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Original Research ARTICLE
Group Affective Tone and Team Performance: A Week-Level Study in Project Teams
- 1Department for Industrial/Organizational and Social Psychology, Technische Universität Braunschweig, Braunschweig, Germany
- 2Departamento de Ingeniería Industrial y de Sistemas, Pontificia Universidad Católica de Chile, Santiago de Chile, Chile
- 3Software Engineering Group, Leibniz Universität Hannover, Hannover, Germany
Group affective tone is an emergent state that can be shared by group members during interdependent tasks. Groups can experience positive group affective tone (PGAT), a shared feeling of, e.g., excitement, enthusiasm, or activation, as well as negative group affective tone (NGAT), a shared feeling of, e.g., distress, anxiety, and hostility. So far, previous cross-sectional research suggests that PGAT and NGAT are related to team performance outcomes. However, little is known about how the dynamic and fluctuating group affective states are related to team performance over an extended period of time. Therefore, the current study investigated the relation between PGAT, NGAT, and performance over the course of 34 software engineering projects. We hypothesized that PGAT is positively related to team performance, whereas NGAT is negatively related to team performance. Based on the punctuated equilibrium model and the feeling-as-information theory, we expected that these associations become stronger in the second half of the project. Using week-level design with 165 participants in 34 software engineering teams, we repeatedly assessed PGAT, NGAT, and team performance over 14 weeks. Data were analyzed using multilevel structural equation modeling. As expected, PGAT was positively related to team performance, whereas NGAT was negatively related to team performance – between teams over the course of the projects as well as within teams over time. More importantly, the weekly relationships were stronger in the second half of the project. Our study indicates that weekly variations in group affective tone are more relevant after projects reach a temporal midpoint. We discuss theoretical and practical implications for project teams.
Affective experiences have received increasing attention to understand social dynamics in groups and organizations (Barsade, 2002; Lehmann-Willenbrock et al., 2011b; Ceschi et al., 2014; Homan et al., 2015). Affects convey information about the social context (Keltner and Haidt, 1999; Schwarz, 2011; Hazy and Boyatzis, 2015), and shared feelings are considered to define "a group and distinguishes it from merely a collection of individuals" (Barsade, 2002, p. 644). More importantly, affective responses of one group member can be influenced by other group members (Hareli and Rafaeli, 2008; Boyatzis et al., 2015).
To give the reader an illustrative idea of how affective experiences can impact team work, we invite you to imagine the three coworkers Andrew, Ann, and Arthur who develop software for an external customer. As a team, their work is strongly interdependent: while Ann and Arthur enthusiastically discuss new solutions for a specific code, Andrew immediately "gets infected" by their excitement and develops a new idea that builds on their discussion. In other words, Andrew shows increased interest, he is actively involved, smiles, and gets very excited about the project. In return, Ann and Arthur receive immediate feedback about Andrews' affective reaction, which literally spills over to them. Overall, the group shares a positive group affective state. Now, imagine the same team at a later point in time. Time pressure and customer requests make Ann nervous about whether they will meet the project deadline. In team discussions, she reacts irritable and her distress also impacts Andrew's and Arthur's mood. In this meeting, the team shares a negative affective state – a state that can ultimately result in conflicts and negatively impact the team's overall performance (cf., Cole et al., 2008; Gamero et al., 2008; Choi and Cho, 2011).
Overall, the current research paper investigates the relationship between group affective tone and team performance over the temporal course of several projects. Our study makes important contributions to the research field of group affect. First, we built on the feeling-as-information theory (Schwarz and Clore, 2003; Schwarz, 2011) to explain how specific affective states in project teams differently impact team performance. Second, we measured group affective tone and team performance over 14 weeks in order to better understand the dynamic variations of group affective states over time. Third, we tested whether two temporal projects phases, that is, the phase before and the phase after project midpoint (cf., Gersick, 1988, 1989), moderate the weekly relationship between group affective tone and team performance over time in project teams.
Theoretical Background and Hypotheses
Group Affective Tone and Group Performance
The aforementioned case scenario has summarized vividly what we know so far about the reciprocal interpersonal influence of affect during group work. Converging (i.e., similar and consistent) affective reactions between group members result in a state which is called group affective tone (George, 1990; Collins et al., 2013). Group affective tone can be distinguished in two independent dimensions: positive versus negative group affective tone (PGAT versus NGAT; George and King, 2007; Knight and Eisenkraft, 2015). PGAT reflects a state of positive activation (e.g., feeling enthusiastic or inspired versus feeling sad or bored), whereas NGAT reflects a state of negative activation (e.g., feeling nervous or distressed versus feeling calm or relaxed, cf., Watson et al., 1988).
From a theoretical point of view, the feeling-as-information theory (Schwarz and Clore, 1983, 2003) can help us to understand how affect might either positively or negatively impact team interactions. This theory assumes that people use their affective states to guide their cognitive judgment and evaluate their surroundings. In that sense, affective states impact cognitive processing (Clore and Huntsinger, 2007). For example, positive (in contrast to negative) affect helps to activate semantically related concepts [e.g., Hänze and Hesse (1993)], promotes heuristic judgments [e.g., Schwarz et al. (1991)], and fosters creative problem solving [e.g., Isen (1999)]. In other words, positive affect is expected to increase an openness to new ideas, visionary thinking (Boyatzis et al., 2015; Hazy and Boyatzis, 2015), and creativity (cf., Lyubomirsky et al., 2005). This global-versus-local effect of positive affect on cognitive processing should, thus, help group members to see the bigger picture (Gasper and Clore, 2002) when working on a complex task instead of focusing rigidly on details – some authors describe this effect as focusing on the forest and not the trees (Clore and Huntsinger, 2007).
Empirically, several studies also support this hypothesized beneficial effect of positive affective states on group behavior. That is, PGAT has shown positive associations with several behavioral outcomes of group work such as cooperation (Barsade, 2002; Sy et al., 2005), helping behavior (Chi et al., 2011), team proactivity (Wu and Wang, 2015), creativity (Grawitch et al., 2003; Shin, 2014), and team performance [e.g., Barsade (2002), Tanghe et al. (2010), Knight (2015)]. Overall, positive affect does not only influence information processing but also impacts the group's behavioral performance level (Knight and Eisenkraft, 2015). Therefore, we expect that project teams with high PGAT should be better in accomplishing their complex project tasks:
Hypothesis 1: Between groups, PGAT is positively related to team performance.
In contrast to positive affect, negative affect in social interaction is seen to be "something to be got rid of" (Ketelaar and Tung Au, 2003, p. 431), that is, NGAT has been hypothesized to diminish team performance [e.g., Ashforth and Humphrey (1995), Greer and Jehn (2007), Cole et al. (2008), Bashshur et al. (2011)]. As negative affect indicates problems (Clore et al., 2001; Schwarz and Clore, 2003), teams focus on their difficulties, pay attention to negative feelings, and are, thus, distracted from their actual tasks (Greer and Jehn, 2007; Cole et al., 2008). In particular, strong negative affective experience, such as fear and anger, is assumed to narrow people's scope of attention (Fredrickson, 1998, 2001, 2004), inhibits an openness to new ideas (Hazy and Boyatzis, 2015), and results in less cooperation (Allred et al., 1997). Furthermore, NGAT is related to increased conflicts (Gamero et al., 2008; Choi and Cho, 2011), decreased pro-social behavior (George, 1990), and weaker team performance (Cole et al., 2008). The negative link between NGAT and team performance seems to be particularly valid for teams that work together for a longer period of time because shared negative feelings are more likely to be attributed to sources within the group, reduce social integration, and consequently diminish team performance (cf., Knight and Eisenkraft, 2015). Consequently, we hypothesize:
Hypothesis 2: Between project groups, NGAT is negatively related to team performance.
