Preferred Reporting Items for Systematic Reviews and Meta-analyses statement checklist

Psychosocial issues in isolated and confined extreme environments.

NASA and commercial spaceflight companies will soon be retuning humans to the Moon and then eventually sending them on to Mars. These distant planetary destinations will pose new risks-in particular for the health of the astronaut crews. The bulk of the evidence characterizing human health and performance in spaceflight has come from missions in Low Earth Orbit. As missions last longer and travel farther from Earth, medical risk is expected to contribute an increasing proportion of total mission risk. To date, there have been no reliable estimates of how much. The Integrated Medical Model (IMM) is a Probabilistic Risk Assessment (PRA) Monte-Carlo simulation tool developed by NASA for medical risk assessment. This paper uses the IMM to provide an evidence-based, quantified medical risk estimate comparison across different spaceflight mission durations. We discuss model limitations and unimplemented capabilities providing insight into the complexity of medical risk estimation for human spaceflight. The results enable prioritization of medical needs in the context of other mission risks. These findings provide a reasonable bounding estimate for medical risk in missions to the Moon and Mars and hold value for risk managers and mission planners in performing cost-benefit trades for mission capability and research investments. 

/pdf/estimating-medical-risk-in-human-spaceflight-1gggcl8z.pdf

Estimating medical risk in human spaceflight

Relational values provide common ground and expose multi-level constraints to cross-cultural wetland management

http://www.cell.com/article/S2405844022007022/pdf

Affective health and countermeasures in long-duration space exploration

Background: To anticipate the dynamics of future long-distance space exploration mission (LDSEM) teams, research is conducted in analog environments (e.g., Antarctic expeditions, space chamber simulations), or environments that share key contextual features of LDSEM such as isolation and confinement. We conducted a systematic review of research conducted on teams in LDSEM-analog environments to identify which factors have been examined with quantitative research, and to summarize what the studies reveal about team dynamics in LDSEM-analog environments. Methods: We used a comprehensive search strategy to identify research on teams that lived and worked together. Data on team dynamics were extracted where possible, and sources were coded for key contextual features. The data did not lend themselves to traditional meta-analysis. We used two approaches to summarize the data: a weighted averages approach when the study reported enough data to calculate an effect size, and descriptive figures when data across studies were directly comparable. Results: Seventy-two sources met our inclusion criteria, yielding 253 effect sizes and 1,150 data points. Results from our weighted averages approach suggested that the team cohesion and performance relationship may be operating differently in isolated and confined environments than other teams that lived and worked together (e.g., military teams), and that, given the available data, we can say very little about the magnitude and direction of the relationship. Our descriptive figures revealed important trends: (a) team members in longer missions generally spent less social time together than shorter missions; (b) consistent team efficiency over time was typical, whereas decreased team efficiency over time was atypical; (c) by 40% of mission completion or 90 days, all teams reported at least one conflict, (d) commanders' written communication with mission control decreased in length over time, and (e) team mood dynamics did not consistently support the third-quarter phenomenon. Conclusions: There are inherent limitations to our study, given the nature of the analog research (e.g., correlational studies, small sample size). Even so, our systematic review provides key insights into team dynamics in LDSEM-analog environments. We discuss the implications of our research for managing future space crews. Importantly, we also provide guidance for future research.

/pdf/what-we-know-about-team-dynamics-for-long-distance-space-4kvvpp18fm.pdf

What We Know About Team Dynamics for Long-Distance Space Missions: A Systematic Review of Analog Research

This study aims to address three important but under-researched questions in the trust and negotiation literature: What do negotiators do to determine the trustworthiness of a potential business partner? What trust criteria motivate their search and help them interpret the information their search reveals? Whether there are systematic cultural differences in search and criteria, and if different, why?,This study used qualitative methodology. The data are from interviews with 82 managers from 33 different national cultures in four regions of the world identified by cultural levels of trust in negotiation and tightness-looseness. Interviews focused on how negotiators determined the trustworthiness of potential business partners in intracultural negotiations.,Analyses revealed four search activities negotiators use to gather information about a potential business partner: due diligence, brokerage, good will building and testing; and five criteria for determining the trustworthiness of a new business partner: respect, mutual values, competence, openness and professionalism. Quotes illustrate how these search activities and criteria manifest in different cultures.,This study used multiple cases to build a longitudinal picture of the process. It did not follow a single case in depth. The study focused on identifying cultural central tendencies at the same time recognizing that there is always variability within a culture.,Knowing what is culturally normative allows negotiators to anticipate, interpret and respect their counterpart’s behavior. Such knowledge should facilitate trust development.,This study provides an in-depth understanding of cultural similarities and differences in the process of trust development in negotiating new business relationships.

Searching for trustworthiness: culture, trust and negotiating new business relationships

Within self-managing teams, do prosocial or impression management motives matter for leadership emergence? Although previous research has acknowledged the importance of prosocial and impression management motives across various interpersonal contexts, such motives have received little attention within the context of self-managing teams and could provide insights into the drivers of leadership emergence. The current research examines individual prosocial and impression management motives as predictors of leadership emergence, considering individual task coordination behavior—a group-serving behavior critical for leadership emergence—as a key moderator of the relationships between motives and leadership emergence. Drawing on insights from social psychology, we hypothesized that prosocial motivation would be positively related to leadership emergence regardless of the amount of task coordination behavior performed, whereas impression management motives would only predict leadership emergence when coupled with high levels of individual task coordination behavior. Hypotheses were tested and supported using a sample of 49 leaderless teams within an assessment center context. Our results help to clarify if and when prosocial and impression management motives matter for leadership emergence.

The interactive effects of motives and task coordination on leadership emergence.

When racial/ethnic minorities emerge as leaders: The role of learning orientation and team minority composition.

The Problem Human resource development (HRD) scholars and practitioners have given considerable attention to the topic of employee well-being; however, scholarship on the well-being of leaders in organizations is fragmented and comparatively understudied. The Solution We conducted an integrative literature review of empirical research on factors that influence leader well-being to synthesize research across various disciplines and generate novel insights that could benefit HRD scholars and practitioners. The findings of this review revealed factors that influence leader well-being at five levels: intra-individual, individual, dyadic/group, organizational, and environmental. We mapped these factors onto a model with mediating mechanisms (i.e., constructive or destructive leader behaviors) and outcomes of leader well-being. Outcomes included short- and long-term psychological, physical, and social outcomes in the domains of work and life in general. The Stakeholders This article contains implications for leaders in organizations as well as HR and HRD professionals interested in cultivating leader well-being.

Must It Be Lonely at the Top? Developing Leader Well-Being in Organizations

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