The Conceptualization of Team Flow

Founders' flow: A qualitative study on the role of flow experience in early start-up stages

Flow experience is a state of complete absorption while performing an optimally challenging and enjoyable task. It is often experienced at work-both in the form of individual and team flow-and can have a positive effect on performance and well-being. However, start-up founders' work situation differs from that in established companies, facing not only great autonomy but also new challenges, uncertainty, and risks. It can be assumed that flow also provides benefits in start-ups, however, this has not yet been examined in depth and the factors that may operate differently in start-ups in comparison to other work contexts have not yet been explored in detail. Using a qualitative research approach, 21 founders from different industries were interviewed. Enhancing and inhibiting factors of flow and team flow as well as consequences for the founders and the start-up in general were examined and structured with the help of a qualitative content analysis. A variety of contexts was identified in which founders experienced flow and team flow. Various factors on the individual, task-related and organizational sphere were found to be perceived as promoting or hindering flow and team flow, e.g. well-being, autonomy or the environment. The findings regarding the consequences of flow and team flow show that these mainly are very desirable states for founders, e.g. leading to better results, progress or team processes. Only few negative consequences were identified, e.g. perfectionism. Thus, it is helpful to foster flow in the start-up context. Possible approaches derived from the participants' statements to this could be, for example, to design flow-promoting environments or participation in specific workshops.

Team behaviors as antecedents for team members' work engagement in interdisciplinary health care teams

Introduction

Due to the increasing complexity and diversity of work tasks in teams, teams need team members who are dedicated and energetic, both characteristics attributed to team members' work engagement. Especially in the domain of health care, high demands at work impact professionals' work engagement. Despite teams being the main work unit in this domain, team research on antecedents of work engagement has been neglected. The present study examines the role of team behaviors such as reflection activities in the relationships between demands at work and team members' work engagement. In doing so, the study aims to extend findings on team behaviors by considering cognitive and work-task related team behaviors as well as team behaviors that focus on emotional aspects.

Methods

Data of 298 team members of 52 interdisciplinary teams of health and social care organizations which provide care and assistance were collected in this cross-sectional survey study. Relationships between team demands at work, team learning behaviors, dealing with emotions in the team and team members' work engagement were estimated in a mediation model using structural equation modeling (SEM).

Results

The results indicate that team members' work engagement is positively related to team learning behaviors and dealing with emotions in the team. Cognitive team demands at work such as the complexity of work tasks, were found to relate positively to team members' work engagement, while emotional team demands such as the amount of emotional labor at work had a negative relationship. Team learning behaviors and dealing with emotions in the team were found to mediate the relationship between team demands at work and team members' work engagement.

Discussion

Our results provide insights into the actual behavior of teams in the domain of health care, both on cognitive and emotional aspects, and the capability of team learning behaviors and dealing with emotions in the team to mediate the relationship between team demands at work and team members' work engagement. The findings encourage future researchers and practitioners to address cognitive, emotional and motivational components in team research to provide a better understanding of team conditions, team behavior and team outcomes.

Psychological Flow Training: Feasibility and Preliminary Efficacy of an Educational Intervention on Flow

Despite there being an increasing number of applied flow studies across scientific disciplines, there exists no consistent or broadly applicable intervention to promote flow experiences. This study provides a detailed account of a new educational flow training program developed following recent advancements in the flow literature that have provided a more parsimonious understanding of flow experiences and antecedents. Guided by CONSORT guidelines for feasibility trials, we conducted a single-group, non-randomized feasibility trial of an educational flow training program (N = 26). We assessed participant retention, perceptions about and experiences of the program, perceptions about the flow education training, and preliminary assessments of flow as an outcome. Results broadly supported program feasibility, and participants reported positive experiences in, and perceptions of, program components. In terms of preliminary efficacy, we observed evidence of noteworthy change pre-to-post-program in flow (d = 0.84), performance (d = 0.81), competence (d = 0.96), well-being (d = 0.68), intrinsic motivation (d = 0.47), interest (d = 0.72), choice (d = 0.38), stress (d = -1.08), ability to handle stress (d = 0.74), and anxiety (d = - 0.86). These results provide preliminary evidence that it may be possible to 'train' flow in line with recent perspectives on a core three-dimensional flow experience (and antecedents). The study has developed a research foundation for flow intervention "curriculum" and quality standards, and for measuring results. It offers a foundation for the implementation of a larger-scale program.

