Relevant bibliographies by topics / Effective teams

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Effective teams'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 May 2022

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Journal articles on the topic "Effective teams"

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Harolds, Jay. "Effective radiology teams." Journal of the American College of Radiology 2, no. 2 (February 2005): 151–58. http://dx.doi.org/10.1016/j.jacr.2004.07.020.

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Johnson, Katie. "Leading effective teams." BMJ Leader 6, no. 1 (September 29, 2021): 6–9. http://dx.doi.org/10.1136/leader-2020-000418.

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Farrington, S. M., E. Venter, C. Eybers, and C. Boshoff. "Structuring effective copreneurial teams." South African Journal of Business Management 42, no. 3 (September 30, 2011): 1–16. http://dx.doi.org/10.4102/sajbm.v42i3.495.

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Despite growing numbers and increased research attention, few empirical studies have focused on copreneurial family businesses, and hardly any guidelines exist on how these couples should manage their marriage and business relationships. Against this background the primary objective of this study was to empirically assess the influence of selected structural-based factors on the effectiveness of South African copreneurships. The teamwork literature proposes that the success of a team depends on how the team is structured or set up, but the empirical findings of this study demonstrate that elements of structure are related to certain measures of success but not to others. More specifically, the results suggest that the success of a marriage between copreneurs is not influenced by the success of the business, but that the more structural elements such as Leadership, Needs alignment and Role clarity are in place, the more satisfied the spouses are likely to be with both their business and their marital relationship.
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OLSON, JENNIFER, CARI LEE MURPHY, and PHILIP D. Olson. "Building Effective Successful Teams." Journal of Early Intervention 21, no. 4 (July 1998): 339–49. http://dx.doi.org/10.1177/105381519802100407.

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Engwall, Scott. "Leading Effective Interdisciplinary Teams." International Anesthesiology Clinics 54, no. 3 (2016): 94–106. http://dx.doi.org/10.1097/aia.0000000000000099.

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Dickson, Ellen L. "Structuring Effective Student Teams." Journal of Public Administration Education 3, no. 2 (May 1997): 191–202. http://dx.doi.org/10.1080/10877789.1997.12023428.

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Hartley, Roger. "Building Effective Project Teams." Journal of Computer Assisted Learning 19, no. 2 (June 2003): 254. http://dx.doi.org/10.1046/j.0266-4909.2003.00026.x.

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Manning, Michael R., and Paula J. Schmidt. "Building Effective Work Teams." Journal of Management Education 19, no. 3 (August 1995): 392–98. http://dx.doi.org/10.1177/105256299501900312.

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Stokes, Stewart L. "Building Effective Project Teams." Journal of Information Systems Management 7, no. 3 (January 1990): 38–45. http://dx.doi.org/10.1080/07399019008968354.

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Weaver, Dawn. "Developing effective work teams." Nursing and Residential Care 6, no. 10 (October 2004): 472–78. http://dx.doi.org/10.12968/nrec.2004.6.10.16014.

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Dissertations / Theses on the topic "Effective teams"

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Malfè, Edoardo 1960, and Rusty W. 1966 Petree. "Creating effective global teams." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9202.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2000.
Includes bibliographical references (leaves 60-61).
This thesis examines various aspects of high performance, globally dispersed teams through an in-depth case study. Aspects explored include: Understanding the leadership role in teams where members are physically dispersed, Learning how to build and maintain trust within teams that are not located together, Examining preparatory steps and management actions that enhance the success of dispersed teams, Understanding the relationship between social and technical team activities and Learning how technology, physical space and organizational issues influence the performance of distributed teams.
by Edoardo Malfè and Rusty W. Petree.
M.B.A.
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Lilley, Stacey Custer. "Effective School Counseling Teams." Diss., Virginia Tech, 2007. http://hdl.handle.net/10919/27283.

