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Teamwork
Kinds of Teamwork Terms modified by Teamwork Selected AbstractsEndovascular Stent Graft Repair of Abdominal Aortic Aneurysms in High-Risk Patients:JOURNAL OF INTERVENTIONAL CARDIOLOGY, Issue 2 2004A Single Center Experience Background: Endovascular stent graft (EVG) repair can be a safe alternative to open surgical repair to treat abdominal aortic aneurysms (AAA) in high-risk patients. We report our results with EVG repair in such high-risk patients at our institution. Objectives: We wanted to show that EVG repair can be performed successfully and with a low complication rate in patients with serious comorbidities. Methods: All patients prospectively studied underwent EVG repair of AAA from February 2000 to July 2002. Results: Of the 60 patients studied, 45 (75%) were high-risk surgical candidates because of associated comorbidities; their aneurysms ranged from 4.5 to 10 cm (mean: 5.7 ± 1.2 cm). Fifty-nine of 60 patients (98.3%) were treated successfully. Two (3.3%) who underwent surgical intervention for site-related complications died from postoperative complications. Hospital stay was <48 hours in 46 (77%) patients. Conclusion: Our preliminary results show that EVG is safe, feasible, and yields excellent technical success even in patients at high risk for complications. Teamwork between interventional cardiologists and vascular surgeons is advised. (J Interven Cardiol 2004;17:71,79) [source] Governing through Teamwork: Reconstituting Subjectivity in a Call Centre*JOURNAL OF MANAGEMENT STUDIES, Issue 7 2003David Knights ABSTRACT This article focuses on teamworking as a form of governmentality whereby management seeks to govern by distance. This involves mobilizing the support and commitment of employees to teamworking and organizational goals by appealing to their autonomy, unity, sociability and desire for a more enriched work experience. It is the struggle over subjectivity that is of concern here, for teamworking can be seen as a technology that aims to transform individuals into subjects that secure their sense of meaning and significance through working as a team. We will explore through a case study of a call centre in a large building society how a discourse of teamworking has begun to impinge upon individuals so as to shape not only how they behave but also how they think, derive meaning and understand the world. In turn, we consider some of the tensions and inconsistencies of teamworking in relation to the secrecy of pay differentials, and the return to productivity pressures after a period of relaxation and trust. Ultimately the article examines how individuals respond to, agonize over, resist and baulk against the imposition of ,team lives' when this rubs up against what they understand to be their ,private lives'. This will involve considering gender tensions that have so far been largely neglected in relation to call centres and teamworking. Teamworking, we will argue, reflects a will to govern rather than a mechanism of government. [source] Teamwork and patient safety in dynamic domains of healthcare: a review of the literatureACTA ANAESTHESIOLOGICA SCANDINAVICA, Issue 2 2009T. MANSER Aims/Background: This review examines current research on teamwork in highly dynamic domains of healthcare such as operating rooms, intensive care, emergency medicine, or trauma and resuscitation teams with a focus on aspects relevant to the quality and safety of patient care. Results: Evidence from three main areas of research supports the relationship between teamwork and patient safety: (1) Studies investigating the factors contributing to critical incidents and adverse events have shown that teamwork plays an important role in the causation and prevention of adverse events. (2) Research focusing on healthcare providers' perceptions of teamwork demonstrated that (a) staff's perceptions of teamwork and attitudes toward safety-relevant team behavior were related to the quality and safety of patient care and (b) perceptions of teamwork and leadership style are associated with staff well-being, which may impact clinician' ability to provide safe patient care. (3) Observational studies on teamwork behaviors related to high clinical performance have identified patterns of communication, coordination, and leadership that support effective teamwork. Conclusion: In recent years, research using diverse methodological approaches has led to significant progress in team research in healthcare. The challenge for future research is to further develop and validate instruments for team performance assessment and to develop sound theoretical models of team performance in dynamic medical domains integrating evidence from all three areas of team research identified in this review. This will help to improve team training efforts and aid the design of clinical work systems supporting effective teamwork and safe patient care. [source] Teamwork in primary care mental health: a policy analysisJOURNAL OF NURSING MANAGEMENT, Issue 6 2008BSc (Hons), Dip HE (Mental Health Nursing), ELOISE NOLAN MSc Aim, This paper reports a policy analysis conducted to examine the potential impact of recent mental health policy on team working in Primary Care Mental Health in England. Method, An analysis of relevant policy documents was conducted. From an original selection of 49 documents, 15, which had significant implications for Primary Care Mental Health Teams, were analysed thematically. Findings, There were no clear guidelines or objectives for Primary Care Mental Health Teams