Conceptualizing Interprofessional Teams as Multi-Team Systems—Implications for Assessment and Training

West, Courtney; Landry, Karen; Graham, Anna R.; Graham, Lori; Cianciolo, Anna T.; Kalet, Adina; Rosen, Michael A.; Sherman, Deborah Witt

doi:10.1080/10401334.2015.1077136

Cited by 11 publications

(5 citation statements)

References 5 publications

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“…Twenty potentially relevant papers were identified and read in full, as a result of which 14 papers were included [159][160][161][162][163][164][165][166][167][168][169][170][171][172] and six were excluded. [173][174][175][176][177][178] These 14 papers were divided between two reviewers, who, again, searched for any context-mechanism-outcome (CMO) configurations and for any mechanisms, contexts or outcomes that were not specifically linked in an explanatory way and added these into the preliminary mechanisms mentioned previously. Thus, a total of 63 papers were included in the stage 1 search (37 papers from stage 1a combined with 26 papers identified in stage 1b).…”

Section: Stage 1bmentioning

confidence: 99%

“…84,92,98,102,105, The remaining 410 papers were excluded. 10,25,42,44,47,48,51,53,54,[59][60][61][62]65,75,78,89,91,94,95,97,100,101,104,106,107,110,129,149,150,153,[159][160][161][162][163][164][165][166][167][168][169][170][171][172]174, Around this time, Professor Zaccaro informed us that he had recently completed a compre...…”

Section: Adaptability Of Leadership Stylementioning

confidence: 99%

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Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis

Harris

Fletcher

Sims

et al. 2022

Health Soc Care Deliv Res

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Background As the organisation of health and social care in England moves rapidly towards greater integration, the resulting systems and teams will require distinctive leadership. However, little is known about how the effective leadership of these teams and systems can be supported and improved. In particular, there is relatively little understanding of how effective leadership across integrated care teams and systems may be enacted, the contexts in which this might take place and the subsequent implications this has on integrated care. Objective This realist review developed and refined programme theories of leadership of integrated health and social care teams and systems, exploring what works, for whom and in what circumstances. Design The review utilised a realist synthesis approach, informed by the Realist And Meta-narrative Evidence Syntheses: Evolving Standards (RAMESES) publication standards, to explore existing literature on the leadership of integrated care teams and systems, complemented by ongoing stakeholder consultation. Empirical evidence specifically addressing leadership of integrated teams or services was limited, with only 36 papers included in the review. The evidence collected from these 36 papers was synthesised to identify and build a comprehensive description of the mechanisms of leadership of integrated teams and systems and their associated contexts and outcomes. Consultation with key stakeholders with a range of expertise throughout the process ensured that the review remained grounded in the reality of health and social care delivery and addressed practice and policy challenges. Results Evidence was identified for seven potentially important components of leadership in integrated care teams and systems. These were ‘inspiring intent to work together’, ‘creating the conditions to work together’, ‘balancing multiple perspectives’, ‘working with power’, ‘taking a wider view’, ‘a commitment to learning and development’ and ‘clarifying complexity’. No empirical evidence was found for an eighth mechanism, ‘fostering resilience’, although stakeholders felt that this was potentially an important, long-term component of leadership. A key message of the review was that empirical research often focused on the importance of who the leader of an integrated team or service was (i.e. their personality traits and characteristics) rather than what they did (i.e. the specific role that they played in integrated working), although stakeholders considered that a focus on leader personality was not sufficient. Other key messages highlighted the way in which power and influence are used by integrated service leaders and identified the hierarchies between health and social care which complicate the leading of integrated teams and systems. Limitations Evidence specifically addressing leadership of integrated care teams and systems was limited and lacking in detail, which restricted the degree to which definitive conclusions could be drawn around what works, for whom and in what circumstances. Conclusions Research into the leadership of integrated care teams and systems is limited and underdeveloped, with ideas often reverting to existing framings of leadership in which teams and organisations are less complex. In making explicit some of the assumptions about how leaders lead integrated care teams and systems this review has contributed significant new perspectives, offering fresh theoretical grounding that can be built on, developed and tested further. Future work By making explicit some of the assumptions underlying the leadership of integrated care teams and systems, this review has generated new perspectives that can be built on, developed and tested further. Study registration This study is registered as PROSPERO CRD42018119291. Funding This project was funded by the National Institute for Health Research (NIHR) Health and Social Care Delivery Research programme and will be published in full in Health and Social Care Delivery Research; Vol. 10, No. 7. See the NIHR Journals Library website for further project information.

