Teamwork in Multiteam Processes

The following is a summary of the findings in a research study that examined networks of teams and their integration efforts to reach a common goal collectively. The experimenters used a multiteam system simulation to assess how both cross-team and within-team processes relate to multiteam performance over multiple performance periods that differed in terms of required interdependence levels. The authors found that cross-team processes were better predictors of multiteam performance beyond that accounted for by within-team processes. In other words, when both networks worked together, they were better off at reaching their goal. They also found that cross-team processes were more important for multiteam effectiveness when there were high cross-team interdependence demands as compared with situations in which teams could work more interdependently.

It is important to understand the concept of multiteam systems (MTS) because the study revolves heavily upon them. A multiteam system is one comprised of two or more teams that interact directly and indirectly with each other in order to achieve collective goals. All teams within the system, while trying to accomplish individual team goals, are also trying to achieve at least one common goal. By doing this, each team shows interdependence from one another. The focus of the study is to do three things. First, it is to illustrate how MTS processes provide much more input than that of a single team process. Second, internal and external team processes increases the MTS effectiveness depending on the goals that are set. Finally, in order to be successful, the teams must interact together in a simulated environment and with computer controlled teams.

The authors proposed multiple hypotheses to understand the teamwork trends in MTS. They hypothesized that team action processes would positively predict MTS performance and that MTS processes would positively predict MTS performance beyond that accounted for by within-team processes. Additionally, they predicted that MTS processes would positively predict performance beyond team and MTS processes. They also hypothesized other variations of team and MTS processes that would be positively correlated as well. They variables that were measured were transition phase processes, action phase processes, and multiteam performance.

They found that cross-team MTS action processes were more valuable when working to achieve interdependent goals. They also