Objective:This study reviews theoretical models of organizational safety culture to uncover key factors in safety culture development.Background:Research supports the important role of safety culture in organizations, but theoretical progress has been stunted by a disjointed literature base. It is currently unclear how different elements of an organizational system function to influence safety culture, limiting the practical utility of important research findings.Method:We reviewed existing models of safety culture and categorized model dimensions by the proposed function they serve in safety culture development. We advance a framework grounded in theory on organizational culture, social identity, and social learning to facilitate convergence toward a unified approach to studying and supporting safety culture.Results:Safety culture is a relatively stable social construct, gradually shaped over time by multilevel influences. We identify seven enabling factors that create conditions allowing employees to adopt safety culture values, assumptions, and norms; and four behaviors used to enact them. The consequences of these enacting behaviors provide feedback that may reinforce or revise held values, assumptions, and norms.Conclusion:This framework synthesizes information across fragmented conceptualizations to clearly depict the dynamic nature of safety culture and specific drivers of its development. We suggest that safety culture development may depend on employee learning from behavioral outcomes, conducive enabling factors, and consistency over time.Application:This framework guides efforts to understand and develop safety culture in practice and lends researchers a foundation for advancing theory on the complex, dynamic processes involved in safety culture development.

Team training contributes to improved performance, reduced errors, and even saving lives—and it exists today because psychologists collaborated across domains to contribute their expertise. Our objective was to highlight the salient role of multidisciplinary collaboration in the success of team training, an area driven by psychologists responding to real-world problems. In this article, we deliver (a) a historical account of team training research, acknowledging critical turning points that shaped the science; (b) a synthesis of major contributions from subdisciplines of psychology; and (c) a collection of lessons learned in the science and practice of team training. We begin with the history of problems that created a need for solutions and the psychologists across domains who worked together to develop a science to improve teamwork. We give poignant examples of fatal mistakes that incited action and enabled scientific breakthroughs through research partnerships. Next, we detail the theoretical drivers behind the science and the hands-on approach of investigating how we turn a team of experts into an expert team. We discuss the spectrum of team training research throughout time, including major influences that shifted dominant paradigms of thought, while emphasizing its multidisciplinary nature and the contributions of psychologists. Finally, we provide a list of lessons learned from a half-century of multidisciplinary research.

In this review, we conceptualize teamwork as the linchpin driving safety performance throughout an organization. Safety is promoted by teams through various mechanisms that interact in a complex and dynamic process. We press pause on this dynamic process to organize a discussion highlighting the critical role played by teamwork factors in the engagement of safe and unsafe behavior, identifying five team-level emergent states that enable effective teamwork and safety: psychological safety, team trust, collective efficacy, shared mental models, and situation awareness. Additionally, we consider foundational conditions that support team-driven safety, the development of safety culture, and the importance of team safety climate in shaping performance. We discuss leveraging teams to generate safety and identify directions for future research investigating the relationship between teamwork and safety. Overall, we submit that researchers and practitioners would benefit from taking a systems perspective of safety by integrating principles of team science to better understand and promote safety in organizations.

Interest in effective health care teamwork has advanced in recent years. To ensure these teams are performing effectively, valid and reliable measurement is necessary. This review identifies and organizes information about measures of health care team performance by addressing the following objectives: (a) identify existing measures of health care team performance (k = 70), (b) summarize validity evidence (i.e., construct and content validity), (c) summarize reliability information (i.e., interrater/ interobserver reliability and internal consistency), (d) summarize information pertaining to the use and implementation of the measures (i.e., generalizability, instrument type, and clarity of language), and (e) identify the teamwork content included in the measures. These findings can aid researchers and practitioners in selecting a measure that is appropriate for a specific context. This review also illuminates areas where future research is needed by identifying types of reliability, validity, and teamwork content that have been largely unaddressed.

Substantially advancing the study of teams will require a new research paradigm complete with methods capable of capturing the complex, dynamic process of teamwork. In this paper, we suggest studying teams with an integrated mixed methods approach (i.e., methods defined by an interconnected mix of quantitative and qualitative characteristics) can help address current methodological shortcomings of our science by promoting sufficiently contextualized research. Through a review of methods, we highlight exemplars of integrated mixed methods that have the potential to be more widely adopted; namely, interaction analysis, content analysis, cluster analysis, state space grids, and agent-based modeling.

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Teams are complex, dynamic systems made up of interdependent members working toward a shared goal; but teamwork is more than working together as a group. Teamwork is a multifaceted phenomenon that allows a group of individuals to function effectively as a unit by using a set of interrelated knowledge, skills, and attitudes. Effective teamwork is marked by cooperation, communication, coordination, conflict management, coaching, and shared cognition among team members. The most effective teamwork leads to team performance gains that are greater than the sum of each individual member’s effort. These performance outcomes re-inform the teamwork process, thus creating a recursive feedback loop that drives team development and guides future performance. Along with performance outcomes, individual- and team-level changes incite learning and allow teams to adapt to the dynamic systems in which they exist. With each development cycle over time, teams learn how to maneuver their environment and allocate their resources to reach performance goals with more efficiency. There are many external factors that can influence this process, including organizational characteristics, situational demands, and team training interventions; as well as internal factors that emerge and evolve over the life of the team, such as shared mental models and psychological safety. Although teamwork is a complex phenomenon with many moving parts, a strong body of research guides practitioners in leveraging its influence on organizational effectiveness.