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Despite much attention given to effective teams in the workplace, school counseling teams have been neglected in the research. The primary purpose of this mixed methods study was to learn what characteristics secondary counselors perceive contribute to an effective school counseling team. The first research phase conducted six team interviews; themes emerging from the interviews yielded the development of the Effective School Counseling Team Questionnaire (ESCTQ). The following research questions were investigated: What factors do counselors perceive contribute to their team's effectiveness?, Are the scores on the Effective School Counseling Team Questionnaire related to team effectiveness as described by school counselors? Is there a relationship between team characteristics (amount of time together, individual counseling experience, gender, age) and team effectiveness? Is there a relationship between the perceptions of members of effective and ineffective teams? The literature on effective team factors was reviewed and analyzed in three categories: internal, interpersonal, and external. Qualitative results indicated that the majority of participants viewed internal traits as the number one factor contributing to their team's success. Most frequent were competencies, respect, sharing duties, caring for each other and serving students. The second area participants listed as most important was interpersonal factors, such as communication, interactions, and planning. Overall, communication was cited as the number one factor needed for an effective team. Conclusions drawn suggested that teams need altruistic, personal qualities to feel most effective. These were summarized by participants as a team member who is caring, giving, and putting the needs of students first. The second key area for school counseling teams was support from external sources, primarily school administration and central office. In phase two, the questionnaire was developed and used to confirm the interview findings. During the second phase, the ESCTQ was administered to 199 secondary school counselors, yielding an 82.4% (n = 164) return rate. The survey when analyzed by teams did not show major significant differences between the teams; it did, however, confirm the qualitative findings of the internal and personal characteristics counselors of effective school teams posses. The survey also allowed team members to rate their current team and their ideal team. The difference between the two ratings (ie. gap score) showed there was a significant mean difference (20.50) between the means of those who perceived their team as highly effective (26.55) and those who perceived their team as least effective (6.05). When looking at the questionnaire this could be interpreted to mean that the team members who felt most effective had the smallest gap score between their current team and their ideal team. When teams' gap scores were compared to their overall team rating "global" scores, as the global score increased for a team their gap score decreased. Meaning an effective team had fewer discrepancies (smaller gap) between their current and ideal team. Clearly, teams that perceive their team as "relatively effective" are rating the team closer to their ideal team than those that see their team as "relatively ineffective". In order to enhance performance of a counseling team, this study was important to assess school counseling team's effectiveness. Two research methods were used to analyze effective teams; this research provides valuable information relating to school counselors and effective teams.
Ph. D.
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Hao, Meng. "Effective Collaboration of Global Teams." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16982.

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With the quick development of multinational enterprise, the concept of “global team” has interiorized in people’s mind. Global collaboration keeps business ongoing around the clock. This thesis through theoretical and empirical survey archives original goal of finding global collaboration improvement. Three sub-level research questions all get fulfill answers from integrating theoretical and empirical research result. Good fundamental work environment with equal attitude, attention on individual behavior bases on different culture understanding, frequently communication with rich information construct the most important fact of effective collaboration. Correct choosing and renewing of collaboration tools can push work faster and safer. Modern Informatics as the main power of current society, also improve the development of remote collaboration work. Empirical survey conclusion as a kind of supplement completes current theory.
Program: Magisterutbildning i informatik
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Oden, Kevin. "DISTRIBUTED TEAM TRAINING: EFFECTIVE TEAM FEEDBACK." Doctoral diss., University of Central Florida, 2008. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2908.

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ABSTRACT The United States Army currently uses after action reviews (AARs) to give personnel feedback on their performance. However, due to the growing use of geographically distributed teams, the traditional AAR, with participants and a moderator in the same room, is becoming difficult; therefore, distributed AARs are becoming a necessity. However, distributed AARs have not been thoroughly researched. To determine what type of distributed AARs would best facilitate team training in distributed Army operations, feedback media platforms must be compared. This research compared three types of AARs, which are no AAR, teleconference AAR, and teleconference AAR with visual feedback, to determine if there are learning differences among these conditions. Participants completed three search missions and received feedback between missions from one of these conditions. Multiple ANOVAs were conducted to compare these conditions and trials. Results showed that overall the teleconference AAR with visual feedback improved performance the most. A baseline, or no AAR, resulted in the second highest improvement, and the teleconference condition resulted in the worst overall performance. This study has implications for distributed military training and feedback, as well as other domains that use distributed training and feedback.
Ph.D.
Department of Psychology
Sciences
Psychology PhD
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Mickan, Sharon. "Understanding effective teams in healthcare environments /." St. Lucia, Qld, 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16088.pdf.