Supplementary Information

The online version contains supplementary material available at 10.1007/s41042-023-00098-2.

First few seconds for flow: A comprehensive proposal of the neurobiology and neurodynamics of state onset

Flow is a cognitive state that manifests when there is complete attentional absorption while performing a task. Flow occurs when certain internal as well as external conditions are present, including intense concentration, a sense of control, feedback, and a balance between the challenge of the task and the relevant skillset. Phenomenologically, flow is accompanied by a loss of self-consciousness, seamless integration of action and awareness, and acute changes in time perception. Research has begun to uncover some of the neurophysiological correlates of flow, as well as some of the state's neuromodulatory processes. We comprehensively review this work and consider the neurodynamics of the onset of the state, considering large-scale brain networks, as well as dopaminergic, noradrenergic, and endocannabinoid systems. To accomplish this, we outline an evidence-based hypothetical situation, and consider the flow state in a broader context including other profound alterations in consciousness, such as the psychedelic state and the state of traumatic stress that can induce PTSD. We present a broad theoretical framework which may motivate future testable hypotheses.

Antecedents and Consequences of Grit Among Working Adults: A Transpersonal Psychology Perspective

Positive psychology has paved the way for newer and more informed ideas of living a meaningful, integrated and well-rounded quality of living. The current era of the pandemic has also moulded the ways in which individuals perceive their quality of life and how they want to integrate a holistic approach towards their well-being. The workplace settings have seen tremendous changes in terms of how employers, employees and the organisations at large function and operate. The pre-pandemic concept of success has shifted its focus from hard work to developing grit among employees to increase the overall efficiency of the organisations. Grit has revolutionised the conventional standards of success, meaning in life and has impacted personal as well as occupational welfare. This integration of positive psychology and transpersonal psychology has catalysed the purpose for the current study. To help organisations and individuals thrive in their professional endeavours at the workplace and to provide them with relevant psychological tools to enhance their occupational growth, the present study has been conducted empirically to investigate the antecedents and consequences of grit among 209 working professionals in India. The results of this study indicate that the transpersonal capital of metacognition, flow, optimism and empathy have a significant role to play in developing grit among the participants. The findings have implications for enhancing job satisfaction and job performance of participants. The current research also provides a framework to organisations towards designing interventions for improving efficiency at the workplace.

A Scoping Review of Flow Research

Flow is a gratifying state of deep involvement and absorption that individuals report when facing a challenging activity and they perceive adequate abilities to cope with it (EFRN, 2014). The flow concept was introduced by Csikszentmihalyi in 1975, and interest in flow research is growing. However, to our best knowledge, no scoping review exists that takes a systematic look at studies on flow which were published between the years 2000 and 2016. Overall, 252 studies have been included in this review. Our review (1) provides a framework to cluster flow research, (2) gives a systematic overview about existing studies and their findings, and (3) provides an overview about implications for future research. The provided framework consists of three levels of flow research. In the first “Individual” level are the categories for personality, motivation, physiology, emotion, cognition, and behavior. The second “Contextual” level contains the categories for contextual and interindividual factors and the third “Cultural” level contains cultural factors that relate to flow. Using our framework, we systematically present the findings for each category. While flow research has made progress in understanding flow, in the future, more experimental and longitudinal studies are needed to gain deeper insights into the causal structure of flow and its antecedents and consequences.

Team Building Through Team Video Games: Randomized Controlled Trial

Background

Organizations of all types require the use of teams. Poor team member engagement costs billions of US dollars annually.

Objective

This study aimed to explain how team building can be accomplished with team video gaming based on a team cohesion model enhanced by team flow theory.