Looking More Closely at the Dynamic Relationship between Group Affective Tone and Team Performance
While project teams may show between-group variation in shared affective experiences, group affective tone is actually defined as a state construct, that is, it is not stable but dynamic and also varies over time as an emergent state (Collins et al., 2013). Despite the widely accepted dynamic nature of group affective tone as an emergent state (Collins et al., 2013), previous research on group affective tone is strongly based on cross-sectional designs, that is, previous studies have mostly neglected to study the temporal variations of group affective tone (Collins et al., 2013; Barsade and Knight, 2015) – a characteristic which is of central concern for the construct under investigation. PGAT and NGAT can vary not only between teams but also within teams over time. The current study aims to fill this research gap by capturing the specific dynamic nature of group affective tone by using a week-level design and measuring PGAT and NGAT across several weeks. Overall, the relationships between group affective tone and team performance should also be reflected within teams over time. Consequently, we expect:
Hypothesis 3: Over time and within project teams, PGAT is positively related to team performance.
Hypothesis 4: Over time and within project teams, NGAT is negatively related to team performance.
The Dynamic Effect of Project Phases on Group Affective Tone and Team Performance
One interesting aspect about project teams is that they are characterized by a so called life cycle, that is, a starting and end point defined by a deadline (Packendorff, 1995). The fact that project groups have a deadline makes them particularly unique because it frames the project work and provides them with temporal structure (cf., Chae et al., 2015). More importantly, while group affective tone – as a state construct – should vary over the course of a project, its relationship with team performance may also vary depending on temporal phases of the project itself. To better understand how group affective experiences and team performance are affected by these different project phases, we use the punctuated equilibrium model (Gersick, 1988, 1989). According to this model, projects can be divided into two phases which are separated by a midpoint (i.e., phase 1 – midpoint – phase 2). The first phase is characterized by inertia and little visible progress in team work. The midpoint serves as a temporal marker, that is, "an alarm clock [that increases] members' awareness that their time is limited" (Gersick, 1988, p. 34). At midpoint, project teams start to increase their pace and revise their strategy by taking multiple perspectives into account and also by focusing on task completion. Previous research has supported basic assumptions of the punctuated equilibrium model by showing that teams become more aware that time is limited when the deadline approaches [e.g., Okhuysen and Waller (2002), Waller et al. (2002), Chang et al. (2003)].
While the awareness of limited time can help the team to focus on task completion instead of focusing on task-unrelated problems [e.g., Karau and Kelly (1992)], it is not "not a guarantee of progress" (Gersick, 1988, p. 34). In other words, while time pressure can have positive effects on team work, it can also potentially harm a team's performance (cf., Maruping et al., 2015). We assume that the facilitating versus potentially harming function of that temporal midpoint is closely tied to affective experiences of the project team. Therefore, and in order to better understand the temporal interplay between group affective states, team performance, and project phase, we also build on the feelings-as-information theory (Schwarz and Clore, 2003; Schwarz, 2011). After midpoint, teams have stronger time pressure, and, in order to meet the deadline, they have to take multiple factors into account instead of "concentrating their work and attention on only a few factors" (Gersick, 1988, p. 33). With increasing pressure, feelings impact cognitive processing more strongly (Siemer and Reisenzein, 1998). Positive affect should serve better to increase the teams' attentional scope (Schwarz and Clore, 1983; Schwarz, 2011), that is, to see the bigger picture of the project (Gasper and Clore, 2002). Therefore, we expect that PGAT is stronger related to team performance in second half of the project in comparison to the first phase of the project. In contrast, negative affect narrows the attentional scope [e.g., Clore and Huntsinger (2007)] and we expect that – after midpoint – NGAT should exert stronger harm on team performance. Overall, we hypothesize:
Hypothesis 5: In the second phase of a project, the association between PGAT and team performance is stronger than in the first phase.
Hypothesis 6: In the second phase of a project, the association between NGAT and team performance is stronger than in the first phase.
Materials and Methods
Procedure and Sample
We examined a sample of real project teams (N = 34) that took part in a software engineering course at a German university. The majority of the 165 team members were male (90.30%) which is representative of the profession examined. Participants had a mean age of 22.93 years (SD = 3.24).
Project task: each team had to develop a specific software product for a real costumer (e.g., a product data bank for an online sports retailer). For that purpose, teams had to accomplish multiple performance episodes over a period of 14 weeks. Teams had to interact with a customer and analyze and negotiate requirements. Finally, they had to design the software architecture and implement their ideas. This task also included writing code and testing the overall software-quality. Overall, all teams had to solve an ill-defined task that requires creative problem solving. In doing so, teams were highly autonomous and had to manage task distributions and project progress.
We used a week-level design and captured group affective tone and team performance on a weekly basis. Participants received a web link to an online survey via email at the end of each week. Following the methodological procedure by Gersick (1988, 1989), the 14-week project was split into two phases. Week 1to 7 constituted the first phase and week 8 to 14 constituted the second phase of the project.
Positive and Negative Group Affective Tone
Affect was assessed with 12 items from Positive And Negative Affect Schedule (PANAS, Watson et al., 1988; German Version by Krohne et al., 1996). As we used a repeated measurement design, we used a short form in order to minimize participants' efforts – as recommended by Sonnentag et al. (2008). Every week, participants rated their affect for the preceding week on a 5-point response format (1 = not at all to 5 = very much). Positive affect and negative affect were measured by six items each (positive affect: "active," "interested," "excited," "strong," "inspired," "alert"; negative affect: "distressed," "upset," "irritable," "nervous," "jittery," "afraid"). Cronbach's alpha ranged from 0.75 to 0.92 for positive affect and from 0.78 to 0.93 for negative affect.
Team Performance
Team performance was assessed by means of a German measure of team productivity by Lehmann-Willenbrock et al. (2011a), based on Kirkman and Rosen (1999). This measure has been used in previous studies on real teams which worked together for a prolonged period of time [e.g., Lehmann-Willenbrock et al. (2011a), Sauer and Kauffeld (2013)]. The scale is composed of six items with a 5-point answering format from 1 "absolutely disagree" to 5 "absolutely agree" and captured the extent to which teams met or exceeded team goals of on-time task completion, continuous improvement, product quality, and customer complaints (e.g., "As a team, we meet our quantitative and qualitative goals"). Cronbach's alpha ranged from 0.85 to 0.95. The measurements of self-rated team performance in the final week also showed a significant relation with an expert rating of team performance at the end of the project (r = 0.46, p < 0.01).