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Kupp, Susan K. "Women's perspectives on effective missionary teams." Theological Research Exchange Network (TREN), 1993. http://www.tren.com.

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Smoczyk, Brian E. "Effective development of corporate work teams." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998smoczykb.pdf.

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Hoeffler, John Wallace. "Systemic variables in effective management teams /." The Ohio State University, 1985. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487259125221526.

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Kwaye, Alphonse Shefa. "Effective Strategies for Building Trust in Virtual Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5740.

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Virtual teams often fail to achieve their objectives because virtual team leaders lack strategies for nurturing trust among dispersed team members. The purpose of this single case study was to explore strategies virtual team leaders in large corporate banks use to build trust among virtual team members. The population of this study included 6 virtual team leaders from a large corporate bank located in the northeast region of the United States. The interpersonal trust theory was the conceptual framework of this study. Data were collected via semistructured telephone interviews and review of company documents. The data analysis process included content analysis and thematic analysis for theme identification. Data analysis revealed four themes related to strategies that leaders of virtual teams can use to build trust among team members: reliable technology, effective communication, teamwork and participation, and respect for people and culture. A fifth theme emerged related to barriers to trust strategies. The implications for positive social change include the potential to improve work environments for virtual team members isolated because of the absence of a social context.
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Fitzpatrick, Erin Lillian. "Forming effective teams in a workplace environment." Thesis, The University of Arizona, 2000. http://hdl.handle.net/10150/292015.

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Throughout much of the past century, manufacturing efficiencies were gained by constructing systems from independently designed and optimized tasks. Recent theories and practice have extolled the virtues of team-based practices that rely on human flexibility and empowerment to improve integrated system performance. The formation of teams requires consideration of innate tendencies and interpersonal skills as well as technical skills. In this project we develop and test mathematical models for formation of effective human teams. Team membership is selected to ensure sufficient breadth and depth of technical skills. In addition, measures of worker conative tendencies are used along with empirical results on desirable team mix to form maximally effective teams.
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Books on the topic "Effective teams"

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Building effective project teams. New York: Wiley, 2002.

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Creating effective & successful teams. West Lafayette, Ind: Ichor Business Books, 2003.

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Opdenakker, Raymond, and Carin Cuypers. Effective Virtual Project Teams. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22228-4.

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Keary, Roisin. Effective teams: Team roles and fully integrated leadership. Dublin: University College Dublin, 1994.

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Collective excellence: Building effective teams. New York, N.Y: American Society of Civil Engineers, 1992.

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Foster, Judy. Building Effective Social Work Teams. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2016. http://dx.doi.org/10.4324/9781315387062.

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K, Aranda Eileen, Robbins Stephen P. 1943-, and Swenson Craig, eds. Tools for teams: Building effective teams in the workplace. Boston, MA: Pearson Custom Publishing, 2000.

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Utilizing self-managing teams: Effective behavior of team leaders. New York: Garland Pub., 1998.

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Weiss, Donald H. Effective team building. New York: AMACOM, 1993.

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Leader-coach: Developing effective ministry teams. Kansas City, Missouri: Beacon Hill Press of Kansas City, 2013.

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Book chapters on the topic "Effective teams"

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Sutton, Anna. "Building Effective Teams." In Work Psychology in Action, 90–108. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-30231-1_6.

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Schleyer, Titus, Holly E. Moore, and Kathleen Weaver. "Effective Interdisciplinary Teams." In Clinical Informatics Study Guide, 343–76. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-22753-5_15.

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Schleyer, Titus, Sarah Zappone, Candace Wells-Myers, and Todd Saxton. "Effective Interdisciplinary Teams." In Clinical Informatics Study Guide, 285–306. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-93765-2_20.

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Davison, Sue Canney, and Bjørn Z. Ekelund. "Effective Team Processes for Global Teams." In The Blackwell Handbook of Global Management, 227–49. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405166355.ch12.