Methods

In this controlled experiment, teams were randomly assigned to a team video gaming treatment or a control treatment. Team productivity was measured during both pretreatment and posttreatment team tasks. After the pretest, teams who were involved in the team video gaming treatment competed against other teams by playing the Halo or Rock Band video game for 45 minutes. After the pretest, teams in the control treatment worked alone for 45 minutes. Then, all teams completed the posttest team activity. This same experimental protocol was conducted on 2 different team tasks.

Results

For both tasks, teams in the team video gaming treatment increased their productivity significantly more (F₁=8.760, P=.004) on the posttest task than teams in the control treatment. Our flow-based theoretical model explained team performance improvement more than twice as well (R²=40.6%) than prior related research (R²=18.5%).

Conclusions

The focused immersion caused by team video gaming increased team performance while the enjoyment component of flow decreased team performance on the posttest. Both flow and team cohesion contributed to team performance, with flow contributing more than cohesion. Team video gaming did not increase team cohesion, so team video gaming effects are independent of cohesion. Team video gaming is a valid practical method for developing and improving newly formed teams.

Emotional intelligence, voice and flow: a team-level study of work teams

Purpose

This paper aims to investigate how emotional intelligence and voice climate interact with flow in work teams.

Design/methodology/approach

The authors used multilevel structural equation modeling to analyze the nested data (individuals within teams). A total of 42 work teams (166 full-time employees) from the service industry participated in this research.

Findings

The results showed that emotional intelligence and voice behavior are positively associated with flow experience at the individual level. It was also demonstrated that emotional intelligence exerts partial influence on flow via individual voice behavior. At the team level, the authors only found a positive relationship between emotional intelligence and flow.

Originality/value

This research fills the knowledge gap of flow’s antecedents in teams. Members who are emotional intelligent and active in making suggestions to teams are more likely to experience flow in teams. Practitioners should be able to facilitate flow in the workplace through implementing training modules related to emotion appraisal/regulation and effective voice behavior.

Team Flow Is a Unique Brain State Associated with Enhanced Information Integration and Interbrain Synchrony

Team flow occurs when a group functions in a high task engagement to achieve a goal, commonly seen in performance and sports. Team flow can enable enhanced positive experiences, as compared with individual flow or regular socializing. However, the neural basis for this enhanced behavioral state remains unclear. Here, we identified neural correlates (NCs) of team flow in human participants using a music rhythm task with electroencephalogram hyperscanning. Experimental manipulations held the motor task constant while disrupting the corresponding hedonic music to interfere with the flow state or occluding the partner's positive feedback to impede team interaction. We validated these manipulations by using psychometric ratings and an objective measure for the depth of flow experience, which uses the auditory-evoked potential (AEP) of a task-irrelevant stimulus. Spectral power analysis at both the scalp sensors and anatomic source levels revealed higher β-γ power specific to team flow in the left middle temporal cortex (L-MTC). Causal interaction analysis revealed that the L-MTC is downstream in information processing and receives information from areas encoding the flow or social states. The L-MTC significantly contributes to integrating information. Moreover, we found that team flow enhances global interbrain integrated information (II) and neural synchrony. We conclude that the NCs of team flow induce a distinct brain state. Our results suggest a neurocognitive mechanism to create this unique experience.

The Symphony of Team Flow in Virtual Teams. Using Artificial Intelligence for Its Recognition and Promotion

More and more teams are collaborating virtually across the globe, and the COVID-19 pandemic has further encouraged the dissemination of virtual teamwork. However, there are challenges for virtual teams – such as reduced informal communication – with implications for team effectiveness. Team flow is a concept with high potential for promoting team effectiveness, however its measurement and promotion are challenging. Traditional team flow measurements rely on self-report questionnaires that require interrupting the team process. Approaches in artificial intelligence, i.e., machine learning, offer methods to identify an algorithm based on behavioral and sensor data that is able to identify team flow and its dynamics over time without interrupting the process. Thus, in this article we present an approach to identify team flow in virtual teams, using machine learning methods. First of all, based on a literature review, we provide a model of team flow characteristics, composed of characteristics that are shared with individual flow and characteristics that are unique for team flow. It is argued that those characteristics that are unique for team flow are represented by the concept of collective communication. Based on that, we present physiological and behavioral correlates of team flow which are suitable – but not limited to – being assessed in virtual teams and which can be used as input data for a machine learning system to assess team flow in real time. Finally, we suggest interventions to support team flow that can be implemented in real time, in virtual environments and controlled by artificial intelligence. This article thus contributes to finding indicators and dynamics of team flow in virtual teams, to stimulate future research and to promote team effectiveness.

