Interdisciplinary Teamwork and Group Communication

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Table of Contents

Group Communication Process Narrative
Literature Review
References

Group Communication Process Narrative

General Rules of Conduct

All group members should treat one another with respect, avoiding discrimination and conflicts;
All group members should attend each meeting;
In case of an emergency, the member should notify the rest of the group to try and reschedule the meeting;
All group members should participate in the decision-making process;
Group members are required to notify the rest of the team if they cannot write on the assigned topic so that the topics can be rearranged;
Group members should actively participate in the discussions outside of meetings (via e-mail or texts);
All group members should update their work on Google Docs regularly so that other members can see that they are on time with the work.

Decision-Making Process

We will attempt to take everyone’s opinions into account, but it might not be easy to make choices if one or two members disagree with the rest. Therefore, if there are no other options, we would use the majority rule to decide. Using collective decision-making, we have to decide on the frequency of meetings and ways of communicating. Preferably, we would need to work in Google Docs and communicate through e-mail, phone, and texts. If there are any other suggestions, we can discuss them in the first meeting. On the assigned days, we could meet before class; on November 9th, we could hold a final meeting to go over the presentation and make any changes.

Conflict Resolution

I think that there should be no problems with choosing the topics. As long as we all read the articles, we will be able to contribute to each area of the presentation and respectfully suggest if a group member is missing something important. However, if any conflicts arise, we will seek to initiate a group discussion to decide on the most favorable option.

Literature Review

Effective interdisciplinary teams can solve complex tasks, both in research and in practice. However, it is crucial to develop team attributes and practices to enhance its effectiveness and enable the team to be successful. According to Lakhani, Benzies, and Hayden (2012), to build an effective interdisciplinary research team, it is crucial to establish a definitive purpose and goal behind the teamwork. Moreover, it is vital to ensure excellent communication to enable shared decision-making and increased cohesion (Lakhani et al., 2012).

For instance, setting up group communication channels and using online collaboration tools could improve interdisciplinary team effectiveness. Nancarrow et al. (2013) describe ten principles of successful interdisciplinary teamwork in their article. Supportive team climate and clear role division were among the key attributes of effective teams (Nancarrow et al., 2013). To achieve this, leaders might choose to compose a document that defines each person’s role and rules of conduct to avoid conflicts and disrespectful behavior. Finally, positive leadership activities can also enhance interdisciplinary teamwork (Benoliel & Somech, 2015). The group needs to select a leader who has experience in teamwork and sufficient knowledge to guide his or her external and internal activities.

Overall, interdisciplinary teams can be very efficient. However, building a successful team is difficult and requires time and knowledge. Establishing team attributes that proved useful in enhancing interdisciplinary teamwork can help build an effective interdisciplinary team.

References

Benoliel, P., & Somech, A. (2015). The role of leader boundary activities in enhancing interdisciplinary team effectiveness. Small Group Research, 46(1), 83-124.

Lakhani, J., Benzies, K., & Hayden, K. A. (2012). Attributes of interdisciplinary research teams: A comprehensive review of the literature. Clinical & Investigative Medicine, 35(5), 260-265.

Nancarrow, S. A., Booth, A., Ariss, S., Smith, T., Enderby, P., & Roots, A. (2013). Ten principles of good interdisciplinary team work. Human Resources for Health, 11(1), 19-29.