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Tjosvold, Dean, and Mary Tjosvold. "What Makes Teams Effective?" In Building the Team Organization, 17–30. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137479938_2.

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Mankowitz, Scott. "4.2 Effective Interdisciplinary Teams." In Clinical Informatics Board Review and Self Assessment, 209–17. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-63766-2_12.

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Opdenakker, Raymond, and Carin Cuypers. "Emergence and Sustaining of Team Task Insight, Empowerment, Collective Commitment, and Strategic Momentum." In Effective Virtual Project Teams, 155–212. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22228-4_5.

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Opdenakker, Raymond, and Carin Cuypers. "Introduction and Field Problem Concerning Virtual Project Teams." In Effective Virtual Project Teams, 1–15. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22228-4_1.

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Opdenakker, Raymond, and Carin Cuypers. "Strategic Momentum." In Effective Virtual Project Teams, 17–37. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22228-4_2.

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Opdenakker, Raymond, and Carin Cuypers. "Virtual Project Teams and Their Effectiveness." In Effective Virtual Project Teams, 39–58. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22228-4_3.

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Conference papers on the topic "Effective teams"

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Lyden, John, and Amy Zeringue. "Building Effective Teams to Enable Project Success." In SPE Intelligent Energy Conference & Exhibition. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/167843-ms.

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Zvereva, Olga, and Ekaterina Milovidova. "Engineering Effective Teams: An Example From Educational Domain." In 2018 International Conference on Applied Mathematics & Computational Science (ICAMCS.NET). IEEE, 2018. http://dx.doi.org/10.1109/icamcs.net46018.2018.00020.

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Franzini, Giovanni, and Mario Innocenti. "Effective coverage control for teams of heterogeneous agents." In 2017 IEEE 56th Annual Conference on Decision and Control (CDC). IEEE, 2017. http://dx.doi.org/10.1109/cdc.2017.8264072.

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Tafliovich, Anya, Jennifer Campbell, Daniel Zingaro, Francisco Estrada, and Leo Porter. "Forming Strong and Effective Student Teams (Abstract Only)." In SIGCSE '17: The 48th ACM Technical Symposium on Computer Science Education. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3017680.3022372.

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Furcy, David, and George Thomas. "Designing Effective Heterogeneous Teams for Multiagent Routing Domains." In 2011 IEEE/WIC/ACM International Joint Conferences on Web Intelligence (WI) and Intelligent Agent Technologies (IAT). IEEE, 2011. http://dx.doi.org/10.1109/wi-iat.2011.223.

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Dekker, Daphne. "Effective Versus Ineffective Communication Behaviors in Virtual Teams." In 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07). IEEE, 2007. http://dx.doi.org/10.1109/hicss.2007.195.

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Hackett, Michael. "Building Effective Global Software Test Teams through Training." In International Conference on Global Software Engineering (ICGSE 2007). IEEE, 2007. http://dx.doi.org/10.1109/icgse.2007.15.

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Sabry, Mohamed Abdelfattah, Mohamed Mamdouh Awny, and Mohamed Omar Ezzat. "ASSESSING CRITICAL SUCCESS FACTORS FOR EFFECTIVE VIRTUAL TEAMS." In 30th International Conference of the International Association for Management of Technology 2021. Red Hook, New York, USA: Curran Associates, Inc., 2021. http://dx.doi.org/10.52202/060557-0005.

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de Mello, Rafael, Roberto Oliveira, Leonardo Sousa, and Alessandro Garcia. "Towards Effective Teams for the Identification of Code Smells." In 2017 IEEE/ACM 10th International Workshop on Cooperative and Human Aspects of Software Engineering (CHASE). IEEE, 2017. http://dx.doi.org/10.1109/chase.2017.11.

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Osipov, Kirill, and Gita Sukthankar. "Forming Effective Teams from Agents with Diverse Skill Sets." In 2012 International Conference on Social Informatics (SocialInformatics). IEEE, 2012. http://dx.doi.org/10.1109/socialinformatics.2012.55.

