Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-586b7cd67f-rdxmf Total loading time: 0 Render date: 2024-11-26T01:52:27.685Z Has data issue: false hasContentIssue false
This chapter is part of a book that is no longer available to purchase from Cambridge Core

25 - The Making of a Dream Team: When Expert Teams Do Best

from PART V.A - PROFESSIONAL DOMAINS

By
Eduardo Salas ,
Michael A. Rosen ,
C. Shawn Burke ,
Gerald F. Goodwin  and
Stephen M. Fiore
Edited by
K. Anders Ericsson ,
Neil Charness ,
Paul J. Feltovich  and
Robert R. Hoffman
Eduardo Salas
Affiliation:
Department of Psychology and Institute for Simulation & Training, University of Central Florida
Michael A. Rosen
Affiliation:
Department of Psychology and Institute for Simulation and Training, University of Central Florida
C. Shawn Burke
Affiliation:
Department of Psychology, Institute for Simulation & Training, University of Central Florida
Gerald F. Goodwin
Affiliation:
U.S. Army Research Institute
Stephen M. Fiore
Affiliation:
Institute for Simulation & Training, University of Central Florida
K. Anders Ericsson
Affiliation:
Florida State University
Neil Charness
Affiliation:
Florida State University
Paul J. Feltovich
Affiliation:
University of West Florida
Robert R. Hoffman
Affiliation:
University of West Florida
Get access

Summary

The Making of a Dream Team: When Expert Teams Do Best

The original use of the phrase “Dream Team” was in reference to the US basketball team that won the gold medal at the 1992 Olympics in Barcelona. Team members included basketball greats (e.g., Michael Jordan, Magic Johnson, and Larry Bird) as well as Charles Barkley and seven more NBA All-Stars. This team of twelve proficient athletes who were at the top of their game seamlessly blended their talents such that they dominated the Olympic competition, beating their eight opponents by an average of 44 points.

On February 22, 1980 at the Olympic Winter Games in Lake Placid a highly skilled Russian hockey team, recognized as the best hockey team in the world, lost 4–3 to a young but skilled collegiate US hockey team. The US victory over the “undefeatable” Russian team in the semi-finals, whom they had just lost to 10–3 a week before in an exhibition match, put the US team in contention for the gold medal. The US hockey team, which had been seeded seventh in the 12-team tournament, went on to beat Finland (4–2) for the gold medal.

So what distinguishes these two teams from other teams? Teamwork? Individual expertise? Both? What led the original “Dream Team” to dominate the 1992 Olympics? Conversely, what led the star Russian team to lose to a team they had dominated only a week before?

Type
Chapter
Information
The Cambridge Handbook of Expertise and Expert Performance , pp. 439 - 454
Publisher: Cambridge University Press
Print publication year: 2006

