have as a result. The management of TLC becomes an issue of controlling the system rather than each state as an independent force, especially because changing one part of the system will also affect other parts in sometimes unintended and undesirable ways. Thus the value is to offer a systems view on the leadership function of team monitoring with regards to team emergent states, which we term . This view offers promising avenues for future research as well as practical wisdom. It can help leaders remember that TLC represents an equilibrium that needs balance, in addition to pointing to the various ways in which they can influence such equilibrium.
在本文中，我们探讨了贝尔等人（2012年）所确定的团队学习的四个关键团队涌现状态，即心理安全、目标导向、凝聚力和效能，如何作为一个系统来营造团队学习氛围（TLC）。运用系统动力学的语言，我们将TLC概念化为一种存量，它随着团队中存在的心理安全、目标导向、凝聚力和效能的共同作用而升降。系统方法突出了TLC管理中一些传统上被忽视的方面，比如这四个团队涌现状态之间的同步影响和反馈，以及由此导致的TLC可能具有的惯性。TLC的管理成为一个控制整个系统而非将每个状态作为独立因素进行控制的问题，特别是因为改变系统的一个部分有时会以意想不到且不理想的方式影响其他部分。因此，其价值在于提供一种关于团队监测在团队涌现状态方面的领导功能的系统观点，我们将其称为……。这种观点为未来研究以及实践智慧提供了有前景的途径。它可以帮助领导者记住，TLC代表着一种需要平衡的均衡状态，同时还指出了他们能够影响这种均衡的各种方式。