evident from the policy analysis. Collaborative working was advocated, yet other elements in the policies were likely to prevent this occurring. There was a lack of clarity concerning the role and function of new professions within Primary Care Mental Health Teams, adding further uncertainty to an already confused situation. Conclusion, This uncertainty has the potential to reinforce professional barriers and increase the current difficulties with team working. Implications to nursing managers, An analysis of recent policy contributes to our understanding of the context of care. The lack of clarity in current health policy presents a significant challenge for those managing primary care mental health teams. Team working is likely to improve if targets, processes and responsibilities are made clearer. [source] Teamwork is the key: The National Network of Partnership SchoolsNATIONAL CIVIC REVIEW, Issue 2 2010Joyce L. Epstein First page of article [source] Therapists' experiences and perceptions of teamwork in neurological rehabilitation: reasoning behind the team approach, structure and composition of the team and teamworking processesPHYSIOTHERAPY RESEARCH INTERNATIONAL, Issue 2 2006Kitty Maria Suddick Abstract Background and Purpose.,Teamwork and the interdisciplinary team approach have been strongly advocated for use in the provision of neurological rehabilitation services. However, whether teamwork has been adopted, and in what form, has yet to be established. The present study investigated therapists' experiences and perceptions of the reasoning behind the team approach in neurological rehabilitation, the structure and composition of the team within which they worked and the teamworking process,Method.,This article reports part of an exploratory qualitative study. Five occupational therapists and five physiotherapists from three teams: a rehabilitation centre; a community team; and a stroke unit based within the UK. Semi-structured interviews were undertaken with each participant and then transcribed. Content and thematic analysis of the qualitative interview data was carried out, with respondents validating both the transcription and analysis stages.,Results.,Perceived composition and structure of the neurological rehabilitation team was variable across teams and between individual team members. There was disparity as to whether patients were included within the neurological team; the interdisciplinary team approach had not been consistently adopted and there were sub-teams and other team memberships in existence. Reasoning behind the team approach supported the perceived benefits of teamwork from a number of perspectives, and the activities reported as part of the team process were diverse.,Conclusions.,Different teams may choose to use different strategies depending on the aims and context of the team effort. In some instances interdisciplinary teamwork and patient-centred approaches were not adopted consistently and the process of teamwork itself is both complex and diverse. Copyright © 2006 John Wiley & Sons, Ltd. [source] Teamwork for innovation , the ,troika' of promotorsR & D MANAGEMENT, Issue 1 2001Jürgen Hauschildt The management of innovation requires ,champions' or ,promotors' who commit with enthusiasm to the new product or the new process idea. More complex innovations will require more than one promotor. Division of labour becomes an essential success factor. According to the promotor model, at least a dyad of a ,power promotor' and a ,technology promotor' is necessary to overcome the barriers of unwillingness and of ignorance. With growing complexity, additional problems of communication and process management will occur. This will demand a third team member, the ,process promotor', who is needed to overcome the barriers of non-responsibility and non-communication between the organisational units involved and to act as navigator of the process. In this article, we present an empirical investigation of 133 innovations in the German plant construction and engineering industry. The results strengthen the hypothesis that the level of success of an innovation depends on the existence of a ,troika' of promotors. [source] Effective interprofessional teams: "Contact is not enough" to build a teamTHE JOURNAL OF CONTINUING EDUCATION IN THE HEALTH PROFESSIONS, Issue 4 2008Joan Sargeant PhD Abstract Introduction: Teamwork and interprofessional practice and learning are becoming integral to health care. It is anticipated that these approaches can maximize professional resources and optimize patient care. Current research, however, suggests that primary health care teams may lack the capacity to function at a level that enhances the individual contributions of their members and team effectiveness. This study explores perceptions of effective primary health care teams to determine the related learning needs of primary health care professionals. Methods: Primary health care team members with a particular interest in teamwork shared perspectives of effective teamwork and educational needs in interprofessional focus groups. Transcripts from nine focus groups with a total of 61 participants were analyzed using content analysis and grounded hermeneutic approaches to identify themes. Results: Five themes of primary care team effectiveness emerged: (1) understanding and respecting team members' roles, (2) recognizing that teams require work, (3) understanding primary health care, (4) working together: practical "know-how" for sharing patient care, and (5) communication. Communication was identified as the