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84, 191–215.CrossRefGoogle Scholar
Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Engelwood Cliffs, NJ: Prentice-Hall.Google Scholar
Beauchamp, M. R., Bray, S. R., Eys, M. A., & Carron, A. V. (2002). Role ambiguity, role efficacy, and role performance: Multidimensional and mediational relationships within interdependent sport teams. Group Dynamics: Theory, Research, and Practice, 6, 229–242.CrossRefGoogle Scholar
Bernoulli, D. (1738). Specimen theoriae novae de mensura sortis. Commentarii Academiae Scientrum Imperialis Pertopolitanae, 5, 175–192.Google Scholar
Bliese, P. D., & Castro, C. A. (2000). Role clarity, work overload and organizational support: Multilevel evidence of the importance of support. Work & Stress, 14, 65–73.CrossRefGoogle Scholar
Brun, W., Eid, J., Johnsen, B. H., Laberg, J. C., Ekornas, B., & Kobbeltvedt, T. (2005). Bridge resource management training: Enhancing shared mental models and task performance? In Montgomery, H., Lipshitz, R., & Brehmer, B. (Eds.), How professionals make decisions (pp. 183–193). Mahwah, NJ: Erlbaum.Google Scholar
Bunderson, J. S., & Sutcliffe, K. M. (2003). Management team learning orientation and business unit performance. Journal of Applied Psychology, 88, 552–560.CrossRefGoogle ScholarPubMed
Burke, C. S., Fiore, S. M., & Salas, E. (2004). The role of shared cognition in enabling shared leadership and team adaptability. In Pearce, C. L. & Conger, J. A. (Eds.), Shared leadership: Reframing the hows and whys of leadership (pp. 103–121). Thousand Oaks, CA: Sage.CrossRefGoogle Scholar
Burke, C. S., Stagl, K., Salas, E., Pierce, L., & Kendall, D. (in press). Understanding team adaptation: A conceptual analysis and model. Journal of Applied Psychology.Google Scholar
Campbell, J. P., & Kuncel, N. R. (2001). Individual and team training. In Anderson, N., Ones, D. S., Sinangil, H. K., & Viswesvaran, C. (Eds.), Handbook of industrial, work, and organizational psychology. Thousand Oaks, CA: Sage Publications.Google Scholar
Campion, M. A., Medsker, G. J. & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–847.CrossRefGoogle Scholar
Cannon, M. D., & Edmondson, A. C. (2001). Confronting failure: antecedents and consequences of shared beliefs about failure in organizational work groups. Journal of Organizational Behavior, 22, 161–177.CrossRefGoogle Scholar
Cannon-Bowers, J. A., Salas, E., & Converse, S. (1993). Shared mental models in expert team decision making. In Castellan, N. J. J. (Ed.), Individual and group decision making (pp. 221–246). Hillsdale, NJ: Erlbaum.Google Scholar
Cannon-Bowers, J. A., Tannenbaum, S. I., Salas, E., & Volpe, C. E. (1995). Defining competencies and establishing team training requirements. In Guzzon, R. & Salas, E. (Eds.), Team effectiveness and decision making in organizations. San Francisco, CA: Jossey-Bass.Google Scholar
Cannon-Bowers, J. A., & Salas, E. (Ed.). (1998). Making decisions under stress: Implications for individual and team training. Washington, DC: American Psychological Association.CrossRefGoogle Scholar
Carroll, J. S., Rudolph, J. W., Hatakenaka, S., Widerhold, T. L., & Boldrini, M. (2001). Learning in the context of incident investigation: Team diagnoses and organizational decisions at four nuclear power plants. In Salas, E. & Klein, G. (Ed.), Linking expertise and naturalistic decision making (pp. 349–366). Mahwah, NJ: Erlbaum.Google Scholar
Castka, P., Bamber, C., Sharp, J., & Belohoubek, P. (2001). Factors affecting successful implementation of high performance teams. Team Performance Management, 7, 123–134.CrossRefGoogle Scholar
Chi, M., Feltovich, P., & Glaser, R. (1981). Categorization and representation of physics problems by experts and novices. Cognitive Science, 5, 121–152.CrossRefGoogle Scholar
Chidester, T. R., Helmreich, R. L., Gregorich, S. E., & Geis, C. E. (1991). Pilot personality and crew coordination: Implications for training and selection. The International Journal of Aviation Psychology, 1, 25–44.CrossRefGoogle Scholar
Cohen, M. S., Freeman, J. T., & Thompson, B. (1998). Critical thinking skills in tactical decision making: A model and a training strategy. In Cannon-Bowers, J. A. and Salas, E. (Eds.), Making Decisions Under Stress: Implications for Individual and Team Training (pp. 155–189). Washington, DC: American Psychological Association.CrossRefGoogle Scholar
Cooke, N. J., Salas, E., Cannon-Bowers, J. A., & Stout, R. J. (2000). Measuring team knowledge. Human Factors, 42, 151–173.CrossRefGoogle ScholarPubMed