In order to overcome common method bias, we tested whether positive affect, negative affect, and team performance measures represent separate constructs using Confirmatory Factor Analysis (CFA). We tested whether a three-factor model with the three independent factors positive affect, negative affect, and team performance, fitted better to our survey data than a single factor model in which the items from positive affect, negative affect, and team performance load on a single factor. Such a single factor model would indicate inflation by a common method bias (cf., Harman, 1976; Podsakoff et al., 2003; Malhotra et al., 2006). We used CFA for nested models controlling for between-person and between-group variation. Furthermore, we used person-mean centered data as usual in diary studies (cf., Bolger et al., 2003). The three-factor solution showed very good fit indices (χ2 = 936.66, df = 132; CFI = 0.96; RMSEA = 0.05; SRMR = 0.03), whereas the singe-factor solution did not show a sufficient fit (χ2 = 2188.64, df = 141; CFI = 0.69, RMSEA = 0.08; SRMR = 0.12). The three-factor solution shows a significantly better fit than all three models − as indicated by the Santorra–Bentler Test, a chi-square difference-based test for nested models (TRd = 2122690.11, df = 9, p < 0.01).
Overview of Statistical Analyses
For our analyses, individual measures of 165 team members were aggregated to the team level. Prior to this, we calculated the within-agreement rwg (James et al., 1984, 1993) of positive affect, negative affect, and team performance. High rwg values indicate consensus among team members within teams. As a common criterion, rwg values equal to or greater than 0.70 are considered as sufficient agreement for data aggregation on the team level (Lance, 2006). The median rwg values for positive affect, negative affect, and team performance were 0.78, 0.85, and 0.89, respectively. This justified aggregation of individual measures on the team level. For all following analyses, we used measures that were aggregated at the team level. We, first, calculated inter-correlations with SPSS 21 (IBM, 2012). As data were collected weekly across 14 weeks for all 34 teams, the weekly measurements are nested in teams. Data can be described in terms of a two-level structure. Level 1 (within level) compromises 476 measurements from 34 teams over a period of 14 weeks; we also call it week level. Level 2 (between level) represents the teams' latent mean scores across 14 weeks. To consider the multilevel structure, we used multilevel structural equation modeling (SEM) to test our hypotheses. Analyses were performed with Mplus version 7.1 (Muthén and Muthén, 1998-2013) using maximum likelihood estimation (MLR). All continuous predictors were grand-mean centered. We performed three models to predict team performance. The null model includes only the intercept as a predictor. Model 1 includes PGAT and NGAT as predictors at both levels. Predictors at level 1 represent weekly differences from teams' average scores, and predictors at level 2 represent teams' latent mean values across 14 weeks. In Model 2, the interaction terms of PGAT and project phases as well as negative team performance and project phases were added.
Descriptive statistics and inter-correlations for PGAT, NGAT, and team performance are presented in Table 1. Correlations below the diagonal show relationships at level 2, that is, correlations between teams' average values across weeks. Correlations above the diagonal show relationships at level 1, that is, correlations between weekly measurements. PGAT is positively related to team performance at the between level (r = 0.54, p < 0.01) and at the week level (r = 0.44, p < 0.01), whereas NGAT is negatively related to team performance at the between level (r = −0.67, p < 0.01) and at the week level (r = −0.56, p < 0.01).
In order to consider the multilevel structure of our data and test whether the two project phases (phase 1 versus phase 2) moderate the association between group affective tone and team performance (i.e., hypotheses 5 and 6), we used multilevel SEM to test our hypotheses (cf., Table 2). As shown in Model 1, PGAT was positively related to team performance at the between level (b = 0.49, SE = 0.22, p < 0.01). This result is in line with hypothesis 1. Furthermore, as expected by hypothesis 2, NGAT was negatively related to team performance at the between level (b = −0.67, SE = 0.15, p < 0.01).
Although we focused on the relationship between group affective tone and team performance across the course of project, we took advantage of the expert rated team performance at the end of project as a dependent variable. In a supplementary analysis, we also tested whether between-differences in the mean level of PGAT and NGAT across the project were related to the expert ratings of team performance at the end of the project. As shown in Table 3, PGAT between teams was positively related to expert ratings of team performance (b = 0.44, p < 0.05), and NGAT between teams was significantly negatively related to expert ratings of team performance (b = −0.87, p < 0.01). These findings provide further evidence in support of hypothesis 1 and hypothesis 2, respectively.
Finally, Model 1 in Table 1 shows that PGAT was also positively related to team performance at the week level (b = 0.35, SE = 0.05, p < 0.01), supporting hypothesis 3, whereas NGAT was negatively related to team performance at the week level (b = −0.42, SE = 0.06, p < 0.01), supporting hypothesis 4.
Hypothesis 5 stated that the relationship between PGAT and team performance was higher in the second phase than in the first phase of team projects. In Model 3 (cf., Table 2), the interaction term of PGAT and project phase was significant and positive (b = 0.15, SE = 0.07, p < 0.05). This result supports hypothesis 5. Similarly, in Model 2, the interaction term of NGAT and project phase was significant and negative (b = −0.22, SE = 0.08, p < 0.01). This finding supports hypothesis 6, proposing a higher negative relationship between PGAT and team performance in the second phase. Visual representations for these interaction effects are presented in Figures 1 and 2 (cf., Aiken and West, 2003; Hayes, 2013).
Figure 1. Interaction between weekly positive group affective tone and project phase on team performance.
Figure 2. Interaction between weekly negative group affective tone and project phase on team performance.
In Figure 1, the slopes of PGAT on team performance for the first and second phase of projects are shown. In the second phase, the slope between PGAT and team performance is steeper than in the first phase. This means that PGAT and team performance have a stronger association after project midpoint.
In Figure 2, the slopes of NGAT on team performance for the first and second phase of projects are depicted. In the second phase, the relationship between NGAT and team performance is stronger (i.e., more negative) than in the first phase.
The current study investigated how positive versus negative group affective states have a dynamic effect on team performances in project teams. To do so, we repeatedly (i.e., each week) measured group affective tone and team performance over the course of several software engineering projects. Overall, our analyses provide the following three main findings.
First, groups with overall high PGAT across the course of the software engineering project indicated better team performance, whereas groups with overall high NGAT showed reduced team performance. Concerning the relationship of PGAT and team performance, our study enlarges pervious findings that found a positive relationship (cf., Collins et al., 2013). We followed recent calls to investigate group affective tone in different contexts (cf., Barsade and Knight, 2015), particularly in a highly relevant field setting like software development in computer engineering. Our study contributes to the very few studies that examine shared affective processes in software engineering project teams (for an exception see Jung et al., 2012). More importantly, so far, there has been "less evidence of the detrimental effects of negative affective tone on performance" (Collins et al., 2013, p. 52) in general. Our study provides such evidences by linking NGAT and team performance.
Second, by looking at temporal and within-group variations of group affective tone, we showed that temporal variations of shared group affective experiences also relate to team performance over time, that is, affective variations from one week to the other immediately impacted a team's weekly performance over the entire course of the project. Therefore, our study substantiates the dynamic influence of group affective tone on weekly team performances (Collins et al., 2013).