essential factor in effective primary health care teams. Discussion: Several characteristics of effective primary health care teams and the related knowledge and skills that professionals require as effective team members are identified. Effective teamwork requires specific cognitive, technical, and affective competence. [source] Global Innovation in MNCs: The Effects of Subsidiary Self-Determination and Teamwork,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2007Ram Mudambi The ability of multinational corporations (MNCs) to leverage their innovation competencies across globally dispersed subsidiaries is an increasingly valuable source of competitive advantage. As multinational enterprises turn to foreign subsidiaries for research and development (R&D) and product development, questions arise regarding the most effective organizational structures for global innovation. Although organizational conditions that satisfy the needs for self-determination and teamwork have long been considered intrinsic motivators, past research has not analyzed the consequences of intrinsic motivators on global innovation. The basic research question is this: In globally dispersed subsidiary R&D units, what organizational conditions and motivators are associated with the highest knowledge output? A sample of 275 globally dispersed R&D subsidiaries were studied from 1995 to 2002. Data were collected from a postal survey, field and telephone interviews, and secondary sources. Subsidiary self-determination and teamwork were found to have a significant effect on knowledge output, as objectively measured by patent citations. Subsidiary self-determination on inputs such as sourcing and hiring, and self-determination on outputs such as marketing and product development, emerged as positive determinants of knowledge generation in R&D subsidiaries. In addition, interteam cooperation and intrateam cooperation were significant determinants of knowledge generation by subsidiaries. These findings highlight the importance of self-determination, teamwork, and cooperation to knowledge creation and innovations. Managers face the tough challenge of how to motivate globally dispersed knowledge workers to conduct research that will generate knowledge and will strengthen firm performance. The results provide theoretical and practical insights on how MNCs can leverage their innovation competencies across foreign R&D subsidiaries. [source] Does Team Training Work?ACADEMIC EMERGENCY MEDICINE, Issue 11 2008Principles for Health Care Abstract Teamwork is integral to a working environment conducive to patient safety and care. Team training is one methodology designed to equip team members with the competencies necessary for optimizing teamwork. There is evidence of team training's effectiveness in highly complex and dynamic work environments, such as aviation and health care. However, most quantitative evaluations of training do not offer any insight into the actual reasons why, how, and when team training is effective. To address this gap in understanding, and to provide guidance for members of the health care community interested in implementing team training programs, this article presents both quantitative results and a specific qualitative review and content analysis of team training implemented in health care. Based on this review, we offer eight evidence-based principles for effective planning, implementation, and evaluation of team training programs specific to health care. [source] Toward a Definition of Teamwork in Emergency MedicineACADEMIC EMERGENCY MEDICINE, Issue 11 2008Rosemarie Fernandez MD Abstract The patient safety literature from the past decade emphasizes the importance of teamwork skills and human factors in preventing medical errors. Simulation has been used within aviation, the military, and now health care domains to effectively teach and assess teamwork skills. However, attempts to expand and generalize research and training principles have been limited due to a lack of a well-defined, well-researched taxonomy. As part of the 2008 Academic Emergency Medicine Consensus Conference on "The Science of Simulation in Healthcare," a subset of the group expertise and group assessment breakout sections identified evidence-based recommendations for an emergency medicine (EM) team taxonomy and performance model. This material was disseminated within the morning session and was discussed both during breakout sessions and via online messaging. Below we present a well-defined, well-described taxonomy that will help guide design, implementation, and assessment of simulation-based team training programs. [source] Promoting Teamwork: An Event-based Approach to Simulation-based Teamwork Training for Emergency Medicine ResidentsACADEMIC EMERGENCY MEDICINE, Issue 11 2008Michael A. Rosen MA Abstract The growing complexity of patient care requires that emergency physicians (EPs) master not only knowledge and procedural skills, but also the ability to effectively communicate with patients and other care providers and to coordinate patient care activities. EPs must become good team players, and consequently an emergency medicine (EM) residency program must systematically train these skills. However, because teamwork-related competencies are relatively new considerations in health care, there is a gap in the methods available to accomplish this goal. This article outlines how teamwork training for residents can be accomplished by employing simulation-based training (SBT) techniques and contributes tools and strategies for designing structured