Cooke, N. J., Salas, E., Kiekel, P. A., & Bell, B. (2004). Advances in measuring team cognition. In Salas, E. & Fiore, S. M. (Eds.), Team cognition: Understanding the factors that drive process and performance. Washington, DC: American Psychological Association.CrossRefGoogle Scholar
Day, D. V., Gronn, P., & Salas, E. (2004). Leadership capacity in teams. Leadership Quarterly, 15, 857–880.CrossRefGoogle Scholar
DeShon, R. P., Kozlowski, W. J., Schmidt, A. M., Milner, K. R., & Wiechmann, D. (2004). A multiple-goal, multilevel model of feedback effects on the regulation of individual and team performance. Journal of Applied Psychology, 89, 1035–1056.CrossRefGoogle ScholarPubMed
Driskell, J. E., & Salas, E. (1991). Group decision making under stress. Journal of Applied Psychology, 76, 473–478.CrossRefGoogle Scholar
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350–383.CrossRefGoogle Scholar
Edmondson, A. C., Bohmer, R. M., & Pisano, G. P. (2001). Distrupted routines: Team learning and new technology implementation in hospitals. Administrative Science Quarterly, 46, 685–716.CrossRefGoogle Scholar
Edmondson, A. C. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40(6), 1419–1452.CrossRefGoogle Scholar
Ensley, M. D., & Pearce, C. L. (2001). Shared cognition as a process and an outcome in top management teams: Implications for new venture performance. Journal of Organizational Behavior, 22, 145–160.CrossRefGoogle Scholar
Entin, E. E., & Serfaty, D. (1999). Adaptive team coordination. Human Factors, 41, 321–325.CrossRefGoogle Scholar
Fleishman, E. A., Mumford, M. D., Zaccaro, S. J., Levin, K. Y., Korotkin, A. L., & Hein, M. B. (1991). Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation. Leadership Quarterly, 4, 245–287.CrossRefGoogle Scholar
Gersick, C. J. (1988). Time and transition in work teams: Toward a new model of group development. Academy of Management Journal, 31, 9–41.Google Scholar
Guzzo, R. A., & Dickson, M. W. (1996). Teams in organizations: Recent research on performance and effectiveness. Annual Review of Psychology, 47, 307–338.CrossRefGoogle ScholarPubMed
Hackman, J. R. (1983). A normative model of work team effectiveness (No. 2). New Haven, CT: Yale University.Google Scholar
Hackman, J. R. (Ed.). (1990). Groups that work. San Francisco, CA: Jossey-Bass.Google Scholar
Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Boston: Harvard Business School Press.Google Scholar
Hatano, G., & Inagaki, K. (1986). Two courses of expertise. In Stevenson, H. W. & Azuma, H. (Eds.), Child development and education in japan (pp. 262–272). New York: W. H. Freeman.Google Scholar
Hinsz, V. B., Tindale, R. S., & Vollrath, D. A. (1997). The emerging conceptualization of groups as information processors. Psychological Bulletin, 121, 43–64.CrossRefGoogle ScholarPubMed
Ilgen, D. R. (1994). Jobs and roles: Accepting and coping with the changing structure of organizations. In Rumsey, M. G. & Walker, C. B. (Eds.), Personnel selection and classification (pp. 13–32). Hillsdale, NJ: Erlbaum.Google Scholar
Jung, D. I., & Sosik, J. J. (2002). Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective efficacy on perceived group performance. Small Group Research, 33(3), 313–336.CrossRefGoogle Scholar
Kanki, B. G., Lozito, S., & Foushee, H. C. (1989). Communication indices of crew coordination. Aviation, Space, and Environmental Medicine, 60, 56–60.Google ScholarPubMed
Kayes, C. D. (2004). The 1996 Mount Everest climbing disaster: The breakdown of learning in teams. Human Relations, 57, 1263–1284.CrossRefGoogle Scholar
Kelly, B. C., Badum, A., Salas, E., & Burke, C. S. (2005). Shared cognition: Can we all get on the same page? Paper presented at the 20th Annual Conference for the Society of Industrial Organizational Psychology, Los Angeles, CA.Google Scholar
Klein, G. A. (1993). A recognition-primed decision (RPD) model of rapid decision making. In Klein, G. A., Orasanu, J., R. Calderwood, & C. E. Zsambok (Eds.), Decision making in action: models and methods. Norwood, NJ: Ablex.Google Scholar
Klein, G. (1996). The effect of acute stressors on decision making. In Driskell, J. E. & Salas, E. (Eds.), Stress and human performance (pp. 49–88). Mahwah, NJ: Erlbaum.Google Scholar
Klein, G. (1997). The current status of naturalistic decision making framework. In Flin, R., Salas, E., Strub, M. E., & Martin, L. (Eds.), Decision making under stress: Emerging themes and applications (pp. 11–28). Aldershot: Ashgate.Google Scholar
Kleinman, D. L., & Serfaty, D. (1989). Team performance assessment in distributed decision-making. Paper presented at the Symposium on Interactive Networked Simulation for Training, Orlando.Google Scholar
