This discussion aims at discovering issues regarding computer-aided composition of efficient research teams. What this discussion is not? It is not focused primarily on either organizations or management or leadership problems. The sole purpose can be expressed hence as recovering mechanisms of formation of efficient research teams in the academic context.
Usually, composition of human research teams considers expertise and knowledge of the team members. As humans, these members have their emotions and personality. In the globalized world, such research teams can be spread geographically all over the world. In summary, composition of research teams addresses, for example, psychological compatibility of the team members, their emotions, personality and culture.
Mathematically, formation of heterogeneous research teams which members complement each other can consider existing models, such as Piccard's HMMs for affective behavior or Big-Five personality model or Hofstede's cultural model.
This discussion addresses therefore the following questions. How can research teams be composed, for example, in regard to professional, emotional, personal, and cultural abilities of its members? What are the measures that assess team performance? How existing management techniques such as SCRUM can be adapted to requirements of teams performing research in the academic context?
This might help you "
handling human social-technical dimension in particular man-system interface including positioning technology at man services"
Keywords:
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Building Energy Simulation,
Modeling and Simulation,
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Simulation
https://www.academia.edu/35150771/handling_human_social_technical_dimension_in_particular_man_system_interface_including_positioning_technology_at_man_services
It's a very useful question, and I'm also bothered by the establishment of a research team for specific drugs.
This discussion addresses the following questions.
1. How and in what industry field can research teams be composed, for example, in regard to professional, emotional, personal, and cultural abilities of its members?
2. What are the measures that assess team performance?
3. How existing management techniques such as SCRUM can be adapted to requirements of teams performing research in the academic context?
Belbin Associates (2009) discovered there are nine clusters of behavior, called "team roles", that each team needs to access so it might become a high-performance team. Belbin Associates (2009) made clear this does not mean that every team requires nine people or that all team roles are always required at the same time: one should first look at a team's goals and objectives and then discuss which team role behaviors should be displayed, and when, based on what tasks must be undertaken.) Belbin Associates' (2009) nine clusters of behavior, in relation to which self-perception inventories should be conducted and feedback sought, are:
- Plant—plants are imaginative and unorthodox.
- Monitor evaluator—monitor evaluators are logical, discriminating, and always make the right decisions.
- Coordinator—coordinators clarify goals, promote decision making, and involve others in appropriate ways.
- Implementers—implementers are disciplined, systematic, and love structure.
- Completer finisher—completer finishers are perfectionists who ensure that every detail is correct.
- Resource investigator—resource investigators are enthusiastic, inquisitive, and explore opportunities.
- Shaper—shapers are dynamic and make things happen.
- Team worker—team workers are diplomatic, popular, and avert friction
- Specialist—specialists are professionally dedicated, single-minded, and are prepared to build up their knowledge. (pp. 21–35).
Reference
Belbin Associates. (2009). The Belbin guide to succeeding at work. London, UK: A & C Black Publishers Ltd.
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