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Section: Stage 1bmentioning

confidence: 99%

Section: Adaptability Of Leadership Stylementioning

confidence: 99%

Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis

Harris

Fletcher

Sims

et al. 2022

Health Soc Care Deliv Res

View full text Add to dashboard Cite

show abstract

“…Each component team is distinguishable and has its own unique goals, but individual team goals combine to achieve a larger overall objective (e.g., quality patient care). West and colleagues (2015) recognized several challenges for the understanding of multiteam health care systems that require further attention, including rapidly changing composition and membership in multiple teams. The broader literature also holds many important theoretical questions for patient care MTSs.…”

Section: The Next Frontier: Future Directions For Understanding Healtmentioning

confidence: 99%

Transforming Health Care One Team at a Time: Ten Observations and the Trail Ahead

Salas

Zajac

Marlow

2018

Group & Organization Management

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The present review synthesizes existing evidence and theory on the science of health care teams and health care team training. Ten observations are presented that capture the current state of the science, with applications to both researchers and practitioners. The observations are drawn from a variety of salient sources, including meta-analytic evidence, reviews of health care team training, primary investigations, and the authors' collective expertise in developing and implementing medical team training. These observations provide insight into the team (e.g., psychological safety) and organizationallevel (e.g., culture for teamwork) factors that drive effective health care teamwork, as well as advancements and best practices for designing and implementing team training initiatives (e.g., multilevel measurement). We highlight areas where new knowledge has emerged, and offer directions for future research that will continue to improve our understanding of health care teams in the future.

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“…Laerdal's SimMan products, however, remain the top choice. West et al conducted interprofessional simulation activities using a disaster-day instrument [36]. The findings revealed higher students' self-ratings on average than those of the standardised patients.…”

Section: Medical Simulations For Non-technical Skills Training In Eme...mentioning

confidence: 99%

A Literature Study of Medical Simulations for Non-Technical Skills Training in Emergency Medicine: Twenty Years of Progress, an Integrated Research Framework, and Future Research Avenues

Zhang

2023

IJERPH

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Medical simulations have led to extensive developments in emergency medicine. Apart from the growing number of applications and research efforts in patient safety, few studies have focused on modalities, research methods, and professions via a synthesis of simulation studies with a focus on non-technical skills training. Intersections between medical simulation, non-technical skills training, and emergency medicine merit a synthesis of progress over the first two decades of the 21st century. Drawing on research from the Web of Science Core Collection’s Science Citation Index Expanded and Social Science Citation Index editions, results showed that medical simulations were found to be effective, practical, and highly motivating. More importantly, simulation-based education should be a teaching approach, and many simulations are utilised to substitute high-risk, rare, and complex circumstances in technical or situational simulations. (1) Publications were grouped by specific categories of non-technical skills, teamwork, communication, diagnosis, resuscitation, airway management, anaesthesia, simulation, and medical education. (2) Although mixed-method and quantitative approaches were prominent during the time period, further exploration of qualitative data would greatly contribute to the interpretation of experience. (3) High-fidelity dummy was the most suitable instrument, but the tendency of simulators without explicitly stating the vendor selection calls for a standardised training process. The literature study concludes with a ring model as the integrated framework of presently known best practices and a broad range of underexplored research areas to be investigated in detail.

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Conceptualizing Interprofessional Teams as Multi-Team Systems—Implications for Assessment and Training

Cited by 11 publications

References 5 publications

Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis

Developing programme theories of leadership for integrated health and social care teams and systems: a realist synthesis

Transforming Health Care One Team at a Time: Ten Observations and the Trail Ahead

A Literature Study of Medical Simulations for Non-Technical Skills Training in Emergency Medicine: Twenty Years of Progress, an Integrated Research Framework, and Future Research Avenues

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