Klimoski, R., & Mohammad, S. (1994). Team Mental Model: Construct or Metaphor? Journal of Management, 20, 403–437.CrossRefGoogle Scholar
Kline, D. A. (2005). Intuitive team decision making. In Montgomery, H., Lipshitz, R., & Brehmer, B. (Eds.), How professionals make decisions (pp. 171–182). Mahwah, NJ: Erlbaum.Google Scholar
Kozlowski, S. W., Gully, S. M., & Salas, E. (1996). Team leadership and development: Theory, principles, and guidelines for training leaders and teams. In Beyerlein, M. M., & Dougals, A. (Eds.), Advances in interdisciplinary studies of work teams: Team leadership (Vol. 3, pp. 253–291). Greenwich, CT: JAI Press.Google Scholar
Kozlowski, S. W., & Bell, B. S. (2003). Work groups and teams in organizations. In Borman, W. C. & Ilgen, D. R. (Eds.), Handbook of psychology: Industrial and organizational psychology (Vol. 12, pp. 333–375). New York: John Wiley & Sons, Inc. Google Scholar
LaPorte, T. R., & Consolini, P. M. (1991). Working in practice but not in theory: Theoretical challenges of “high reliability organizations.” Journal of Public Administration Research and Theory, 1, 19–48.Google Scholar
Lipshitz, R. (2005). There is more to seeing that meets the eyeball: The art and science of observation. In Montgomery, H., Lipshitz, R., and Brehmer, B. (Eds.), How Professionals Make Decisions (pp. 365–378). Mahwah, NJ: Erlbaum.Google Scholar
Lipshitz, R., & Pras, A. A. (2005). Not only for experts: Recognition-primed decisions in the laboratory. In Montgomery, H., Lipshitz, R., & Brehmer, B. (Eds.), How professionals make decisions (pp. 91–108). Mahwah, NJ: Erlbaum.Google Scholar
Lipshitz, R., Klein, G., Orasanu, J., & Salas, E. (2001). Rejoinder: A welcome dialogue – and the need to continue. Journal of Behavioral Decision Making, 14, 385–389.CrossRefGoogle Scholar
Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356–376.CrossRefGoogle Scholar
McLennan, J., Pavlou, O., & Omodei, M. M. (2005). Cognitive control processes discriminate between better versus poorer performance by fire ground commanders. In Montgomery, H., Lipshitz, R., & Brehmer, B. (Eds.), How professionals make decisions: Expertise, research and applications (pp. 209–221). Mahway, NJ: Erlbaum.Google Scholar
Mohammed, S., & Dumville, B. C. (2001). Team mental models in a team knowledge framework: Expanding theory and measure across disciplinary boundaries. Journal of Organizational Behavior, 22(2), 89–103.CrossRefGoogle Scholar
Moreland, R. L. (1999). Transactive memory: Learning who knows what in work groups and organizations. In Thompson, L. L. & Levine, J. M. (Eds.), Shared cognition in organizations: The management of knowledge (pp. 3–31). Mahwah, NJ: Erlbaum.Google Scholar
Morgan, B. B. Jr., Glickman, A. S., Woodward, E. A., Blaiwes, A. S., & Salas, E. (1986). Measurement of team behaviors in a Navy environment (No. 86-014). Orlando, FL: Naval Training Systems Center.CrossRefGoogle Scholar
Omodei, M. M., Wearing, A. J., & McLennan, J. (1997). Head mounted video recording: A methodology for studying naturalistic decision making. In Flin, R., Salas, E., Strub, M., & Martin, L. (Eds.), Decision making under stress: Emerging themes and applications (pp. 161–169). Aldershot: Ashgate.Google Scholar
Orasanu, J. (1990). Shared mental models and crew decision making (No. 46). Princeton, NJ: Cognitive Sciences Laboratory, Princeton University.Google Scholar
Orasanu, J., & Salas, E. (1993). Team decision making in complex environments. In Klein, G. A., Orasanu, J., R. Calderwood, & C. E. Zsambok (Eds.), Decision making in action: Models and methods. Norwood, NJ: Ablex Publishing.Google Scholar
Orasanu, J., & Fischer, U. (1997). Finding decisions in natural environments. In Zsambok, C. E. & Klein, G. (Eds.), Naturalistic decision making (pp. 434–458). Hillsdale, NJ: Erlbaum.Google Scholar
Pascual, R., & Henderson, S. (1997). Evidence of naturalistic decision making in military command and control. In Zsambok, C. E. & Klein, G. (Eds.), Naturalistic decision making (pp. 217–226). Mahwah, NJ: Erlbaum.Google Scholar
Patel, V. L., & Arocha, J. F. (2001). The nature of constraints on collaborative decision making in health care settings. In Salas, E. & Klein, G. (Eds.), Linking expertise and naturalistic decision making (pp. 383–405). Mahwah, NJ: Erlbaum.Google Scholar
Pearce, C. L., & Ensley, M. D. (2004). A reciprocal and longitudinal investigation of the innovation process: The central role of shared vision in product and process innovation teams. Journal of Organizational Behavior, 25, 259–278.CrossRefGoogle Scholar
Pearce, C. L., & Sims, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6, 172–197.CrossRefGoogle Scholar