Third, we investigated whether the temporal frame of the project itself moderates the relationship between group affective tone and team performance. By integrating assumptions from the affect-as-information theory (Schwarz and Clore, 2003; Schwarz, 2011) and the punctuated equilibrium model (Gersick, 1988, 1989) and using multilevel modeling, we showed that the weekly variations of group affective tone are stronger related to team performance in later phases of projects.
Theoretical Implications
First, the current study contributes to the literature on group affective tone by providing evidence for the relevance of shared affective responses on group performance outcomes. While previous studies have investigated the link between group affective tone and team performance in laboratory and field studies (cf., Barsade and Knight, 2015), only few studies have investigated real teams that work interdependently and for a prolonged period of time (cf., George and King, 2007; Klonek et al., 2016). In their review, Collins et al. (2013) stated that "groups can experience a variety of affective states over the life cycle of the group, as projects are generally completed over extended periods" (p. 55). The authors pointed out that previous findings rely mostly on cross-sectional studies and questioned whether PGAT are positively and NGAT are negatively related to group outcomes in the long-term [e.g., Collins et al. (2013)]. Our study shed light on the relationship between group affective tone and team performance over an extended period as we captured the complete life cycle of projects. We found that the mean level of PGAT across the project is positively related to team performance. That is, teams which have a higher level of PGAT show better performance than teams with low levels in PGAT. Conversely, the level of NGAT is associated with lower team performance.
Second, group affective tone is an emergent state which is considered to fluctuate over time (Marks et al., 2001; Collins et al., 2013). Therefore, we were interested whether temporal fluctuations of group affective tone also relate dynamically to a team's performance. By using multilevel modeling, we empirically showed that group affective tone is linked to team performance at the week level. Therefore, our study theoretically underpins the dynamic nature of group affective tone and extends empirical research that has used cross-sectional designs to capture group affective tone (cf., Collins et al., 2013). These kind of studies only compare teams with different levels of PGAT or NGAT at a single point of time but do not allow conclusions on how intra-team variations in PGAT or NGAT relate to team performance. We showed that the relationships between PGAT as well as NGAT and team performance were not only present on the between level – comparing teams with different levels of PGAT and NGAT – but also within teams over time. Variation in the level of PGAT (or NGAT) compared to one teams' average over the course of projects is linked to variation in team performance level. In other words, not only the absolute level of PGAT (or NGAT) matters but intra-team differences in PGAT (or NGAT) matter as well. This also supports the affect-as-information theory (Schwarz, 2011) claims that changes in affective states reflect changes in the environment and, in turn, affect cognitive processing (e.g., broaden or narrow attentional scope).
Third, we also took into consideration that the relationship between shared affect in groups might differently impact team performance across the course of the project. We make an important theoretical contribution by linking the feeling-as-information theory (Schwarz and Clore, 1983, 2003; Schwarz, 2011) with the punctuated equilibrium model (Gersick, 1988, 1989). Based on the feeling-as-information theory (Schwarz and Clore, 1983, 2003; Schwarz, 2011), we expected that group affective states are related to team performance because positive affective states broaden cognitive processing and foster creative thinking, whereas negative affective states narrow the groups' scope of attention, that is, impair their ability to see the bigger picture of their task. The punctuated equilibrium model (Gersick, 1988, 1989) states that project work becomes more complex after midpoint. Consequently, we expected the weekly relationships between PGAT as well as NGAT and team performance to be stronger in the second half of the project.
By investigating the temporal dynamic of the weekly relationship between group affective tone and team performance, we also followed calls to better understand the temporal dimension of group affective tone (Collins et al., 2013; Barsade and Knight, 2015) as well as to use longitudinal designs to study team dynamics (Klonek et al., 2016). The relationship between group affective tone and desirable outcomes, such as team performance, has been expected to vary or even change across the course of a project (Collins et al., 2013). While many hypotheses about team dynamic processes actually formulate static mechanisms (i.e., an increase in variable X will result in an increase in variable Y, cf., Leenders et al., 2016), we provide evidence that dynamic in contrast to static mechanisms might be particularly relevant for teams which "are inherently less temporally stable, such as project teams" (Leenders et al., 2016, p. 97). The results of our study support the argument that the strength of the association between group affective tone and team performance varies depending on the project phase. Theoretically, our study indicates that changes in weekly group affective tone are more important for teams that have worked together for a prolonged period of time. Relying on the affect-as-information theory (Schwarz, 2011), cognitive functioning may be more susceptible to affective influence after midpoint than before midpoint.
Practical Implication
Variations of group affective tone are related to team performance. As a consequence, organizations, project managers, and project teams should be aware of this relationship. This awareness can help them to potentially buffer the negative effects of NGAT on team performance. As projects usually start with a kick-off meeting, project managers have an opportunity to positively impact the affective climate between team members. That is, the kick-off meeting or early team interventions can serve specifically to increase PGAT and reduce NGAT. These early team interventions focus on the overall level of PGAT and NGAT. Our study showed that the average level across the course of projects is related to team performance. However, our study demonstrated that group affective tone matters also every week. Weekly variations in the level of PGAT as well as NGAT are related to weekly variations in team performances. This is important for practical implications. As a consequence, project teams should also be sensitized for changes in their group affective experiences. A continuous monitoring of PGAT and NGAT may help project leaders and project teams to intervene if NGAT increases. Based on the finding that the weekly relationship between group affective tone and team performance is strengthened in the second half of the project, we recommend to pay particular attention to variations of group affective tone after project teams have crossed midpoint. The punctuated equilibrium model suggests that team interventions around midpoint may help teams in successful transition from phase 1 to phase 2 (Gersick, 1989; Hackman and Wageman, 2005). Our study further suggests that team interventions in this second half of projects should particularly address how to pay attention and regulate group affective processes.
Limitations and Future Research
As any study, our study has several limitations that point out future research. First, we captured group affective tone as well as team performance based on global assessments without linking teams' affective state to a specific cause. This methodological approach is frequently used to operationalize affective tone in group research (George and King, 2007; Collins et al., 2013; Barsade and Knight, 2015), but it did not allow us to distinguish whether group affective tone can be attributed to internal causes (e.g., conflicts within the team) or external causes (e.g., unfair feedback from a customer). Since research suggests that NGAT can be beneficial for team performance if attributed to external factors but diminish team performance if attributed to internal factors (cf., Knight and Eisenkraft, 2015), future research should address this question. Furthermore, it is important to note that, in our study, teams had to accomplish a complex task that requires multiple performance episodes, including requirement analysis, software design, implementation, and quality checks. All projects started with an ill-defined problem that required creative rather than analytical thinking. However, task type can moderate the relationship between group affective tone and team performance. For example, in one experimental study NGAT has been found to be beneficial for specific short-term analytical tasks, but diminish creative performance (Klep et al., 2011). Future research could address this issue by using more specific performance measurements during project work. Second, our basic analysis used self-report measures of positive affect, negative affect, and team performance. While this is a very common research approach in the study of group affect (cf., Collins et al., 2013; Barsade and Knight, 2015; Knight and Eisenkraft, 2015), there is a possibility that the relationships between group affective tone and team performance are overestimated due to a common method bias (Podsakoff et al., 2012). However, CFA revealed that three focal constructs (positive affect, negative affect, and team performance) measured via questionnaires can be better modeled with three separate factors than one single factor. Furthermore, we showed that self-reported team performance at the end of the project also correlated with expert ratings of team performance. Finally, PGAT and NGAT were also associated with these expert-rated team performance measures. These additional results further supported hypothesis 1 and hypothesis 2 and diminish the problems of common method bias. Nevertheless, we recommend future research to use a variety of methodological approaches when assessing affective states, such as combining observational codings of group affect with questionnaire measures [e.g., Barsade (2002), Lehmann-Willenbrock et al. (2011b)].