learning experiences and measurement tools that are explicitly linked to targeted teamwork competencies and learning objectives. An event-based method is described and illustrative examples of scenario design and measurement tools are provided. [source] The BSCC Code of Practice , exfoliative cytopathology (excluding gynaecological cytopathology)CYTOPATHOLOGY, Issue 4 2009A. Chandra Exfoliative cytopathology (often referred to as non-gynaecological cytology) is an important part of the workload of all diagnostic pathology departments. It clearly has a role in the diagnosis of neoplastic disease but its role in establishing non-neoplastic diagnoses should also be recognised. Ancillary tests may be required to establish a definitive diagnosis. Clinical and scientific teamwork is essential to establish an effective cytology service and staffing levels should be sufficient to support preparation, prescreening, on-site adequacy assessment and reporting of samples as appropriate. Routine clinical audit and histology/cytology correlation should be in place as quality control of a cytology service. Cytology staff should be involved in multidisciplinary meetings and appropriate professional networks. Laboratories should have an effective quality management system conforming to the requirements of a recognised accreditation scheme such as Clinical Pathology Accreditation (UK) Ltd. Consultant pathologists should sign out the majority of exfoliative cytology cases. Where specimens are reported by experienced biomedical scientists (BMS), referred to as cytotechnologists outside the UK, this must only be when adequate training has been given and be defined in agreed written local protocols. An educational basis for formalising the role of the BMS in exfoliative cytopathology is provided by the Diploma of Expert Practice in Non-gynaecological Cytology offered by the Institute of Biomedical Science (IBMS). The reliability of cytological diagnoses is dependent on the quality of the specimen provided and the quality of the preparations produced. The laboratory should provide feedback and written guidance on specimen procurement. Specimen processing should be by appropriately trained, competent staff with appropriate quality control. Microscopic examination of preparations by BMS should be encouraged wherever possible. Specific guidance is provided on the clinical role, specimen procurement, preparation and suitable staining techniques for urine, sputum, semen, serous cavity effusion, cerebrospinal fluid, synovial fluid, cyst aspirates, endoscopic specimens, and skin and mucosal scrapes. [source] Reengineering Academic Teams Toward a Network Organizational Structure,DECISION SCIENCES JOURNAL OF INNOVATIVE EDUCATION, Issue 2 2007Emmanouil Kaldis ABSTRACT This article examines student teamwork in the academic field from a structural perspective. Student teams are often prearranged and then left to organize themselves and get on with their work, without any further structural support; this, however, can become a negative experience on teamwork. A varied contribution among team members often occurs and unavoidably leads to friction and reduced performance. The aim of this project is to explore the main problems in academic teamwork and investigate tools that provide relevant solutions. We present the concept of network organizational structure and discuss how this can improve collaboration and communication. The main tools to achieve a structural transformation from the more traditional form of team organization to the fairer network form, and their implications are discussed. [source] Coordination and Motivation in Flat Hierarchies: The Impact of the Adjudication CultureECONOMICA, Issue 288 2005Rabindra Nath Chakraborty This paper considers a variation of the partnership game with imperfect public information, in which teams are semi-autonomous. The only hierarchical intervention in teamwork is when a superior is called in by a team member to adjudicate alleged cases of free-riding or unjustified lateral punishment (flat hierarchy) according to publicly known adjudicative rules (adjudication culture), using for statistical inference a publicly known organizational norm for teamwork cooperation. It is shown that it is advantageous to set a non-elitist organizational teamwork norm. Furthermore, fairness in adjudication is valuable for economic reasons alone. [source] Using innovative group-work activities to enhance the problem-based learning experience for dental studentsEUROPEAN JOURNAL OF DENTAL EDUCATION, Issue 4 2009R. Grady Abstract Problem-based learning (PBL) in medical and dental curricula is now well established, as such courses are seen to equip students with valuable transferable skills (e.g. problem-solving or team-working abilities), in addition to knowledge acquisition. However, it is often assumed that students improve in such skills without actually providing direct opportunity for practice, and without giving students feedback on their performance. ,The Manchester Dental Programme' (TMDP) was developed at The University of Manchester, UK as a 5-year, integrated enquiry-led curriculum. The existing PBL course was redesigned to include a unique, additional PBL session (,Session 4') that incorporated an activity for the group to complete, based on the subject material covered during student self-study. A summative mark was awarded for each activity that reflected the teamwork, organisational and overall capabilities of the groups. This paper describes the different types of activities developed for the Session 