Can staff attitudes to team working in stroke care be improved?

Gibbon, Bernard; Watkins, Caroline; Barer, David; Waters, Karen; Davies, Sara; Lightbody, Catherine Elizabeth; Leathley, Michael J

doi:10.1046/j.1365-2648.2002.02345.x

Cited by 59 publications

(65 citation statements)

References 15 publications

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“…IPE as an influence on staff attitudes to IPW was explored in a number of studies (Bailey et al, 2006;Braithwaite et al, 2012;Gibbon et al, 2002;Kvarnström, 2008;Pollard & Miers, 2008;Pollard et al, 2012;Robben et al, 2012). In two studies in particular, IPE interventions provided during undergraduate training were assessed as a positive influence on attitudes to IPW (Pollard & Miers, 2008;Pollard et al, 2012).…”

Section: Effect Of Previous Experience Of Ipe On Attitudes To Ipw Andmentioning

confidence: 99%

“…Although statistically significant differences between professional groups in terms of the value they placed on IPE were reported in some of the studies (Reid et al, 2006;Robben et al, 2012), it would be difficult to generalise these findings from one department or unit in considering the different systems of working. The context and structure of the team may affect how a team works (Baxter & Brumfit, 2008;Snelgrove & Hughes, 2000) and how well established a team is may influence staff attitudes to teamwork (Gibbon et al, 2002;Pollard & Miers, 2008). Although, a case study approach, as adopted by Baxter and Brumfit (2008) and Egan-Lee et al, (2011) adds to the body of research and builds on the findings from other studies within the field (Stake, 2005;Yin, 2003), investigating a number of different departments and using quantitative and qualitative methods of data collection is essential if the working environment is to be investigated as a variable.…”

Section: Strengths and Limitations In Research Designsmentioning

confidence: 99%

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Health and social care professionals’ attitudes to interprofessional working and interprofessional education: A literature review

O’Carroll

McSwiggan

Campbell

2015

Journal of Interprofessional Care

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Health and social care professionals' attitudes to interprofessional working and interprofessional education: A literature review AbstractThe healthcare setting is a rich learning environment for students to experience interprofessional working (IPW) and interprofessional education (IPE). However, opportunities for IPE are limited, and student experiences of effective IPW are varied. This raises the question of how IPW and IPE are valued by health or social care professionals. A search of the literature was carried out to identify studies of health and social care staff attitudes to IPW and IPE. This review provides a summary of the main factors found to influence attitudes and the strengths and limitations of these studies. Professional background and prior IPE experience were identified as the influencing factors for which there is most evidence. The main limitations of the studies accessed included a focus on the value of IPE for staff, as opposed to students, and a limited number of studies considering the relationship between attitudes to IPW and the value placed on IPE. It is important that health and social care professionals lead by example by working collaboratively and providing students with opportunities for IPE. Identifying the variables influencing attitudes to IPW and IPE may assist in improving IPW and experiences of IPE for students learning in the healthcare setting.

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Section: Effect Of Previous Experience Of Ipe On Attitudes To Ipw Andmentioning

confidence: 99%

Section: Strengths and Limitations In Research Designsmentioning

confidence: 99%

Health and social care professionals’ attitudes to interprofessional working and interprofessional education: A literature review

O’Carroll

McSwiggan

Campbell

2015

Journal of Interprofessional Care

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“…Therefore being a team will increase the total commitment to the organization (Gibbon, et al, 2002). Team working ability of team members depends on the level of the trust among members.…”

Section: The Relationship Between Team Working and Organizational Commentioning

confidence: 99%

The Effect of the Unique Features of Y Generation on Organizational Commitment / Y Kuşağının Belirleyici Özelliklerinin Örgütsel Bağlılık Üzerindeki Etkisi

Civelek¹,

Çemberci

Aşçı

et al. 2017

TAKSAD

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In this research, the determinants of the generations and unique characteristics of Generation Y are examined and the effect of this unique characteristics on organizational commitment is investigated. In the introduction part of the research, different features separating the generations from each other were mentioned and the studies done in this subject were examined and the studies and findings of different researchers were evaluated. In the final part of the survey, there is the analysis result of the survey collected from overall Turkey from 8 corporations. Sample size of this research is 267. In order to measure organizational commitment, the scale developed by Allen and Meyer was used (Allen & Meyer, 1993). In order to measure team working, the scale developed by Levi and Slem was used (Levi & Slem, 1995). In order to measure playful spirit at work, the scale developed by Berg was used (Berg, 2011). According to the test results, there is a positive and significant relationship between Workplace fun and Team Working and between Team Working and Organizational Commitment. Contrary to expectation, there is not directly relation between organizational commitment and workplace fun. But work place fun positively effects organizational commitment through team working indirectly. The results of this research are to confirm that employees will be more likely to work in teams if organization environments are established to make them happy and entertained, thereby increasing their organizational commitment. Keywords

