Study | Conceptualizing stress | Effect of stress in teams | Strategies to deal with stress | Training possibilities |
---|---|---|---|---|
Gardner, 2012 [33] | Performance pressure | Focus on general expertise. | Planning, knowledge coordination and morale-building communication. Presence, recognition and acknowledgement of domain-specific expertise. | Learn to recognize specific knowledge. |
Savelsbergh et al., 2012 [34] | Role pressure | Inhibition of team learning behaviours. Focus on primary task processes. | Sharing experiences, collective reflection and feedback. | Time for team learning: collective sense making of problems. |
Gervits et al., 2016 [35] | Time pressure | Increase of disfluency rate and speech rate. Fewer self-repairs. | Grounding within the team (seeking information, engaging, monitoring) | No specific training strategies mentioned in study. |
Long et al., 2014 [36] | Time pressure | Increase of task conflicts due to divergent views. | Formation of team mental model (prevention of conflict and divergent views) | No specific training strategies mentioned in study. |
Bourgeon et al., 2013 [37] | Crisis: unexpected and ambiguous situation | Rigid behaviour, due to lack of cognitive flexibility. | Achievement of shared representation of the situation. | Development of training specifically focused on cognitive flexibility through communication. |
Ellis et al., 2011 [38] | Time pressure | Lower levels of accuracy of mental models and less information allocation. | Increase in accuracy of mental model and decrease in tension after cross training. | Cross training in order to learn about roles and responsibilities of teammates. |
Kaplan et al., 2013 [39] | Time pressure | Development of negative emotions. | Reduction negative emotions through a certain base level of positive affect within the team. | Considerations about team composition based on the affective dispositions of team members. Training not possible. |
Pearsall et al., 2009 [40] | Time pressure and role pressure | In presence of avoidant coping strategy: lower levels of transactive memory and more psychological withdrawal. | Use of problem solving coping strategy to improve team performance and reach higher levels of transactive memory. | Learning to adopt problem solving coping strategy. |
Price et al., 2017 [41] | Performance pressure, through affective stressors | Reduction of objective situational awareness (SA). Possible overconfidence in SA. | Experience of team engagement results in less overconfidence in SA and less risk-taking. | Foster perception of team engagement. |
Stachowski et al., 2009 [42] | Time pressure and crisis | More information requests within team, and less information transfers. | Best performance in stress by teams with fewer, shorter, less complex and more flexible interaction patterns. | Training to foster brief team interaction patterns, without sacrificing shared team knowledge. |
Maruping et al., 2015 [43] | Time pressure and performance pressure | Narrow focus on task execution and withdrawal from task management. | Improvement of processes like planning, evaluation and monitoring in the presence of strong team leadership. | Training of processes like planning, evaluation and monitoring progress. |
Espevik et al., 2013 [44] | Time pressure | Influences coordination and cooperation in teams in absence of team familiarity | Knowledge about team members. | Potential effects of cross training are discussed. |
Espevik et al., 2011 [45] | Crisis | In absence of team familiarity less adaptive behaviour and less closed-loop communication. | Familiarity between team members. | Training with unfamiliar team members (cross training) |
Xu et al., 2018 [46] | Task stress (i.e. performance pressure) and technological stress | Lower levels of positive affect (PA) and increase in reaction time. | Higher mean levels of PA due to positional rotation training. | Positional rotation training (variant of cross training) to enhance shared mental model. |
Wang et al., 2020 [47] | Time pressure and crisis | Narrowing of scope and less understanding of others’ operational status | Best performance in stress by teams showing adaptive workload management, and proactive performance monitoring. | Teamwork training to develop and strengthen coordination and adaptation. Recognition of behaviour patterns of team members. |