Third, team performance could also have influenced group affective processes, and we did not consider this reciprocal dynamic (cf., Hareli and Rafaeli, 2008) in our analyses. However, the literature on affect in groups has widely considered team performance as a consequence of PGAT and NGAT [e.g., Cole et al. (2008), Tanghe et al. (2010), Collins et al. (2013)]. Affect-as-information theory posits that affect influences cognitive processing and, in turn, impacts performance (Schwarz, 2011). Finally, experimental research has provided evidence that affective variations precede changes in team performance (Barsade, 2002). Since this type of research does support the internal validity of the affect-precedes-performance link, the current study contributed to the external validity of this finding. Therefore, we considered PGAT as well as NGAT as predictors of team performance.
Fourth, we did not investigate potential mediators of the relationships between group affective tone and team performance. Based on the feeling-as-information theory (Schwarz and Clore, 2003; Schwarz, 2011), we expected that cognitive processing may be accountable for the group affective tone and team performance link. Theorizing on group affective tone points out that multiple process variables may mediate the link between group affect and performance such as coordination (Sy et al., 2005), cooperation (Barsade, 2002), or communication (Rhee, 2006). Moreover, the mediation between group affective tone and team performance may also change over time. To address this question, complex research designs are necessary that capture multiple mediators at different time points. Therefore, we encourage future research to build on our study and repeatedly measure multiple constructs, such as group affective tone, cognitive processing, and team performance.
The current study showed that PGAT is positively, whereas NGAT is negatively, related to team performance in project teams. These relationships are present at two levels of analysis: within teams reflecting weekly relationships and between teams over the entire project. Based on the feeling-as-information theory (Schwarz and Clore, 1983, 2003; Schwarz, 2011) and the punctuated equilibrium model (Gersick, 1988, 1989), we showed that the associations between weekly variations in group affective tone and team performance become stronger in the second phase of projects, that is, after teams have reached project midpoint. Project teams should pay attention to weekly changes in their PGAT and NGAT, particularly, in the second phase of projects.
Author Contributions
HP designed the study, analyzed the data, and wrote the manuscript. FK provided feedback and fine-tuned the paper. KS helped designing the study, including data collection, and provided feedback on the manuscript. SK helped designing the study, provided feedback, and fine-tuned the paper.
Conflict of Interest Statement
The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.
We thank Olga Buruszweski and the staff from software engineering group at Leibniz Universität Hannover as well as Tahnee Janine Wilms and Johanna Böhme for their support during the data collection.
This research was funded by the German Research Foundation (DFG, Grant No. KA 2256/9-1).
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Keywords: affect-as-information, punctuated equilibrium model, team performance, project teams, group affective tone
Citation: Paulsen HFK, Klonek FE, Schneider K and Kauffeld S (2016) Group Affective Tone and Team Performance: A Week-Level Study in Project Teams. Front. Commun. 1:7. doi: 10.3389/fcomm.2016.00007
Received: 20 July 2016; Accepted: 13 September 2016;
Published: 10 November 2016
Edited by:Con Stough, Swinburne University of Technology, Australia
Reviewed by:Peter J. Jordan, Griffith University, Australia
Riccardo Sartori, University of Verona, Italy
Copyright: © 2016 Paulsen, Klonek, Schneider and Kauffeld. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
*Correspondence: Hilko Frederik Klaas Paulsen, email@example.com


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Senator Matt Rector of Guam, apparently had the same memory problems in 2008 as he forgot to mention his burglary conviction in the 1980's. The oops cost Sen. Rector his freedom and his position.
Sunday, February 28, 2010
Oh, I forgot to mention...
An interesting tidbit in a story about Mitchell Johnson, one of the Jonesboro shooters - it casually mentions that the other shooter, Andrew Golden, had attempted to obtain a concealed carry permit in 2008 using a false name and a bad address. Luckily, the police denied the application.
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ARSRPE Conference Paper Database
Evaluation of the Adelaide Hills speed limit change from 100 km/h to 80 km/h
Long, AD
Hutchinson, TP
(Peer reviewed)
Speed - Travel Speeds
In January 2002 the speed limit was changed from 100 km/h to 80 km/h on 18 arterial roads in the Adelaide Hills area. An analysis has been conducted of the effect that these changes had on the number of casualty crashes and casualties occurring on these roads: the periods of five years before and five years after the changes have been compared. Different methods of evaluation were considered, some involving a control group and others not. Depending on which is chosen, the effect is between 3 per cent and 36 per cent reduction in casualty crashes, with 15 per cent (not statistically significant) being our preferred estimate.
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If you are an Accredited Agent and do not yet have a password, please contact the International Team
The Bournemouth and Poole College is one of the largest Further Education colleges in the UK, and one of the country's leading centres of English Language learning.
Each year around 300 overseas students from many different backgrounds and over 40 different countries choose to study with us.
We offer a wide range of programmes to International students, including English Language, A Levels, Vocational Diplomas, International Access to University, Foundation Degrees and Undergraduate Degrees.
Apply to become an Accredited Agent
Could you or your organisation advise and assist students in arranging their overseas study programmes?
If you have the resources and the commitment to provide a first class quality service to International students, we would like to hear from you.
Please contact the International team at The College for details of our excellent support package, and terms and conditions for Agents:
Call us now on +44 1202 205161
Or email us at firstname.lastname@example.com
You may also wish to complete our Agents Questionnaire which is the first stage in the Agency Application process. We also offer a sample Agents Agreement for your interest.
Arrange a meeting
We make regular trips overseas to countries such as Brazil, Chile, China, Colombia, Ecuador, Hong Kong, Japan, Peru, South Korea, Thailand, Turkey or Vietnam.
Please email us at firstname.lastname@example.com if you would like to arrange to meet with one of our representatives during their travels.
Overseas visits organised for this year:
|Country / City
|Central and South America
|February 2018
|Nick Harris, Director of International and Teacher Training
|March 2018
|Teaching staff (TBC)
South Korea
|April/May 2018
|Nick Harris, Director of International and Teacher Training
|May 2018
|Nick Harris, Director of International and Teacher Training
Meet some of our International students
Read what they have to say about their time spent studying with us


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This image recently shared on LinkedIn and other social networks caught my attention, for both its comedic message and its more serious undertone.
The direct cost of hiring somebody into your business on a full time, part time or contract basis is relative straightforward to measure.
What's not so simple is being able to identify the indirect costs and resources being used.
Most businesses endeavour to concentrate on the cost of every action taken, which is especially true for large projects.
But is this really the right focus?
Shouldn't managing TIME be our primary concern? After all, time is the one resource that is impossible to stretch, move, or produce more of.
More often than not, it's disregarded.
The businesses that function most efficiently and enjoy the highest levels of productivity are generally those that have a strong appreciation for opportunity cost.
