Rice University research shows what your company can learn from gamers about teamwork

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There's no "I" in team, but getting your coworkers on the same "we" perspective can be tough. Here's why it's important, according to Rice University's research. Pexels

You just got a promotion — along with a brand-new work team whose members barely speak to one another. But first-rate cooperation is essential if you're going to deliver for your client. So you decide to spend a month getting to know each of your workers.

One is competent but bitter, frustrated by years of small mistakes by a colleague, mistakes that add to her own workload. Another, the one making the mistakes, seems so distracted he may as well be working at another company. Others have their own quirks. And to make matters worse, another department is set to merge its employees with your creaky, cranky team in a few months. How are you going to understand all these individuals, much less get them into shape as a unit?

For many managers, training and reading can help provide guidance. Others may hire an outside consultant and resort to team-building activities. But where does that outside expertise — not to mention training and reading — come from? It's based on academic research.

Rice Business professor Utpal Dholakia and colleagues René Algesheimer of the University of Zurich and Richard P. Bagozzi of the University of Michigan are among the scholars updating what we know about the dynamics of group decisions. Starting with classic group behavior theory, the scholars developed a series of sociologically-based models for analyzing small teams.

To better understand the existing shared intentions and attachment between teammates, Dholakia and his colleagues used a novel set of questions to survey 277 teams of computer gamers, each comprised of three people. They ran the survey responses through variations of a classic model called the Key Informant, which depends on the observations of group members about the social relationships inside a group.

Next, the researchers applied a sociological theory called Plural Subject Theory, focused on what's known as "we-attitude." That's exactly what it sounds like: verbally and actively treating an endeavor as a group project.

The core of this theory, the notion that successful teams frequently use collective pronouns when they discuss themselves and cognitively conceive of themselves as "we," has been heavily studied. Groups whose members think in terms of "we" act more cohesively and are measurably more committed to collectively reaching their goal.

To enhance the way these attitudes are measured, Dholakia created multiple variations of a new model. These differ from previous models because they include information not just from a "key informant," but from every member of a group. The researcher asks group members questions about themselves, their impressions of others in the group, their impressions about how others in the group think of each member and impressions about the group as a whole. This longer, more elaborate approach offers fresh insights about a group's shared consciousness — which provides a valuable new research outcome.

The professors found that this revision of classic key informant model generally worked the best of the various group-analysis models they tested — even improving on the original key informant approach. Future researchers, Dholakia notes, should consider the context of the team situation to decide which configuration of members is best to analyze.

So the next time you find yourself nonplussed by a chaotic group dynamic at work, remember you are in time-honored company — and that help is out there. By updating the key informant model, Dholakia and his colleagues have added to the analytical toolbox something that can help whip that team into shape. Whether it's an army of accountants or a network of hospital workers, Dholakia writes, the first step to creating a real team is analyzing which intentions they truly share.

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This article originally appeared on Rice Business Wisdom.

Utpal Dholakia is the George R. Brown Professor of Marketing at Jones Graduate School of Business at Rice University.

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Houston urban agricultural nonprofit gears up for opening of new farm in Second Ward

GROWING FOR GOOD

Small Places, a Houston-based urban agricultural nonprofit, is looking forward to putting down roots beyond the fresh vegetables they grow in the East End.

After securing a 40-year land agreement with Harris County, the organization, which provides produce to families facing food insecurity in the Second Ward, is expecting to open their new farm in February 2025. Small Places’ founders hope the 1.5 acres of land named Finca Tres Robles, located at 5715 Canal Street, will be the beginning of Houston’s urban farming movement.

Founded in 2014 by brothers Daniel, Mark, and Thomas Garcia-Prats, Small Places was born out of the latter brother’s desire to work on an organic farm in his hometown of Houston. After farming in Maine, Iowa, and Nicaragua, Thomas had hoped to manage an urban farm but was unable to find a place. He then roped his brothers, who had no agricultural background at the time, into creating one.

“I joke that my journey in agriculture started the day we started out there. We didn’t grow up gardening or farming or anything of the sort,” says Daniel, Small Places’ director of operations. “It was a big learning curve, but how we approached it to our benefit was through our diverse set of backgrounds.”

Small Places began their need-based produce distribution programs through a partnership with nearby pre-school, Ninfa Lorenzo Early Childhood Center, providing food insecure families with fresh produce and later cooking lessons in 2017. When COVID-19 hit Houston in 2020, Daniel says Small Places pivoted towards becoming a redistribution center for their farming contacts who needed to offload produce as restaurants shut down, selling their crops through the organization. Their neighborhood produce program was then born, providing free boxes of produce to nearly 200 families in the East End at the pandemic’s peak.

“We found ourselves in the middle of two communities who were in need, one being people in our community who were losing jobs and were in need of food as well as our farming connections who were losing restaurant accounts,” Daniel explains.

Small Places grows a variety of vegetables at their East End based farm, selling them at a weekly farm stand. (Photo courtesy Small Places)Small Places grows a variety of vegetables at their East End based farm, selling them at a weekly farm stand. (Photo courtesy Small Places)

Small Places currently assists 65 families living predominantly within two miles of their original location and they recently restarted their programming with Ninfa Lorenzo Early Childhood Center, and accepts Supplemental Nutrition Assistance Program benefits (SNAP) at their farm stand. Daniel says once Finca Tres Robles opens, Small Places plans to bring back cooking classes and educational seminars on healthy eating for which his brother Mark, a former teacher, created the original curriculum. The farm will also have a grocery store stocked with Finca Tres Robles' produce and eventually food staples from local vendors.