4 and presents an analysis of the perceptions of the students and staff involved. The student response to the Session 4 activities, obtained via questionnaires, was extremely positive, with the majority finding them fun, yet challenging, and ,worthwhile'. The activities were perceived to enhance subject understanding; develop students' problem-solving skills; allow the application of knowledge to new situations, and helped to identify gaps in knowledge to direct further study. Staff found the activities innovative and exciting learning tools for the students. The Session 4 activities described here are useful educational resources that could be adapted for other PBL courses in a wide variety of subject areas. [source] Is management by objectives obsolete?GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2009William F. Roth Management by Objectives has been part of corporate dogma for many decades. But as its touted strengths rapidly become liabilities in the new global century, more empowering and flexible approaches sprout up as promising new models for performance management. The author examines the dampening effect Management by Objectives can have on creativity, teamwork, and the ability to respond to changes in the business. He also presents two cases of organizations that broke out of the mold: W.L. Gore and Associates' innovative approach to self-managing teams and Bridgeport Paper Company's even bolder experiment, in which employees developed and implemented a team-based organizational structure and team-directed processes for decision making, hiring and promotion, training, performance management (without MBO), rewards, and cross-team communication and integration. © 2009 Wiley Periodicals, Inc. [source] Staff opinions about the leadership and organisation of municipal dementia careHEALTH & SOCIAL CARE IN THE COMMUNITY, Issue 5 2002L. Albinsson MD Abstract The present study describes the opinions of experienced staff providing direct care to patients with dementia in municipal units in Sweden. The focus is mainly on leadership and other organisational factors. A purposeful sample of 31 staff members employed in municipal dementia care in both urban and rural areas in mid-Sweden were selected. Data were collected within a qualitative paradigm using semi-structured interviews which were tape-recorded and analysed using a modified phenomenographical approach. The nearly unanimous opinions of the interviewees indicated that there was a great lack of daily leadership in the units. Thus, few units had clearly formulated goals and few had regular care planning for their residents. Poorly developed teamwork was reported in the care of people with dementia especially regarding doctors, whose visits to the unit were too infrequent and too short, and did not include a direct exchange of information with other staff. In addition, little or no staff education and guidance/supervision was provided on a regular basis. In conclusion, without any unreasonable increase in cost, measures such as introducing clear leadership at the care unit level, concentrating on multi-professional teamwork, and providing education and guidance/supervision to the staff would probably result in better care for patients with dementia and their families. [source] Fair and Just Culture, Team Behavior, and Leadership Engagement: The Tools to Achieve High ReliabilityHEALTH SERVICES RESEARCH, Issue 4p2 2006Allan S. Frankel Background. Disparate health care provider attitudes about autonomy, teamwork, and administrative operations have added to the complexity of health care delivery and are a central factor in medicine's unacceptably high rate of errors. Other industries have improved their reliability by applying innovative concepts to interpersonal relationships and administrative hierarchical structures (Chandler 1962). In the last 10 years the science of patient safety has become more sophisticated, with practical concepts identified and tested to improve the safety and reliability of care. Objective. Three initiatives stand out as worthy regarding interpersonal relationships and the application of provider concerns to shape operational change: The development and implementation of Fair and Just Culture principles, the broad use of Teamwork Training and Communication, and tools like WalkRounds that promote the alignment of leadership and frontline provider perspectives through effective use of adverse event data and provider comments. Methods. Fair and Just Culture, Teamwork Training, and WalkRounds are described, and implementation examples provided. The argument is made that they must be systematically and consistently implemented in an integrated fashion. Conclusions. There are excellent examples of institutions applying Just Culture principles, Teamwork Training, and Leadership WalkRounds,but to date, they have not been comprehensively instituted in health care organizations in a cohesive and interdependent manner. To achieve reliability, organizations need to begin thinking about the relationship between these efforts and linking them conceptually. [source] Autonomy and teamwork in innovative projectsHUMAN RESOURCE MANAGEMENT, Issue 1 2006Martin Hoegl The use of teams that incorporate autonomy in their designs continues to be an important element of many organizations. However, prior research has emphasized projects with mostly routine tasks and has assumed that autonomy resides primarily with a team leader. We investigate how two aspects of team autonomy are related to teamwork quality, a multifaceted indicator of