Opportunity cost is defined as the 'potential benefit lost of the other choices, when a decision is made' (for more, see Wikipedia).
For example, choosing a sports car as your next personal vehicle may seem a great decision, however the opportunity cost of this choice may be that the second-preference car has better fuel economy and is therefore more efficient in the long run.
Opportunity cost is a major concept that underpins numerous economic theories in relation to scarcity and consumer choice.
The message in the image above is another great example of this.
Far too many businesses look only at the direct cost (in every sense, not just dollars) without considering the alternatives.
The 'amateur' may seem the right choice for your business right now as they provide a fast and inexpensive service. However, the opportunity cost of this decision will be the time, dollars and stress that could be found down the line after the decision is made.


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Clayton State Delegation Visits Mumbai
Clayton State Delegation Visits Mumbai
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Clayton State News
December 14, 2009
Three Clayton State University faculty members are currently in Mumbai, India, to promote additional student and faculty exchanges between Clayton State and institutions of the University of Mumbai system, the largest higher education system in India.
John Parkerson, the University's director of International Programs, along with faculty members Dr. Susan Rashid Horn, assistant professor of English and Dr. Augustine Ayuk, assistant professor of Political Science, are visiting Birla College and Chandibai Himathmal Mansukhani College (CHM), both part of the University of Mumbai system, and organizations with which Clayton State already has partnerships.
Parkerson is discussing study abroad opportunities, joint research projects and faculty exchanges. He will also be visiting two additional colleges in the University of Mumbai system. Rashid Horn and Ayuk will both deliver guest lectures at the two colleges over the next two weeks.
"The purpose of my meetings are to explore how we might expand the already-existing relationships with Birla and CHM, consistent with one of the most important goals of Clayton State's Office of International Programs – to work with foreign universities towards implementation of study abroad, faculty development, student and faculty exchange, and collaborative research opportunities; and to identify and to cultivate promising new relationships with appropriate foreign universities covering the broad range of international activities where they appear mutually relevant to Clayton State's and the foreign institutions' curriculum and student and faculty needs," says Parkerson.
Currently, Clayton State and the two Indian colleges have annual, two-week faculty exchanges. In March 2010, professors from the two Indian colleges will visit Clayton State as guest lecturers.
"Clayton State is fortunate to have excellent relationships with these two very highly regarded Indian institutions; and I will be discussing with Birla and CHM officials how those existing relationships can be expanded to accommodate greater numbers of faculty who desire to experience the kind of comparative educational development opportunity that teaching abroad fosters, as well as to explore student exchange opportunities and collaborative research projects," adds Parkerson. "Clayton State and its University of Mumbai partners also want to add reciprocal student educational experiences in Atlanta and Mumbai respectively."
All News


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Draft Prospect Outlook:
Built like three-down back. Flashes good vision and impressive jump-cutting ability for his size to hit cutback lanes. But too often he only gets what's blocked for him. Doesn't play with power you'd expect. Good, not great long speed. Arm tackles take him to the ground frequently. Mid-rounder.
College Recap:
After rushing for 2,504 yards and 41 TDs in his senior season at Norwalk High School in California, Penny saw limited action as a running back in his first two seasons with the Aztecs but did return 44 kicks for 1,304 yards while scoring three times as a returner. He scored twice more as a kick returner as a junior in 2016 while also seeing an extended look as a running back, where he rushed for 1,018 yards on just 136 carries and added 224 yards on 15 receptions, scoring 14 touchdowns on offense.
Taking over as the lead back after Donnel Pumphrey headed to the NFL, all Penny did was lead all FBS players with 2,248 rushing yards on 289 carries, scoring 23 touchdowns on the ground and another two while catching 19 passes. He added two more touchdowns on kick returns and another on one of his two punt returns, his first action in that role for the Aztecs. Penny rushed for more than 200 yards in each of his final five games as a senior, and in the Armed Forces Bowl he scored four touchdowns while rushing for 221 yards on just 14 carries. -- R.J. White


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Filed under: Uncategorized
Hello blog people,
We have a bunch of shows coming up so I'll list them here. I'll also update the info as it comes up. We are going to be playing a lot out of state in the next few months so hit us up at firstname.lastname@example.com if you want us to come play yr city.
11 – Friday – @ Warren American Legion, 12 Community Place Warren NJ 07059
w. Lost Weekend, Shards (North Carolina)
18 – Friday – @ The Alamo
New Brunswick NJ 08901
w/ Occult Detective Club (Texas), Dont Wake Up, Trash Ride
19 – Saturday – @Stolen Sleeves Collective, 538 Johnston, Brooklyn NYC
w/ ODC, Big Eyes
19 – Tuesday – @The Loft, New Brunswick, NJ
w/ neon piss, john slover's new band +1 (california)
29 – Friday – @ Legion Bar NYC w/ GDP
30 – Saturday – @ Wacky Kastle, ALLSTON, MASS w/ the scamps
1 – Sunday – Worcester (info TBA)
14 – Saturday @ the LOFT, New Brunswick, NJ
w. ANS, Seasick, Big Eyes
20 – Friday – Pittsburgh (info TBA)
21 – Saturay – FORWARD OHIO FEST- @ The Union, 18 West Union Street,
Athens, OH 45701
w. a bunch of rad bands
22 – Sunday – SOMEWHERE BETWEEN OHIO AND HOME (info TBA)
… we are also on the new "Dead Broke Records" Tape comp. Check that out here:
And we have some songs streaming on the brand new Tankcrimes Records downloads page:
"Psychrockbullshit" will be available from Tankcrimes and from us April 12 on LP and CD.
We are still working on writing that LP. Its going well.
Leave a Comment so far
Leave a comment


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- Two winners will be chosen at RANDOM from any of the designer's blogs and the PaperbabeStamps Blog to win.
- Just leave a comment on any of the designer's blogs listed below or the Paperbabe stamps blog for your chance to win! (you do not need to comment on all blogs to qualify but it increases your chances)
- Deadline: You have until midnight on Sunday, 31st July to leave a comment.
- Please check the Paperbabe Stamps blog on Monday, 1st August to see if you are one of our lucky winners.
Craft blog with tutorials,design team projects and hints and tips. I love card making, home decor, mixed media and everything crafty. I like to share my craft with others and inspire people to try arts and craft.
