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Team Behavior (team + behavior)
Selected AbstractsFair 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] 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] Structural and contextual correlates of charged behavior in product development teamsTHE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2001Rajesh Sethi Firms increasingly use cross-functional teams to develop new products, yet we know little about the processes that make teams excel. Although studies have focused on within-team processes like cooperation between and integration of individuals from various functional areas, some emerging literature suggests that the processes that make teams excel are richer and more complex than cooperation and integration. In order to capture the processes that lead to excellent market performance of new products, we introduce the concept of charged team behavior, the extent to which cross-functional product development teams are enthusiastically and jointly driven to develop superior new products. Charged team behavior captures not only the drive, commitment, and joy of team members, but also their collaborative behaviors to achieve an exceptional outcome. We propose and test a series of hypotheses concerning how charged behavior affects new product market performance and how charged behavior is, in turn, influenced by both team structural characteristics (physical proximity, team longevity, and outcome interdependence) and contextual factors (senior management encouragement to take risk, quality orientation, exposure to customer input, extent of competition, and interdepartmental connectedness). It is particularly important to examine the antecedents of charged behavior because there are concerns that some of the team-related factors generally considered to be useful for teams may not necessarily lead to charged teams. Data from new consumer product development teams is analyzed though structural equation modeling for hypothesis testing. We find evidence that highly charged teams are more likely to develop successful new products. Results also indicate that outcome interdependence, exposure to customer input, extent of competition, and interdepartmental connectedness are positively related to charged behavior. Physical proximity, team longevity, encouragement to take risk, and quality orientation do not improve teams' charged behavior. Data suggests that charged team behavior: 1) fully mediates the effects of outcome interdependence and interdepartmental connectedness on performance, 2) partially mediates the influence of exposure to customer input and the extent of competition on performance, and 3) does not mediate the effects of quality orientation and physical proximity on performance. Our study highlights the importance of creating highly charged product development teams in order to achieve exceptional performance. Further, our results indicate that some of the factors suggested by traditional social psychology research for enhancing team effectiveness (e.g., physical proximity and team longevity) may not necessarily create charged teams. Instead, charged teams need a special arrangement, in which members are accountable to the team and where their evaluations and rewards are also linked to the performance of the team. In addition, although a strong emphasis on quality is considered to be beneficial for new products, as our results indicate, such emphasis cannot create a charged atmosphere. Moreover, our research suggests that if the organization structure does not permit frequent contact between individuals across functional boundaries, the creation of a strongly charged team and development of a successful new product will be hindered. [source] Some Preparation Required: The Journey To Successful Studio CollaborationJOURNAL OF INTERIOR DESIGN, Issue 2 2006Jennifer D. Webb Ph.D. ABSTRACT The purpose of this study was to explore relationships between team training perceptions and training effectiveness among students and faculty. The three objectives for this project were: 1) compare student and faculty perceptions concerning the provision of team training in design studios; 2) investigate the relationship between students' reported team training levels and students' reported team attitudes; and 3) investigate the relationship between students' reported team training levels and students' reported team behaviors. IDEC members and their interior design students were selected to participate in the study. Questionnaires were mailed to the faculty and the instruments were administered in a manner similar to course evaluations. Chi Square analysis suggests that instructors were more likely than students to indicate that they had provided training on effective communication, task division, conflict resolution, and characteristics of a good team. The findings suggest that teamwork training is positively related to positive perceptions and attitudes about teamwork, and to proactive behaviors in team settings. Most importantly, findings indicate that participation in multiple team projects is not related to improved attitudes or behaviors. This result emphasizes the role of preparation in successful studio collaboration. [source] | ||||||||||