SOURCE: Your study looked at missions in one of the most extreme environments on Earth. What made you choose the Antarctic? 

Maynard: I’ve been working with NASA for several years, studying teams that operate in extreme conditions. Antarctica is a unique environment that mimics many of the challenges teams will likely face on missions to Mars or during long-duration space travel in general. It’s an ideal setting for researchers like me who study teamwork, particularly how teams adapt and build resilience in demanding situations. 

We studied three types of teams: science teams, management teams and support teams. Interestingly, our research team essentially functioned as a science team, so we experienced some of the same challenges as the teams we were studying. 

Initially, we set out to understand what team effectiveness looks like in such an extreme environment. As we conducted interviews, we noticed patterns of adaptation and resilience emerging. 

We realized that resilience isn’t something a team simply has or doesn’t have – it’s a developmental process. So, we began asking, “If your team is resilient, how did you get there?” From the data we collected, we found that resilience develops in stages – starting before the mission, adapting during challenges, and then restoring resilience after facing a challenge. 

Was there one stage that you found to be most important? 

I wouldn’t say one element was more important than the others, but one aspect stood out as particularly novel: boundary spanning and amplifying resilience. This is something all teams benefit from, but it’s especially critical in extreme environments. 

In resource-constrained settings like Antarctica, teams often must adapt and “MacGyver” solutions on the fly to complete their missions. They also rely heavily on collaboration, reaching out to other stations and teams nearby to pool resources and expertise. 

Another key element is the relationship-building aspect – spending time with teammates outside of work, like watching movies or sharing meals. In isolated environments like Antarctica, relationships are especially important because you don’t have the option to go home and decompress or engage in personal hobbies. You have to build strong connections with your team to thrive in such close quarters. 

What was the big takeaway you learned about teamwork from this group? 

Resilience and adaptation are critical to team effectiveness, especially in extreme environments. Our data showed how these two concepts work together as part of a cycle: resilience is a resource that teams build before challenges arise, and adaptation is how teams use that resource to overcome obstacles. 

Resilience is what gives teams the capacity to adapt. When a challenge arises, a team’s resilience reservoir can be depleted, so it’s important to rebuild it after the challenge is over. Teams need to invest in resilience ahead of time – through planning, relationship-building, and preparation – so they have enough of that resource to draw on when they encounter difficulties. 

Can you give me an example of one of the more extreme challenges the teams faced? I believe there was one moment with an aggressive leopard seal. 

Yes, one of the science teams was out in a Zodiac boat collecting water samples when a leopard seal attempted to attack one of the divers. The team had to quickly adapt their routine and tasks to protect themselves. They decided to have the divers work back-to-back to reduce their exposure, which made the seal less likely to attack. 

There were also less dramatic challenges, like the psychological strain of being confined to one place for long periods, being unable to return home or having limited communication with loved ones. These constant stressors are common in what NASA refers to as ICE environments — isolated, confined and extreme settings. 

So, what can fighting off leopard seals in the Antarctic teach Marcy from accounting as she works to finalize her team’s end-of-year report? 

You can’t assume your team will automatically be ready to handle challenges when they arise. You have to put in the work ahead of time, starting as soon as the team forms. 

Whether your team has been together for six months or six years, there’s always more you can do – whether it’s planning, building relationships or setting up daily routines – to prepare for future challenges. Most of us won’t face a leopard seal attack, but we might deal with unexpected hurdles, like a team member being out sick for an extended period. If we’ve invested in building resilience beforehand, our teams will be better equipped to adapt and succeed. 

Once the challenge is over, it’s equally important to debrief and learn from the experience. What worked? What didn’t? What can we do better next time? There will always be new challenges ahead, whether it’s losing a team member, taking on extra tasks or navigating organizational changes. Resilience isn’t static – it’s something teams must continually develop and rebuild to stay effective.