“Being social and preparing a meal can be fun, interesting, and delicious. Being able to pull all of that into a program was really important for us,” Daniel explains.

Farming successfully in the middle of Houston for their subsidized programs and produce market requires Small Places’ team to be strategic in their operations. Using his background in engineering and manufacturing, Daniel says they’ve closely monitored trends in which crops perform the best in Houston’s varied, humid climate over the past decade.

They also follow Thomas’s philosophy of allowing nature to work for them, planting crops at times when specific pests are minimal or integrating natural predators into their environment. And lots of composting. Daniel says they accept compostable materials from community members, before burying the raw organic matter in the earth in between their plant beds, allowing it to mature, then later using it to nourish their crops. Daniel says he and his co-founders hope to see more community-focused, sustainable operations like theirs spring up across Houston.

“Small Places is about hopefully more than one farm and really trying to turn urban agriculture and a farm like ours from a novel thing into something that’s just a part of communities and the fabric of Houston for generations to come,” Daniel says.

Houston female-focused health tech accelerator names top companies at annual event

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A Houston organization that accelerates and supports female founders leading innovative health tech startups has concluded its 2024 program with the announcement of this year's top companies.

Ignite Health, an accelerator founded in 2017 by longtime Houston health care professional Ayse McCracken, named its 2024 winners at its annual Fire Pitch Competition in Houston last month. The companies pitched health tech solutions across lung health, renal therapy, breastfeeding tech, and more.

"This year’s competition was a culmination of passion, innovation, and hard work from the top startups in our 2024 Accelerator Program," reads a LinkedIn post from Ignite. "These trailblazing founders earned their spot on the stage by demonstrating exceptional leadership and the potential to revolutionize the healthcare industry with their solutions and devices."

First place winner was Sarah Lee, CEO and co-founder of Relavo, a New York-based company that's making home dialysis more effective, safer, and more affordable. Lee accepted awards from Johnson & Johnson and Wilson Sonsini Goodrich & Rosati.

Therese Canares, CEO and founder of CurieDx, took second place and won its awards from SWPDC - Southwest National Pediatric Device Innovation Consortium and Wilson Sonsini. CurieDx, based in Baltimore, Maryland, is creating remote diagnostic tools using smartphone technology.

In third place is Andrea Ippolito, CEO and founder of SimpliFed, a company focused on democratizing access to baby feeding and breastfeeding services through virtual care that's covered by insurance. The startup won awards from Texas Children's Hospital and Wilson Sonsini Goodrich & Rosati.

Three other finalists won other awards, including:

Kadambari Beelwar, CEO and co-founder, Henderson, Nevada-based Truss Health, which created an AI-powered sensor fusion platform that's designed to detect early signs of infection, won an award presented by Memorial Hermann Health System and Golden Seeds
Mimi Gendreau Kigawa, CEO and co-founder of New York-based Zeph Technologies, an AI-lung care company with technology for clinicians to deliver pulmonary care to patients with chronic respiratory disease, won an award presented by CU Innovations and Houston Methodist
Ashley Yesayan, CEO and co-founder, New York-based OneVillage, a software platform meant to support patients and family members through trying health events, won an award presented by CU Innovations

The companies were evaluated by the 2024 judges, which included: Allison Rhines, head of JLABS Houston; Andrew Truscott, global health technology lead at Accenture; Angela Shippy, senior physician executive at Amazon Web Services; Kimberly Muller, executive director of CU Innovations at University of Colorado Anschutz Medical Campus; Myra Davis, chief innovation and information officer at Texas Children's Hospital; and Winjie Tang Miao, senior executive vice president and COO of Texas Health Resources.

Houston expert: Balancing flexibility, accountability, and performance in a hybrid world

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Amazon, Salesforce, and Nike are just a few companies making headlines in 2024 for requiring employees to return to the office.

At the same time, technology is evolving, automation and efficiency gains are taking center stage, and employees continue to seek greater flexibility. This has fueled the debate around the future of where work gets done in 2025 and beyond.

Proponents of a remote or hybrid work model believe it leads to increased employee productivity, higher job satisfaction, and access to a larger talent pool. Detractors have a different viewpoint – suggesting employee isolation is greater, cyber security concerns are more complex to manage, and it’s hard to accurately evaluate employee performance.

So, what’s the answer?

The future of work lies in harnessing the power of the employer/employee relationship. This involves establishing clear guidelines for what working “looks like” inside and outside the company, measuring performance tied to company goals, and holding leaders and employees accountable for how these interactions occur.

A remote work policy helps establish clear guidelines. For example, should business cameras be on for all meetings? What is considered an acceptable business casual dress code? Can pets be on screen? Addressing the issues around a remote workspace, how to interact during a meeting, and what to wear helps to define company expectations and how you would like your business to be represented.

Formal performance management tools and processes have been in place for decades. While an annual event is important, encouraging managers and employees to have regular and structured performance conversations and share transparent feedback (regardless of where they work) helps you celebrate what’s exceptionally good, acknowledge what’s on track, and quickly course correct when needed.

Accountability in the remote work environment goes both ways, and leaders must model the behaviors they expect from employees. When the rule is cameras on, that means everyone, regardless of their title. When you’ve established working hours, be available to take the call or respond to the Teams chat within a reasonable timeframe. And when you need to be away from work, set expectations for when and how to reach you.

So, where is the best place to start when updating or establishing guidelines? First, review your key business objectives and work out what’s required to support the successful achievement of those goals. Design your remote and/or hybrid model around those objectives and place employees at the forefront of that design.

If you think about it, it’s no different than being in the office. You expect your employees and managers to show up, be fully present, and hold themselves accountable. That should be the expectation no matter where you “sit.”