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“…More broadly, collaborative relationships require a mutual valuing of each other' s contribution, the recognition of separate and combined spheres of responsibility, and a focus on shared goals. 15 Communication within health care teams is inevitably complicated by the team size and complexity 21 and is fundamentally linked to status, 22,23 roles, 24 perceived skill base 25 and value systems 26 which are often aligned to professional identity. 12 Where individuals belong to a professional group and multidisciplinary team, their joint membership may more clearly identify their unique contributions to a collaborative effort, or may present a source of conflict.…”

Section: Communicationmentioning

confidence: 99%

“…This approach to safety argues that human error is inevitable and that by focusing on training in teamwork skills, error avoidance, and early error detection, negative consequences can be minimised. 24 Aviation CRM programs have evolved from a social psychology perspective 43 which embodies a move away from a concentration on individual skill level to a broader focus encompassing team and organisational levels. 43 CRM training has been used to improve the non-technical skills of aviation crews 1 and other high-reliability teams by addressing skills which do not relate directly to clinical or psychomotor skills, but with cognitive and interpersonal skills that may impact on team processes.…”

Section: High-reliability Organisations and Crisis Resource Managementmentioning

confidence: 99%

Evaluating multidisciplinary health care teams: taking the crisis out of CRM

Sutton¹

2009

Aust. Health Review

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High-reliability organisations are those, such as within the aviation industry, which operate in complex, hazardous environments and yet despite this are able to balance safety and effectiveness. Crew resource management (CRM) training is used to improve the non-technical skills of aviation crews and other high-reliability teams. To date, CRM within the health sector has been restricted to use with "crisis teams" and "crisis events". The purpose of this discussion paper is to examine the application of CRM to acute, ward-based multidisciplinary health care teams and more broadly to argue for the repositioning of health-based CRM to address effective everyday function, of which "crisis events" form just one part. It is argued that CRM methodology could be applied to evaluate ward-based health care teams and design nontechnical skills training to increase their efficacy, promote better patient outcomes, and facilitate a range of positive personal and organisational level ALTHOUGH CONSIDERABLE WORK has been undertaken within other industries, a sound theoretical basis for team work in the health care sector is still emerging. Group structures persist within the workplace because they improve the working environment of employees and because results obtained 5 and decisions made 7 within the group context are often superior to those of Evaluating multidisciplinary health care teams: taking the crisis out of CRM Gigi SuttonWhat is known about the topic? Crew resource management (CRM) training programs emerged in the 1980s to improve the non-technical skills of aviation crews 1 and other high-reliability teams by addressing skills which do not relate directly to clinical or psychomotor skills, but to cognitive and interpersonal skills that impact on team processes. The earliest adaptation of crew to crisis resource management within the field of health focused on high-reliability teams working within "crisis" units of intensive care, operating rooms and emergency rooms. 2,3 To date, application of CRM has not extended to health care teams operating outside a "crisis" environment. What does this paper add?This discussion paper identifies a gap in team evaluation and training methodology, and positions CRM as a meaningful framework to guide the development of assessment and training tools for use with multidisciplinary ward-based health care teams, hereafter referred to as ward teams. Secondly, the paper compares and contrasts ward teams and "crisis" teams and highlights the need to develop domain-specific evaluation tools for acute, non-crisis health care teams. Finally, I assert the need for all health care teams to focus on the acquisition of nontechnical skills required for effective everyday function beyond the time-limited crisis. What are the implications for practitioners?To improve the effectiveness of ward teams, change agents need to develop a better understanding of the way in which team effectiveness can be operationalised within acute health care team settings by drawing on behavioural marker method...

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Can staff attitudes to team working in stroke care be improved?

Abstract: The results suggest that the introduction of team co-ordinated approaches (team notes and care pathways) do not improve attitudes to team working, teams appear to take a long time to establish cohesion and develop shared values.

Cited by 59 publications

References 15 publications

Health and social care professionals’ attitudes to interprofessional working and interprofessional education: A literature review

Health and social care professionals’ attitudes to interprofessional working and interprofessional education: A literature review

The Effect of the Unique Features of Y Generation on Organizational Commitment / Y Kuşağının Belirleyici Özelliklerinin Örgütsel Bağlılık Üzerindeki Etkisi

Evaluating multidisciplinary health care teams: taking the crisis out of CRM

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