Charting a course for collaboration: a multiteam perspective

Asencio, Raquel; Carter, Dorothy R.; DeChurch, Leslie A.; Zaccaro, Stephen J.; Fiore, Stephen M.

doi:10.1007/s13142-012-0170-3

Cited by 36 publications

(29 citation statements)

References 44 publications

(59 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…MTSs are defined as two or more teams that work interdependently towards at least one common goal 49. Initial work has begun to examine the leadership competencies that matter most in these contexts and to test interventions to cultivate them 50 51. However, further development and evaluation of team-training interventions targeting MTSs within the healthcare context are needed.…”

Section: Resultsmentioning

confidence: 99%

Team-training in healthcare: a narrative synthesis of the literature

2014

View full text Add to dashboard Cite

BackgroundPatients are safer and receive higher quality care when providers work as a highly effective team. Investment in optimising healthcare teamwork has swelled in the last 10 years. Consequently, evidence regarding the effectiveness for these interventions has also grown rapidly. We provide an updated review concerning the current state of team-training science and practice in acute care settings.MethodsA PubMed search for review articles examining team-training interventions in acute care settings published between 2000 and 2012 was conducted. Following identification of relevant reviews with searches terminating in 2008 and 2010, PubMed and PSNet were searched for additional primary studies published in 2011 and 2012. Primary outcomes included patient outcomes and quality indices. Secondary outcomes included teamwork behaviours, knowledge and attitudes.ResultsBoth simulation and classroom-based team-training interventions can improve teamwork processes (eg, communication, coordination and cooperation), and implementation has been associated with improvements in patient safety outcomes. Thirteen studies published between 2011 and 2012 reported statistically significant changes in teamwork behaviours, processes or emergent states and 10 reported significant improvement in clinical care processes or patient outcomes, including mortality and morbidity. Effects were reported across a range of clinical contexts. Larger effect sizes were reported for bundled team-training interventions that included tools and organisational changes to support sustainment and transfer of teamwork competencies into daily practice.ConclusionsOverall, moderate-to-high-quality evidence suggests team-training can positively impact healthcare team processes and patient outcomes. Additionally, toolkits are available to support intervention development and implementation. Evidence suggests bundled team-training interventions and implementation strategies that embed effective teamwork as a foundation for other improvement efforts may offer greatest impact on patient outcomes.

show abstract

Section: Resultsmentioning

confidence: 99%

Team-training in healthcare: a narrative synthesis of the literature

2014

View full text Add to dashboard Cite

show abstract

“…tools for assessing potential team members' readiness for collaboration , a toolkit of advice on team science (Vogel et al, 2013), scales for measuring collaboration and integration (Mâsse et al, 2008), team charters (Asencio et al, 2012) and a 'Collaboration Success Wizard' (Bietz et al, 2012).…”

Section: Theory Development: Organizational Discontinuities and The Pmentioning

confidence: 99%

“…Research on team science has suggested the need for teams to explicitly plan for their collaboration (e.g. Asencio et al, 2012), so this suggestion provides a specific focus for the planning. Recognition that there may be communication challenges gives members an opportunity to address them proactively.…”

Section: Recommendationsmentioning

confidence: 99%

“…The importance of boundary-spanners has been discussed in prior work on team science, but with a somewhat different focus. Asencio et al (2012) suggested the teams identify boundary spanners, but views the role as more of a spokesperson or point of contact for a subteam. Gray (2008) and Boardman and Ponomariov (2014) assign the boundary-spanning role to project leaders or center PIs.…”

Section: Recommendationsmentioning

confidence: 99%

See 1 more Smart Citation

Perceived discontinuities and continuities in transdisciplinary scientific working groups

Crowston

Specht

Hoover

et al. 2015

Science of The Total Environment

View full text Add to dashboard Cite

We examine the DataONE (Data Observation Network for Earth) project, a transdisciplinary organization tasked with creating a cyberinfrastructure platform to ensure preservation of and access to environmental science and biological science data. Its objective was a difficult one to achieve, requiring innovative solutions. The DataONE project used a working group structure to organize its members. We use organizational discontinuity theory as our lens to understand the factors associated with success in such projects. Based on quantitative and qualitative data collected from DataONE members, we offer recommendations for the use of working groups in transdisciplinary synthesis. Recommendations include welcome diverse opinions and world views, establish shared communication practices, schedule periodic synchronous face-to-face meetings, and ensure the active participation of bridge builders or knowledge brokers such as librarians who know how to ask questions about disciplines not their own.

show abstract

“…To facilitate the smooth functioning of such a complex system, Asencio and colleagues [17] demonstrate the value of team charters. The team charter offers a practical tool to externalize and make explicit shared norms for behavior.…”

Section: Team Science Toolsmentioning

confidence: 99%