As noted in a previous blog post, the dominant view amongst scholars is that team trust is beneficial for team performance. Trust helps team members to suspend their uncertainty and vulnerability in relation to teammates and allows them to work more effectively and efficiently, using their energy and resources in ways that contribute to team performance.
Category: Blog
Team Trust and Team Performance: trust in the variation
Teamwork and Societal Problem Solving: the challenge of integrating content expertise and methodological expertise
Collective Behavior Algorithms and Group Size: dynamic choices are most accurate in small groups.

Collectivism and Individualism: it’s not either/or it’s both

A commentary on ‘Big Mind: how collective intelligence can change our world’ by Geoff Mulgan

Sabotage in Academia: understanding the nature and causes of sabotage in academia
Sabotage in the workplace is not something we think about every day, and it might seem strange to think about sabotage behaviours playing out in academic work settings. Sabotage has been described as any form of behaviour that is intentionally designed to negatively affect service (Harris and Ogbonna, 2002 p. 166). Worryingly, 85% of service employees consider sabotage to be an ‘everyday occurrence’ in their organisations (Harris and Ogbonna, 2002). When researchers investigate employee performance in academia, they tend to focus on research performance (Edgar and Geare, 2011), or the relationship between research performance and teaching quality (Cadez et al., 2017). They rarely think about sabotage.
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Collective Intelligence in the Holocene – 7: living systems and the unbearable likeness of being

Collective Intelligence in the Holocene – 6: time perspective can enhance our understanding of the evolutionary process
Collective Intelligence in the Holocene – 5: the rocky evolution of discipline
