Social and behavioural correlates to effective problem solving in meta-teams


  1. Filardo, E-A.
  2. Prentice, M.
  3. Febbraro, A.
  4. Blais, A-R.
  5. Frader, B.
  6. Spiece, R.
Corporate Authors
Defence Research and Development Canada, Toronto Research Centre , Toronto ON (CAN)
The tendency for organizations, including the Canadian Armed Forces, to solve problems using meta-teams, or teams of individuals from various organizations, has created a need to understand the nature of collaborative performance within potentially competitive climates. While the use of meta-teams allows members to draw upon diverse experience and expertise not available within one organization, creating a potentially more efficient mechanism for dealing with tasks or solving problems, individual members may place the needs of their home organization above what is best for the meta-team, creating a potentially competitive environment. Distributed teams, in particular, may face challenges in developing the relationships amongst meta-team members that are necessary for effective meta-team collaboration. Thirty meta-teams of 4 participants, each of whom was assigned to one of four higher-order groups (akin to home organizations), worked on a series of problem-solving tasks that required at least some level of elicited cooperation in order to be successful. Half of the teams worked face-to-face and half of the teams used computer-mediated communication only. Points were awarded to individual participants based on whether and how the problem was solved (i.e., as a team or alone). Participants’ coded interactions as well as their post-interaction ratings of their meta-teammates were assessed using non-parametric tests and multilevel modeling. The results indicated that distribute

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meta-teams;collaboration;comprehensive approach;problem solving;JIMP;organization;PLATT
Report Number
DRDC-RDDC-2016-R154 — Scientific Report
Date of publication
01 Aug 2016
Number of Pages
Electronic Document(PDF)

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