29 July 2016
Paperbabe Stamps 3rd Anniversary Blog Hop and July release sneak peaks
56 comments:
Fantastic projects Terri, I love what you've done with the stamps! Chris xReplyDelete
Love them all xReplyDelete
Beautiful project Terri, love how you used the stamps as silhouettes brilliant! Thank you so much <3ReplyDeleteReplies
Thank you for designing such amazing products xDelete
Fantastic Terri, fab background scenes sweetie and sooooooo cute !!ReplyDelete
hugs Diane xx
great job!ReplyDelete
You've created such lovely scenes with these stamps! 💛ReplyDeleteReplies
I did have a lot of fun playing with them xDelete
Wonderful cards Terri :)ReplyDelete
Beautiful Creations!ReplyDelete
Sarah x
Beautiful Creations!ReplyDelete
Sarah x
Love these!!! xxReplyDelete
Gorgeous cards! The colors are just amazing, and I LOVE that beautiful fox!ReplyDeleteReplies
The Fox is super cute.Delete
The whole of the new release is fabulous, I really love the sentiments. Each time I see the fox I just love it more, he is adorable! xReplyDeleteReplies
The fox is stunning and it stamps like a dreamDelete
All of these are beautifully finished. Love the color combos and these cute stamps.ReplyDelete
Love how you built the scenes! With these fun sentiments these are great sets.ReplyDelete
Love your 'scenic' cards - they are so effectiveReplyDelete
This comment has been removed by the author.ReplyDelete
Hi TerriReplyDelete
Love all your cards, thank you for sharing X X XReplies
Thank you for taking the time to stop by and commentDelete
Love the fox card!!ReplyDelete
Beautiful cards! Gorgeous ink blending! These new stamps are cute, cute, cute! Love!ReplyDeleteReplies
Aren't they just, so fun to work withDelete
Fox, owl, butterfly, bunny.... I am in love with these charming critters! Awesome cards with beautiful coloring!ReplyDelete
You've given me a great idea. Thankyou soUchida for all the inspiration. Us newbies need help lol.ReplyDeleteReplies
Hi Angie, I'd love to see what your idea turns into xDelete
Awhhh these cards are great. Don't ask me to pick my favourite as I love them all. Thanks for the inspiration and sharingReplyDelete
love it!
They are all beautiful! So very up my street and stamps that I must buy now Karen xReplyDeleteReplies
Thank you Karen xDelete
Awesome job! Love your background colors.ReplyDelete
What wonderful beauties you've created with these lovely stamps!!ReplyDelete
Those new stamps are gorgeous and love your inky backgrounds.ReplyDelete
What a gorgeous set, Terri! I love what you have created - beautiful scenes! Hugs Delphine xxReplyDeleteReplies
Thanks Delphine xDelete
So pretty Terri!ReplyDelete


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Americans' trust in our government institutions is near all-time lows.
Some of the cynicism — and criticism — stems from more than a decade of hyperpolarization. But much of the distrust is due to high-profile government scandals, such as the initial failure of the Healthcare.gov website, insufficient care at Veterans Affairs hospitals, and the General Services Administration's over-the-top Las Vegas conference.


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For a recruiter / hiring manager, it is very crucial to make the right hiring decision. It is because a bad hire can cost you so dearly in terms of investment of time and resources. Moreover, it can also have a negative impact on the productivity, employee morale, growth of the organization and credibility among the customers, etc.
To avoid such hiring risks, every recruiter / hiring manager need to go that extra mile to perform a background search on the candidate. In addition to stringent screening processes, you need to research on a candidate from various sources that are available on the Internet.
What are the sources? With the explosion of social media, the Internet is flooded with lots of tools and applications through which candidates can interact with a group of people, community, organization, etc. You can find the candidate details from social networking sites, blogs, forums, personal websites, alumni associations, etc.
References and comments from superiors, peers, and customers; information about technical background and skill set; involvement in various professional group activities, etc. provide you more information about the candidate than the conventional resume.
Thus, candidate background search plays an inevitable and important role in the recruitment process. It helps you assess the candidate in different perspectives and helps you make the right hiring decision.
Home candidate background search recruiting tips resume screening Why candidate background search is important?
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Violet (Vi) Eberman passed away peacefully at Alexander Place, Vernon BC December 30, 2006 at the age of 97 years.
She will be lovingly remembered by her children, Gary of Medicine Hat, AB, Barbara (Eamonn) of North Vancouver, BC, Paul of Vernon, BC, Percy (Ruth) of Calgary, and Janet of Vernon, BC; 6 Grandchildren, Cindy, Shawna (Bill), Penny (Aaron), Heather (Jim), Quentin (Neesha),& Kim (Troy). 7 Great grandchildren, Cody, Katie, Tyler, Brianna, Erik, Brendan, & Levi.
She was predeceased by her husband. Eb (Wilbur)
in 1997. Vi moved to Vernon, BC from Medicine Hat in 1998 and lived in Maplewood Court until she fell and broke her hip in 2005. Since then she was well cared for at Alexander Place.
As an expression of sympathy those who wish to do so may send donations in memory of Vi to the Heart & Stroke Foundation or Canadian Diabetic Association.


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Celebration High (CHS) Class of 2005 Alumni List
Help us Update the Celebration High 2005 Class List by adding any names missing from the list below:
Registered Alumni
2005 Class List
- Dylan Daley
- Supal Desai
- Moe Celebration High School Diggz
- Roshae Francis
- Janeen Gonzalez
- Jazmin Gonzalez
- Bricely Hernandez
- Lorenzo James
- Amy McMahon
- Connor Murphy
- Yanelis Nieves
- Tj Parkman
- Manuela Restrepo
- Ekaterina Vlasova
- David Wilson
- Sean Young
Know Celebration High Class of 2005 graduates that are NOT on this List? Help us Update the 2005 Class List by adding missing names.
Star Wars Ep. III: Revenge of the Sith was the top movie in theaters in 2005, with a lifetime gross of over $380,270,577. Among TV shows in 2005, American Idol was the most popular of the year.
Reunions and Celebration High School News
More 2005 alumni from Celebration HS have posted profiles on Classmates.com®. Click here to register for free at Classmates.com® and view other 2005 alumni.
Alumni from the Celebration High School class of 2005 that have been added to this alumni directory are shown on this page. All of the people on this page graduated in '05 from Celebration High. You can register for free to add your name to the CHS alumni directory.
You can share memories of those activities that you were involved with at Celebration HS and you can view other alumni and read what other former students have posted about the time they spent at Celebration.


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The Solidarity Sessions are a platform for musicians and other performing artists living in Direct Provision or with refugee status, and a place for all kinds of musicians and music-lovers in Dublin to get together for a big aul night out! The funds raised on the door will go towards the campaign of MASI - Movement of Asylum Seekers in Ireland on the Right to Work, as they continue to advocate for fair and unrestrictive conditions.
Featuring live music and poetry from Tracey Sefu, Real-Kid Original, King David and Christiana Obaro, and more great acts to be announced.
All welcome!
€10 on the door
€7 for students/unwaged
Free entry to those living in Direct Provision
Jigsaw - 10 Belvedere Court off Mountjoy Square


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As we launch our new site it's worth going back to the launch of our conference, where we first set the tone of our approach. Before The Smart City was a cream tea social at Exeter Library, the evening before our main event. Not knowing how many people to expect, what format would work best, or where our attendees' real passion lay, we started simply: with a conversation.
We handed out postcards and asked people to describe their favourite places. This formed the basis for the evening's discussion and helped us prepare a simple slide for the next day, relating the conference themes back to people and their unique relationships with place.
So, what places mattered to people?
- Places that we find for ourselves; random treasures that we feel ownership of somehow. Not the place, but the first sight and the feeling we still get when we think about it.
- Places we get to under our own power for the first time; ugly, utilitarian, busy spaces sometimes that matter only because we take ownership of the journey and the brand new autonomy we exercised to get there.
- Places that are familiar and intimate.
- Places that are strange and new.
- Places that are shaped wholly by us.
- Places that don't care who we are.
