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• W278918138 abstract "Summary In the research project Teamwork in Engineering Design, engineers and psychologists are currently examining team processes in engineering design in industry (Frankenberger & Badke-Schaub, 1998). Several non-technical factors show great influence on the effectiveness of design processes: the individual prerequisites, the prerequisites of the group and the organizational characteristics. In order to understand their complex interrelations, a method is required to compile and connect the data obtained on the different factors. In this contribution, the observation and evaluation of team design processes will be outlined. Secondly, the question of how to use this knowledge will be answered by introducing a training method teaching engineering designers to consciously reflect their work through learning about their own way of processing information and about group processes. They should then - to a certain extent - be capable of modifying inadequate strategies and strengthen successful strategies. Key words: group processes, group effectiveness, engineering design, teams in industry, critical situations, training, self-reflection, solution search, decision making. 1. Introduction The collaboration of engineering designers in teams is a necessary prerequisite in modern product development (Haberfellner, Nagel, Becker, Buchel & Massow, 1992). According to Sekine, Arai & Bodek (1994), the design department controls more than 70% of the company's quality, cost, and time of delivery. As surveys concerning the difficulties of engineering designers in industry have shown, technical aspects account for much less of the encountered difficulties than issues related to the work-environment (e.g. effective organization) and to colleagues (Birkhofer, 1991; Ehrlenspiel, 1993). Evidently, the efficiency of design processes in industry is determined not only by technical problems, but also by several non-technical factors: `individual prerequisites', `prerequisites of the group' and `characteristics of the organization' and `characteristics of the task' (figure 1). In order to be able to generate hypotheses on group effectiveness in this rather specific context, the theories and results of research concerning small groups were sighted. Design teams, however, do not have the same characteristics as ad hoc groups in a laboratory, which is the condition in which most scientific knowledge about the determinants of effective and successful problem-solving in groups has been accumulated. Although differences do exist, most work groups in the field of engineering design have a relatively stable structure and work together over a longer period of time. Usually, each team member has his or her own field of responsibility regarding the completion of a common task. Thus, a team consists of members from different departments such as the mechanical, electronic and planning departments. Depending on their field of background, they also came equipped with a different set of values. However, they share a common goal, which in itself is structured on several levels; a global level results from the instructions of the management, a second, more concrete level from technical requirements, safety restrictions, colleagues' opinions as well as from the needs and wishes of suppliers and customers. In spite of a great deal of inevitable interaction and communication within a particular design group, actual group work is rare. A designer works on his or her own most of the time, but is required to coordinate ideas and subsequent strategies with the other members of the team. While some characteristics of design teams have just been highlighted, it is necessary to underline that each design team is different in size, structure, division of labor, their way of handling conflicts and many other criteria. Therefore, in order to be able to thoroughly comprehend design practice in groups, a detailed observation should focus on single design teams over an extended period of time. …" @default.
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• W278918138 title "Group Effectiveness in Design Practice: Analysis and Training by a Critical-Situation-Approach" @default.
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