team collaboration (Hoegl & Gemuenden, 2001). Specifically, we hypothesize that team-external influence over operational project decisions is negatively related to teamwork quality, while team-internal equality of influence over project decisions is positively related to teamwork quality. Testing our hypotheses on responses from 430 team members and team leaders pertaining to 145 software development teams, results support both predictions. Acknowledging the possible benefits of certain types of external influence (e.g., constructive feedback), the findings demonstrate that team-external managers of innovative projects should generally refrain from interfering in team-internal operational decisions. Likewise, the study shows that all team members should share decision authority, recognizing that their contributions to team discussion and decision making may well differ given differences in experience and expertise. © 2006 Wiley Periodicals, Inc. [source] Surviving the paradoxes of virtual teamworkINFORMATION SYSTEMS JOURNAL, Issue 1 2009Line Dubé Abstract Despite the potential benefits of virtual teams, current literature suggests that virtual teamwork is rife with complex challenges. We frame some of these challenges as paradoxes inherent in the concept of virtual teamwork. Based on interviews with 42 leaders and members of virtual teams, we identify five paradoxes: (1) virtual teams require physical presence; (2) flexibility of virtual teamwork is aided by structure; (3) interdependent work in virtual teams is accomplished by members' independent contributions; (4) task-oriented virtual teamwork succeeds through social interactions; and (5) mistrust is instrumental to establishing trust among virtual team members. In addition, we identify strategies that respondents used to cope with, or ,survive' the paradoxes of virtual teamwork. [source] Dental hygienists' work environment: motivating, facilitating, but also tryingINTERNATIONAL JOURNAL OF DENTAL HYGIENE, Issue 3 2010A Candell To cite this article: Int J Dent Hygiene,8, 2010; 204,212 DOI: 10.1111/j.1601-5037.2009.00420.x Candell A, Engström M. Dental hygienists' work environment: motivating, facilitating, but also trying Abstract:, The aim of the present study was to describe dental hygienists' experiences of their physical and psychosocial work environment. The study was descriptive in design and used a qualitative approach. Eleven dental hygienists participated in the study and data were collected during spring 2008 using semi-structured interviews. The material was analysed using qualitative content analysis. The results showed that the dental hygienists experienced their work environment as motivating and facilitating, but at the same time as trying. The three categories revealed a theme: Being controlled in a modern environment characterized by good relationships. Motivating factors were the good relationship with co-workers, managers and patients, seeing the results of your work, having your own responsibility and making your own decisions. The new, pleasant and modern clinics, good cooperation between co-workers and varying duties were described as facilitating factors. The trying factors, as described by the dental hygienists, were above all being controlled by time limits or by some elements of the work, such as teamwork. The dental hygienists also felt stress because appointments were too-short. To conclude, the participants described their work environment as trying in several ways, despite the modern clinics and good relationships. [source] The practice characterization model: the importance of organizational life cycles and targeted interventions in general medical practiceINTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue 2 2001E. M. Atkins Abstract In response to a climate of constant change and increasing demand for services, general practice in the UK has undergone significant modification over the last 10 years. It has become a multi-disciplinary organisation encouraged by funding bodies to plan for service delivery using a more structured team based approach. In Tayside in 1996, practices were charged with producing formal Practice Development Plans (PDPs) which would focus on priority areas aligned with the Health Boards own strategic plan,those were teamwork, information management and technology, and clinical service delivery. The University of Dundee's Department of General Practice successfully applied for funding to develop ways of facilitating practices so that they could a) identify their own development priorities, and b) plan and implement action and learning to see these priorities through. Using action research methodology, the project attempted to create a climate for change, provide support and training to see the changes implemented, and ensure commitment to the changes from all members of the practice team. The Facilitator adopted a flexible style varying her role between expert, guide and support. Analysis of progress made by different practices, coupled with the Facilitator's in depth knowledge of them, suggested the importance of certain key aspects of practice organisation and culture. A practice characterisation model identified practices which were stable, currently coping, proactive and ready to face the challenge of change as best placed to engage in a full scale development programme. Other profiles suggested a range of alternative interventions as more likely to be acceptable and productive. [source] Teamworking and organizational performance: A review of survey-based researchINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2008Anne Delarue This paper presents a review of recent survey-based research looking at the contribution of teamwork to organizational performance. In particular, it focuses on empirical studies in which both teamwork and performance are directly measured in a quantitative way. The paper begins by identifying four interrelated dimensions of teamwork effectiveness: attitudinal, behavioural, operational and financial. The first two represent transmission mechanisms by which organizational performance can be improved. The latter two provide direct measures of organizational outcomes. The review shows that teamworking has a positive impact on all four dimensions of performance. It also reveals that, when teamwork is combined with structural change, performance can be further enhanced. The paper concludes by highlighting some important research gaps that future studies could address. [source] Managing people and performance: an evidence based framework applied to health service organizationsINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 2 2004Susan Michie People and their performance are key to an organization's effectiveness. This review describes an evidence-based framework of the links between some key organizational influences and staff performance, health and well-being. This preliminary framework integrates management and psychological approaches, with the aim of assisting future explanation, prediction and organizational change. Health care is taken as the focus of this review, as there are concerns internationally about health care effectiveness. The framework considers empirical evidence for links between the following organizational levels: 1Context (organizational culture and inter-group relations; resources, including staffing; physical environment) 2People management (HRM practices and strategies; job design, workload and teamwork; employee involvement and control over work; leadership and support) 3Psychological consequences for employees (health and stress; satisfaction and commitment; knowledge, skills and motivation) 4Employee behaviour (absenteeism and turnover; task and contextual performance; errors and near misses) 5Organizational performance; patient care. This review contributes to an evidence base for policies and practices of people management and performance management. Its usefulness will depend on future empirical research, using appropriate research designs, sufficient study power and measures that are reliable and valid. [source] Critical success factors for cross-functional teamwork in new product developmentINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 3 2000Sarah Holland There is consensus that the effective implementation of cross-functional teams is critical to new product success. However, such teams face particular challenges because of well-documented barriers between functions. Furthermore, there is little evidence-based guidance for practitioners on how to achieve effective cross-functional teamwork. In order to address this gap, the literature on cross-functional teamwork was analysed to identify critical success factors. Using a heuristic team effectiveness model, these were categorized into six groups: task design, group composition, organizational context, internal processes, external processes and group psychosocial traits. Recent theory on group effectiveness has increasingly recognized the significance of a supportive organizational context, and this is particularly pertinent for cross-functional teams. Key success factors include strategic alignment between functions, a climate supportive of teamwork and team-based accountability. The findings are integrated into a diagnostic model which is intended to be of practical benefit to people designing, leading and facilitating cross-functional new product development teams. [source] Conducting rehabilitation groups for people suffering from chronic painINTERNATIONAL JOURNAL OF NURSING PRACTICE, Issue 3 2010Elin Dysvik RN PhD Dysvik E, Stephens P. International Journal of Nursing Practice 2010; 16: 233,240 Conducting rehabilitation groups for people suffering from chronic pain The aim of this study was to offer guidelines for counsellors who work with rehabilitation groups of patients with chronic pain. The sample involved nine counsellors engaged in a multidisciplinary pain management programme. Two focus group interviews were conducted. Data were analysed using qualitative content analysis. These indicate that main challenges facing counsellors were related to maintaining constructive group processes and being mentally prepared. The counsellors reported that knowledge concerning self-awareness, theoretical frameworks and counselling techniques was important. Personal learning included: group leadership, teamwork, grasping the inside story and obtaining supervision. The results show how important it is to have trained counsellors that are well prepared to prevent and deal with challenging group processes. Counsellors need to understand the concept of pain and be acquainted with cognitive behavioural framework and group processes. The results indicate that counsellors perceive regular supervision as supportive and is likely to promote good team functioning. [source] Workplace violence: Differences in perceptions of nursing work between those exposed and those not exposed: A cross-sector analysisINTERNATIONAL JOURNAL OF NURSING PRACTICE, Issue 2 2010Desley Hegney RN PhD Hegney D, Tuckett A, Parker D, Eley RM. International Journal of Nursing Practice 2010; 16: 