- Places that haven't existed for 20 years and we can never go back to.
- Places that aren't finished yet and possibly never will be.
- Places that were first shaped thousands of years ago and are still standing
- Places that we love right now because we just discovered them.
- Places we love because they're there when we need them.
- Moors in sunlight, mountains in fog, carpets of bluebells.
- Kangaroos in campsites and owls in broad daylight.
Some of these places aren't places, or not just places. They're also faces and times and tastes and sounds and smells. The first view of the landscape. The regular family gathering with the traditional recipes. The playground that's now an office block car park. That last quiet hour before bed, with a glass of something special. The tyre swing that fell down a decade ago. The warm cafe on a rainy windswept day. An hour alone with a good book and a comfy chair. Blossom time. The first trench dug.
There's more to place than geography. More than scenery and buildings and infrastructure. There's still more to place than the people who fill it. Place is something else; all this plus the way we shape it (or leave it alone) and the way it accepts us. Do I belong here? Does this place welcome me, accept me? Does this space need me or does it acknowledge me and wave me on? Does this place react to me, do I react to it, do I need to? Can I just be?
Is quality of life all about a big house with a garden and two cars? Does it always have to come down to real estate and gadgets?
It's the combination of:
- The way we felt when we got there, and when we left
- The way it reacts to us
- Expectations met or exceeded
So if we want to talk about making places better, faster, richer, more connected, more digital, smarter then we have to also talk about why. Better, faster, richer, more connected, more digital, smarter for whom? Do technology and data fulfill these human hopes for places or do they get in the way?


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New Book Out: The Digital Arts and Humanities
A new book has been published by Springer The Digital Arts and Humanities, co-edited by Alexander von Lünen, Senior Lecturer in Digital Humanities at the University of Huddersfield, and Charles Travis, Assistant Professor at the University of Texas. The book offers a rich narrative on the potential of digital media in the arts and humanities, with a particular exploration of how the digital arts may inspire the digital humanities.
The book hopes to address some of the methodological conservatism in the digital humanities that, for example, Andrew Prescott has observed by stating that the digital humanities have become "annexed by a very conservative view of the nature of humanities scholarship". Oftentimes, the digital humanities are merely creating online repositories and then use quantitative methods to analyse them. This books sets out to discuss these tensions, digital vs. non-digital scholarship, by broadening the scope to topics such as performance art, neogeography or conflict studies.


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11 Ableton Tips You Need to have To Know
17 Jan 2018 13:11
Even even though the subsequent Provincial election is not until the fall of 2015, provincial celebration associations are preparing themselves effectively ahead of time for the massive occasion. This evening, the Labrador West Liberal association will meet for their annual Basic Meeting. Karen Oldford is the President of the Association , she's on the line with Tony Dawson. Default: The format you likely have now or what you are used to utilizing on other email clients—it shows emails in the order that they came in. browse around this site is great for understanding the timeline of your inbox, but if you're acquiring flooded with hundreds of emails each and every day, it gets difficult to wade through the mess.Begin with a confident voice and body language. Start your speech with a strong voice. Make certain your body language projects confidence. Stand tall with your shoulders back and your head higher. Take some deep breaths just before the speech begins in order to calm your physique and thoughts.Seek opportunities to automate. If you have invested in an inventory management program, there are several functions that you can use to handle your getting as properly. If you do not want to make bulk getting trips, and as an alternative order from several vendors who provide to you, you can program your inventory system to alert you whenever you reach a low quantity in Just Click The Following Webpage a particular group. Some systems will even order inventory for you, just primarily based on the level of provide you have on hand. This strategy is a lot more high-priced than manual inventory and acquiring, but in a big business with lots of inventory, it can save a significant quantity of time and headache.I adore that it's unobtrusive (if you want it to be) but quite detailed in it is collection of information about what apps and documents you are employing. 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Skiers say it is a jewel of a facility. There is lots of snow, a warm inviting log chalet , and activities for people of all ages and abilities. To discover out a lot more about the plans ahead this season, Labrador Morning's Mike Power dropped by the ski Chalet to speak with President Gerry Rideout.February four, 2004 - Speech recognition applications hold a wonderful deal of guarantee for radiology. Nevertheless, effective utilization of Excel for on the web inventory management calls for time and setting up your initial template accurately is crucial. In this post, we give you guidelines on building and utilizing an Excel spreadsheet for standard inventory management.Despite the fact that Dragon speech recognition computer software performs quite properly out of the box, it is worth investing added time to train it correctly. Coaching essentially means obtaining accustomed to the sound of your voice and you do this by reading selected texts and obtaining Dragon include your voice pattern inside its database. Usually, this takes much less than 20 minutes and it is a great investment.This gives you a paper trail," said Mr. Chopra, who was the student loan ombudsman for the customer agency ahead of leaving for the Education Department and, later, the Customer Federation of America, exactly where he is now a senior fellow. Servicers frequently evaluate get in touch with center workers by how rapidly they can get borrowers off the phone. When consumers send messages, nonetheless, they typically get standardized responses that are correct due to the fact somebody senior has vetted them.When the system Our Native Land 1st aired in 1965, it was known as Indian Magazine. Six years later, it was reborn to be "all-red, all-the-time." Our Native Land chronicled the rejuvenation of aboriginal culture, art and political activism. On this edition of Rewind, a appear at Christmas and holiday festivities from an aboriginal perspective.If you have any kind of questions concerning where and how to make use of browse Around This Site, you can call us at the website. Get in touch with the organization that issued the money order and inform them it is lost and they will start the approach of canceling the money order and reissuing a new 1 even so, this will take some time. You will want to discover a way to make the payment in the meantime so your policy doesn't lapse, and think about an alternate, safer indicates of payment.
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On Neil:
Print button down top(sold out), similar
Black pants (sold out), similar
Brown shoes
On Girls:
Denim dresses (sold out), similar
Sparkle shoes
Photos by Arielle Levy
01. Industrial Strength Hand Healer: if you have a golfer, someone who lifts weights a lot, or just has dry skin in your life he NEEDS this ultra-rich, non-greasy hand lotion.
02. Stripe Cotton Tie: you can never, ever go wrong with a tie! at under $20 it's a great buy!
03. Stainless Steel Bracelet Watch: this is our pick over and over for a classy but affordable watch that any guy would love.
04. Scuff Slipper: we're a houseful of Ugg fans and we LOVE (and LIVE in) these cozy slippers
05. Aviator Sunglasses: totally classic and they look good on absolutely everyone
06. Running Shoe: perfect reviews, under $100 and they look cool. we're sold on these shoes.
07. Slim Straight Leg Jeans: these are Neil's favorite jeans. so comfortable he'll wear them days in a row.
08. Studio Backpack: great Herschel backpack. the olive and black is such a classic color combo.
09. Capital Gaines: this book has hundreds of rave reviews and this is the perfect gift for any guy who feels like Chip is a kindred spirit!
10. Crew Socks: the favorite sock of ALL the men in my life! love the fun, summery print!
11. UE Boom Speaker: a favorite of the men in my family, we always suggest this speaker because it gets AMAZING reviews and it's perfect for all your summer adventures that you want soundtracked!
12. Board Shorts: most men need these for summer, making this a great gift!