Human-Autonomy Teaming: Definitions, Debates, and Directions

Researchers are beginning to transition from studying human–automation interaction to human–autonomy teaming. This distinction has been highlighted in recent literature, and theoretical reasons why the psychological experience of humans interacting with autonomy may vary and affect subsequent collaboration outcomes are beginning to emerge (de Visser et al., 2018; Wynne and Lyons, 2018). In this review, we do a deep dive into human–autonomy teams (HATs) by explaining the differences between automation and autonomy and by reviewing the domain of human–human teaming to make inferences for HATs. We examine the domain of human–human teaming to extrapolate a few core factors that could have relevance for HATs. Notably, these factors involve critical social elements within teams that are central (as argued in this review) for HATs. We conclude by highlighting some research gaps that researchers should strive toward answering, which will ultimately facilitate a more nuanced and complete understanding of HATs in a variety of real-world contexts.

High-Fidelity simulation-based program improves flow state scale in the perinatal team

Background

We aimed to evaluate the degree of realism and involvement, stress management and awareness of performance improvement in practitioners taking part in high fidelity simulation (HFS) training program for delivery room (DR) management, by means of a self-report test such as flow state scale (FSS).

Methods

This is an observational pretest-test study. Between March 2016 and May 2019, fourty-three practitioners (physicians, midwives, nurses) grouped in multidisciplinary teams were admitted to our training High Fidelity Simulation center. In a time-period of 1 month, practitioners attended two HFS courses (model 1, 2) focusing on DR management and resuscitation maneuvers. FSS test was administred at the end of M1 and M2 course, respectively.

Results

FSS scale items such as unambiguous feed-back, loss of self consciousness and loss of time reality, merging of action and awareness significantly improved (P < 0.05, for all) between M1 and M2.

Conclusions

The present results showing the high level of practitioner involvement during DR management-based HFS courses support the usefulness of HFS as a trustworthy tool for improving the awareness of practitioner performances and feed-back. The data open the way to the usefulness of FSS as a trustworthy tool for the evaluation of the efficacy of training programs in a multidisciplinary team.

Shared flow in teams: team vibration as emergent property, metaphor and surrogate measure

Purpose

The purpose of this study is to contribute to the literature on team management and flow theory by framing shared flow in teams (SFT) as a unique construct of much interest for team performance, as well as by proposing team vibration as a metaphor and measurable property of SFT.

Design/methodology/approach

An inductive approach is used to identify the occurrence of SFT by means of team vibration, and scale development procedures are used to offer an instrument to measure team vibration.

Findings

The current state of knowledge does not allow researchers and team leaders to assume that flow in teams depends on team members being in full flow too. Accordingly, it is shown that SFT is an emergent phenomenon of the complex interaction of team members, thus not corresponding to the mere aggregation of flow of individual team members. Moreover, it is also shown that the emergent property of team vibration is an efficient surrogate measure for SFT because it enables better communication in measurement.

Practical implications

Team managers should hire professionals that contribute to high levels of vibration in teams because this is expected to leverage desirable team processes and outcomes. Such individuals possess an ideal balance of individual and group focus. However, the authors warn that managers should be careful in assuming that individuals in full state of flow are necessary for the occurrence of flow in teams.

Originality/value

This study frames SFT as a unique construct in the literature of flow in groups, in addition to developing a metaphor and surrogate measure (team vibration) and a measurement instrument.