PROCEEDINGS of the HUMAN FACTORS AND ERGONOMICS SOCIETY 39th ANNUAL MEETING-1995 917 THE EFFECTS OF SELF-CONTROL AND PERCEIVED CONTROL ON TEAM PROCESSES

Although there is an extensive literature regarding the individual and stress, it is critical for researchers to gain an understanding of the impact of stressors on teams due to the increasing number ofjobs in both the military and civilian sectors that require groups of individuals to work together effectively in teams. The current study sought to meet this need by investigating the relationship between an individual difference characteristic of team members (self-control), stressor condition, and indices of coping. In particular, it was of interest to determine the effects of self-control and stressor condition, manipulated in terms of perceived stressor control, on coping assessed via self-report and coping communications between team members. Results provided mixed support for the hypothesized relationships between these variables with low self-control teams reporting different coping behaviors than high self-control teams. Results also revealed self-report and communication coping differences as a h c t i o n of stressor condition. The findings are discussed in terms of possible interventions for teams performing under stress. Problem Statement An important area of psychological research is the investigation of teams and their performance. This domain of research has gained in importance due to the ever increasing role of teams in a wide variety of environments. Although there is an extensive literature regarding the individual and stress, Driskell and Salas (1991) point out that a limited systematic inquiry exists concerning stress in groups and teams. A review of this literature unveils scattered studies begjnning in the 1950s (se