188,202 Workplace violence: Differences in perceptions of nursing work between those exposed and those not exposed: A cross-sector analysis Nurses are at high risk of incurring workplace violence during their working life. This paper reports the findings on a cross-sectional, descriptive, self-report, postal survey in 2007. A stratified random sample of 3000 of the 29 789 members of the Queensland Nurses Union employed in the public, private and aged care sectors resulted in 1192 responses (39.7%). This paper reports the differences: between those nurses who experienced workplace violence and those who did not; across employment sectors. The incidence of workplace violence is highest in public sector nursing. Patients/clients/residents were the major perpetrators of workplace violence and the existence of a workplace policy did not decrease levels of workplace violence. Nurses providing clinical care in the private and aged care sectors experienced more workplace violence than more senior nurses. Although workplace violence was associated with high work stress, teamwork and a supportive workplace mitigated workplace violence. The perception of workplace safety was inversely related to workplace violence. With the exception of public sector nursing, nurses reported an inverse relationship with workplace violence and morale. [source] Developing person-centred practice: nursing outcomes arising from changes to the care environment in residential settings for older peopleINTERNATIONAL JOURNAL OF OLDER PEOPLE NURSING, Issue 2 2010BSc (Hons) Nursing, Brendan McCormack D.Phil (Oxon), PGCEA mccormack b., dewing j., breslin l., coyne-nevin a., kennedy k., manning m., peelo-kilroe l., tobin c. & slater p. (2010) Developing person-centred practice: nursing outcomes arising from changes to the care environment in residential settings for older people. International Journal of Older People Nursing 5, 93,107 Aim., To present the nursing outcomes from the evaluation of developments in the care environment in residential settings for older people. Design., The evaluation data reported here is derived from a larger national programme of work that focused on the development of person-centred practice in residential services for older people using an emancipatory practice development framework. A multi-method evaluation framework was utilised. Outcome data were collected at three time points between December 2007 and September 2009. The data reported here were collected using an instrument called the ,Person-Centred Nursing Index'. Findings., Heavy workload was the main cause of stress among nurses. Personal and professional satisfaction with the job was scored highest by the total sample of nurses. Nineteen factors were examined using the Person-Centred Nursing Index. Statistically significant changes were observed in 12 of these. In addition, there were statistically significant changes in nurses' perceptions of caring, indicating a shift from a dominant focus on ,technical' aspects of care, to one where ,intimate' aspects of care were more highly valued. Relevance to clinical practice., The findings highlight the importance of the development of effective teamwork, workload management, time management and staff relationships in order to create a culture where there is a more democratic and inclusive approach to practice and space for the formation of person-centred relationships. [source] The ABC of New Zealand's Ten Year Vision for Pharmacists: awareness, barriers and consultationINTERNATIONAL JOURNAL OF PHARMACY PRACTICE, Issue 3 2009Shane Scahill Abstract Objectives This study aimed to determine New Zealand pharmacists' awareness of, recall of consultation about, and potential barriers to the implementation of the Focus on the Future: Ten Year Vision for Pharmacists in New Zealand: 2004,2014 document. Method A national postal survey was carried out in New Zealand of practising pharmacists registered with the Pharmacy Council of New Zealand (n = 1892). The survey was conducted between September and December 2006. Key findings The response rate was 51.8% (n = 980 usable surveys). Approximately three-quarters (73.4%) reported being aware of the 10-year vision document and 40.9% recall being consulted. Fewer than one-third (29.8%) had read the document prior to completing the survey. Thirty-two variables describing potential barriers to implementing the 10-year vision were reduced, through factor analysis, to seven factors with significant eigenvalues (>1.0). The factors describe the underlying themes of barriers identified in the survey, including pharmacist humanistic, integrated systems of care and teamwork, funder stakeholder relationships and remuneration, lack of appreciation of knowledge and skills, lack of research support, current expertise and continuing professional development, and lack of voice. The majority of barrier variables within the seven factors were rated as extremely or quite important. Conclusions There was a high level of awareness and moderate level of recall of consultation on the document among respondents. Although 40% recall being consulted on the document, fewer than one-third reported having read the document prior to completing our survey. Pharmacists highlighted a significant number of potential barriers to the implementation of the 10-year vision. If the pharmacy profession in New Zealand is to move forward towards the state described in the 10-year vision document then these potential barriers need to be better understood and addressed. [source] | |||||||||||||||||||||||||||||||||||||