The business and academic worlds agree that team resilience and team adaptation are in increasing need of study. This study explores the behavioral processes of team adaptation—specifically, those action phase and interpersonal processes mapped by Marks, Mathieu, and Zaccaro (2001) and overlapping with the team adaptation model by Burke, Stagl, Salas, Pierce, and Kendall (2006) and expanded by Rosen et al. (2011). Additionally, the impact of trigger type on adaptive behaviors is explored as suggested by Maynard and Kennedy (2016). These explorations are conducted within the context of extreme teams, and the primary method used is Crayne and Hunter's (2018) historiometric analysis (HMA). The chosen sources include crew diaries and new articles detailing the events of the 2014-2015 Volvo Ocean. Critical incidents are pulled from these sources and coded for trigger type as either taskwork- or teamwork-focused, and the adaptive behaviors in response to these triggers are coded in a bottom up, emergent process. The data is reported as rank-ordered frequencies. Results suggest that resilient teams engage in some of those processes suggested by the Marks et al. (2001) framework—coordination, monitoring, communication, and backup—as well as other adaptive behavioral processes. Furthermore, taskwork-focused triggers are seen as resulting in more action phase behavioral adaptation processes, though limited data is found to speak to the mechanisms of teamwork-focused triggers. Future research directions are suggested to include examination of teams of various levels of expertise in both taskwork-specific and generalized teamwork skills.
Master of Science (M.S.)
College of Sciences
Industrial and Organization Psychology
Length of Campus-only Access
Masters Thesis (Open Access)
Campbell, Lauren, "Adaptation and Resilience of Extreme Teams: A Qualitative Study Using Historiometric Analysis" (2018). Electronic Theses and Dissertations, 2004-2019. 6002.