Pirola-Merlo, A., Hartel, C., Mann, L., & Hirst, G. (2002). How leaders influence the impact of affective events on team climate and performance in R&D teams. Leadership Quarterly, 13, 561–581.CrossRefGoogle Scholar
Pliske, R., & Klein, G. (2003). The naturalistic decision-making perspective. In Schneider, S. L. & Shanteau, J. (Eds.), Emerging perspectives on judgement and decision research (pp. 559–585). New York: Cambridge University Press.CrossRefGoogle Scholar
Roth, E. M., Woods, D. D., & Pople, H. E. (1992). Cognitive simulation as a tool for cognitive task analysis. Ergonomics, 35, 1163–1198.CrossRefGoogle ScholarPubMed
Rouse, W. B., & Morris, N. M. (1986). On looking into the black box: Prospects and limits in the search for mental models. Psychological Bulletin, 100, 349–363.CrossRefGoogle Scholar
Salas, E., Dickinson, T., Converse, S., & Tannenbaum, S. (1992). Toward an understanding of team performance and training. In Swezey, R. & Salas, E. (Eds.), Teams: Their training and performance. Norwood, NJ: Ablex Publishing.Google Scholar
Salas, E., Cannon-Bowers, J. A., & Blickensderfer, E. L. (1993). Team performance and training research: Emerging principles. Journal of the Washington Academy of Sciences, 83, 81–106.Google Scholar
Salas, E., & Klein, G. (Eds.). (2001). Linking expertise and naturalisitc decision making. Mahwah, NJ: Erlbaum.Google Scholar
Salas, E., & Cannon-Bowers, J. A. (2001). The science of team training: A decade of progress. Annual Review of Psychology, 52, 471–499.CrossRefGoogle Scholar
Salas, E., Burke, C. S., & Stagl, K. C. (2004). Developing teams and team leaders: Strategies and principles. In Day, D., Zaccaro, S. J., & Halpin, S. M. (Eds.), Leader development for transforming organizations: Growing leaders for tomorrow (pp. 325–355). Mahwah, NJ: Erlbaum.Google Scholar
Salas, E., Stagl, K. C., & Burke, C. S. (2004). 25 years of team effectiveness in organizations: Research themes and emerging needs. International Review of Industrial and Organizational Psychology, 19, 47–91.Google Scholar
Salas, E., Stagl, K. C., Burke, C. S., & Goodwin, G. F. (in press). Fostering team effectiveness in organizations: Toward an integrative theoretical framework of team performance. In Spaulding, W. & Flowers, J. (Eds.), Modeling complex systems: Motivation, cognition and social processes. Lincoln, NE: University of Nebraska Press.Google Scholar
Schaafstal, A. M., Johnston, J. H., & Oser, R. L. (2001). Training teams for emergency management. Computers in Human Behavior, 17, 615–626.CrossRefGoogle Scholar
Smith, E. M., Ford, J. K., & Kozlowski, S. W. (1997). Building adaptive expertise: Implications for training design strategies. In Quinones, M. A. & Ehrenstein, A. (Eds.), Training for a rapidly changing workplace: Applications of psychological research (pp. 89–118). Washington, DC: American Psychological Association.CrossRefGoogle Scholar
Smith-Jentsch, K., Zeisig, R. L., Acton, B., & McPherson, J. A. (1998). Team dimensional training: A strategy for guided team self-correction. In Salas, E. & Cannon-Bowers, J. A. (Eds.), Making decisions under stress: Implications for individual and team training (pp. 271–297). Washington, DC: American Psychological Association.Google Scholar
Stagl, K. C., Burke, C. S., Salas, E., & Pierce, L. (2006). Team adaptation: Realizing team synergy. In Burke, C. S., Pierce, L., & Salas, E. (Eds.), Understanding adaptability: A prerequisite for effective performance within complex environments (pp. 117–141). Oxford, UK: Elsevier Science.Google Scholar
Stokes, A. F., Kemper, K., & Kite, K. (1997). Aeronautical decision making, cue recognition, and expertise under time pressure. In Zsambok, C. E. & Klein, G. (Eds.), Aeronautical decision making, cue recognition, and expertise under time pressure (pp. 183–196). Mahwah, NJ: Erlbaum.Google Scholar
Wong, S. S. (2004). Distal and local group learning: Performance trade-offs and tensions. Organization Science, 15(6), 645–656.CrossRefGoogle Scholar
Woods, D. D. (1993). Process-tracing methods for the study of cognition outside of the experimental psychology laboratory. In Klein, G. A., Orasanu, J., Calderwood, R., & Zsambok, C. E. (Eds.), Decision making in action: Models and methods (pp. 228–251). Norwood, NJ: Ablex.Google Scholar
Zaccaro, S. J., Blair, V., Peterson, C., & Zazanis, M. (1995). Collective efficacy. In Maddux, J. E. (Ed.), Self-efficacy, adaptation, and adjustment: theory, research, and application. New York: Plenum.CrossRefGoogle Scholar
Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2001). Team leadership. Leadership Quarterly, 12, 451–483.CrossRefGoogle Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×