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Reports on the topic "Effective teams"

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Driskell, James E., Eduardo Salas, and Robert Hogan. A Taxonomy for Composing Effective Naval Teams. Fort Belvoir, VA: Defense Technical Information Center, March 1987. http://dx.doi.org/10.21236/ada187539.

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Marti, Michael A. Building Efficient and Effective Strategic Intelligence Teams. Fort Belvoir, VA: Defense Technical Information Center, March 2012. http://dx.doi.org/10.21236/ada561363.

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Arnwine, A. D. Are self-directed work teams successful and effective tools for today`s organization? Office of Scientific and Technical Information (OSTI), March 1995. http://dx.doi.org/10.2172/45991.

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Robasky, Kimberley, Rebecca Boyles, Kira C. Bradford, Margaret Gold, W. Christopher Lenhardt, Shannon McKeen, Sandy Skipper, and Stan Ahalt. How to Launch Transdisciplinary Research Communication. RTI Press, April 2020. http://dx.doi.org/10.3768/rtipress.2020.rb.0022.2004.

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Transdisciplinary research teams are essential to scientific advancement, and successful transdisciplinary teams rely on effective communication. Overcoming barriers to foster productive team dynamics requires communication strategies and tools. We combine our practical experience to offer a succinct protocol, including only the essentials, to help teams quickly establish an agile communication platform during project start-up (https://doi.org/10.17605/OSF.IO/N5GFP).
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Bagchi, Shelly, Murat Aksu, Megan Zimmerman, Jeremy A. Marvel, Brian Antonishek, Heni Ben Amor, Terry Fong, Ross Mead, and Yue Wang. Workshop Report: Test Methods and Metrics for Effective HRI in Collaborative Human-Robot Teams, ACM/IEEE Human-Robot Interaction Conference, 2019. National Institute of Standards and Technology, December 2020. http://dx.doi.org/10.6028/nist.ir.8339.

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Bagchi, Shelly, Jeremy A. Marvel, Megan Zimmerman, Murat Aksu, Brian Antonishek, Heni Ben Amor, Terry Fong, Ross Mead, and Yue Wang. Workshop Report: Test Methods and Metrics for Effective HRI in Real-World Human-Robot Teams, ACM/IEEE Human-Robot Interaction Conference, 2020 (Virtual). National Institute of Standards and Technology, January 2021. http://dx.doi.org/10.6028/nist.ir.8345.

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Uche, Chidi, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Retrospective Study of Inspectors Competency in the Act of Writing GMP Inspection Report. Purdue University, December 2021. http://dx.doi.org/10.5703/1288284317445.

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The research was a retrospective study of twenty-five Good Manufacturing Practice (GMP) inspection reports (from March 2017 through to December 2018) of a national medicine regulatory agency, drug Inspectorate, in West Africa, designed to assess the inspectors’ expertise in the act of inspection report writing. The investigation examined a paper-based tool of thirteen pre-registration Inspection reports and twelve GMP reassessment reports written prior and following an intervention program by external GMP trainers to enhance inspectors’ skill in pharmaceutical cGMP inspection. The study made use of quantitative analysis to investigate each team’s expertise in the act of writing GMP inspection report. Likewise, each report’s compliance with the requirements of three regulatory standards on GMP inspection report writing was ascertained. Impact of intervention program on lead inspectors’ competence was assessed. Lastly, gap in each team writing effectiveness, and lead inspectors’ abilities to deliver an effective report were determined. The results showed one of the inspection team (4.0%) wrote an excellent report. Two (8.0%) of the twenty-five inspection teams penned good inspection reports. Eleven (44.0%) teams drafted needs improvement reports and the remaining eleven teams (44.0%) prepared unacceptable reports. The excellent report and the two good reports had report format that meet expectation. One (50.0%) of the good reports showed the authors possess excellent knowledge of cGMP technical areas. The remain good report (50.0%) revealed the writers’ knowledge.as good. The excellent report showed the authors displayed partial mastery in the use of objective evidence while the two good reports disclosed theirs as having partial and evolving abilities. One of the teams (50.0%) that wrote good reports displayed good use of third person narrative past tense in report writing whereas the other team used the same tense and voice excellently. Generally, a sort of marginal level of performance was prominent among the inspection teams. A gap, if not tackled, will slow down regulatory process through increase report review, litigations that query report factual accuracy (AIHO, 2017) and delay in issuance of marketing authorization. In conclusion, trainings on quality attributes, such as technical content (Quality Management System (QMS) and Site), the use of objective evidence, assignment of risk levels to GMP violations and citing of applicable laws, regulation and guidelines that substantiate GMP observations, were recommended, to enhance knowledge sharing and regulators’ performance in the act of writing inspection report.
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Barrera-Osorio, Felipe, Samuel Berlinski, and Matías Busso. Effective Evidence-Informed Policy: A Partnership among Government, Implementers, and Researchers. Research on Improving Systems of Education (RISE), December 2021. http://dx.doi.org/10.35489/bsg-rise-ri_2021/035.

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Evidence matters for the effectiveness of public policies,but important informational frictions—that is, resistanceto obtaining or using information on the subject at hand—sometimes prevent it from shaping policy decisions.Hjort et al. (2021) showed that reducing those frictionscan change not only political leaders’ beliefs but alsothe policies they implement. One-way information, fromresearch to policy, may sometimes be insufficient, though.Policymakers may be agnostic about the effectiveness ofan intervention, or they may not know which of its featuresrequire adjustment. A process of policy experimentationmay be needed (Duflo 2017), in which policies arerigorously evaluated at a small scale, the findings of those evaluations inform the policy design, and a new evaluation determines the effectiveness of a fine-tuned version of the intervention, with the assessment continuing until the program is ready to be scaled up. This process requires very close collaboration among government, implementers, and researchers. The means by which evidence is produced is also important. A frequent criticism of researcher-designed interventions is that results may not be relevant. One reason is that pilot programme’s participants or circumstances may be atypical, with the result that the experimental treatment, even if implemented with fidelity, may not achieve similar outcomes in other settings (Al Ubaydli et al. 2017; Vivalt 2017). A second reason is that governments may lack the capability to implement with fidelity interventions tested in randomized control trials. A partnership between policymakers and researchers can help attenuate these concerns. A recent experience in Colombia provides a good example of such a partnership at work. “Let’s All Learn to Read” is an ambitious programme to improve literacy skills among elementary schoolchildren (Grades K–5). Spearheaded by the Luker Foundation, a local nongovernmental organisation, in collaboration with the Secretary of Education of Manizales (Colombia), the programme began with a systematic data collection effort in the municipality’s public primary schools to understand why students were failing to acquire the most basic academic skills. This led to several interventions over many years during which multidisciplinary teams of researchers working in close collaboration with local stakeholders and policymakers designed and evaluated different features of the programme.
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Grunwaldt, Alfred, Marie-Lena Glass, and Nancy McCarthy. Identification of Climate Resilience Opportunities and Metrics in Financing Operations: A Technical Reference Document for IDB Project Teams. Inter-American Development Bank, July 2021. http://dx.doi.org/10.18235/0003432.

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As development financiers strive to implement climate adaptation measures that are effective and consistent with countries climate-resilient development pathways in line with the Paris Agreement, there is an urgent and increasing need to reduce vulnerability to climate variability and climate change, ensure that development operations are climate-resilient, particularly promote development operations that build climate resilience, and to monitor and evaluate the success of these measures. Given this need, the objective of this document is to provide a general conceptual framework to guide IDB project teams from different sectors in how to identify climate resilience opportunities and define indicators at the project level that will facilitate the monitoring and assessment of climate resilience results. With the conceptual framework presented in this document, the IDB aims to (1) lay the conceptual foundations to seize climate resilience opportunities in development projects by presenting definitions and examples for climate resilience elements and capacities as a basis for a conceptual climate resilience metrics framework and (2) guide sectorial specialists in identifying output and outcome indicators to monitor climate resilience results at the project level and to later evaluate the effectiveness of implemented adaptation and climate resilience activities.
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Hogan, Robert, Susan Raza, Dawn Metz, and James E. Driskell. Effective Team Performance in Military Environments. Fort Belvoir, VA: Defense Technical Information Center, December 1986. http://dx.doi.org/10.21236/ada181003.

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