Demonstrability of analytics solutions and shared knowledge of statistics and operating room management improves expected performance of small teams in correctly solving problems and making good decisions

Ahn, Paul Hangsan; Dexter, Franklin; Fahy, Brenda G.; Swol, Lyn M. Van

doi:10.1016/j.pcorm.2020.100090

Cited by 8 publications

(11 citation statements)

References 27 publications

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“…Such heuristics perform poorly, and people do not realize the extent to which their case scheduling decisions are suboptimal [108,[124][125][126][127][128]. The knowledge and problem-solving skills to make those decisions well are not learned on the job by experience [108,[124][125][126][127][128], but rather by study (e.g., a formal course in operating room management) [129][130][131][132][133][134].…”

Section: Ambulatory Surgery With Aerosol Production With or Without mentioning

confidence: 99%

Strategies for daily operating room management of ambulatory surgery centers following resolution of the acute phase of the COVID-19 pandemic

Dexter

Elhakim

Loftus

et al. 2020

Journal of Clinical Anesthesia

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Elsevier has created a COVID-19 resource centre with free information in English and Mandarin on the novel coronavirus COVID-19. The COVID-19 resource centre is hosted on Elsevier Connect, the company's public news and information website. Elsevier hereby grants permission to make all its COVID-19-related research that is available on the COVID-19 resource centre-including this research content-immediately available in PubMed Central and other publicly funded repositories, such as the WHO COVID database with rights for unrestricted research re-use and analyses in any form or by any means with acknowledgement of the original source. These permissions are granted for free by Elsevier for as long as the COVID-19 resource centre remains active.

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Section: Ambulatory Surgery With Aerosol Production With or Without mentioning

confidence: 99%

Strategies for daily operating room management of ambulatory surgery centers following resolution of the acute phase of the COVID-19 pandemic

Dexter

Elhakim

Loftus

et al. 2020

Journal of Clinical Anesthesia

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“…have no single answer that is easily demonstrable to others; in contrast, intellective problems (e.g., mathematics and management analytics) usually have a single optimal answer, the correctness of which can be straightforwardly demonstrated to other members in the group by logic or specialized knowledge (Ahn et al, 2020;Cartwright & Zander, 1968;Laughlin, 1980;Laughlin & Ellis, 1986). Future research can examine the behaviors and the underlying motivations in individual-then-group (I-G) problem-solving in intellective tasks, as well as in other judgmental tasks (e.g., jury decision-making).…”

Section: Generalizability To Intellective and Other Judgmental Tasksmentioning

confidence: 99%

Innovative ideas desire earlier communication: Exploring reverse serial‐order effect and liberating cognitive constraint for organizational problem‐solving

Ahn

Swol

et al. 2023

Behavioral Decision Making

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The serial‐order effect wherein originality increases over time is one of the most robust findings in modern psychology. This effect, found in either individual or group sessions, is based on associative and spreading activation mechanisms: Mental association takes place in temporal sequential order from commonly (closely) to unusually (distantly) related semantic concepts stored in long‐term memory. Thus, data from previous studies might suggest that, in collective problem‐solving, we endure long meetings and pay closer attention to ideas presented toward the end of the meeting. However, members in innovative organizations have been reported to typically generate ideas on their own before group brainstorming. We hypothesized that in the subsequent group brainstorming session members would state their most appealing ideas first due to impression management. Our results from the individual‐then‐group hybrid brainstorming paradigm show that idea quality during the group session peaks early and then decays, in terms of both the number of high‐quality ideas produced and the proportion of ideas that are high‐quality. This “reverse” serial‐order effect implies that meeting for a reasonably brief time and looking into ideas shared early during the meeting may lead to better decisions—if individuals generated ideas prior to the meeting. We also found that flexibility (the rate at which new idea categories were introduced) dropped rapidly, but at a certain point of time, it stopped decreasing. This potentially suggests that extended group interaction after individual idea generation could bring greater idea diversity rather than higher overall quality. In addition, we found that the updated, cognitively constrained organizational norm for brainstorming, which likely narrows the scope of search, led to greater idea quantity (fluency), quality, and flexibility than the traditional, unconstrained norm. Our work challenges the traditional application of spreading activation theory to interpersonal, group, or organizational settings and calls for attention to the specific communicative processes of problem‐solving and decision‐making in question.

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“…Frequently, operating room managers do not plan convenient access to operating room time for low-caseload surgeons. This deficiency has been shown in multiple studies with different populations to result principally from lack of scientific knowledge of mathematically optimal surgical scheduling strategies among the decision-makers [11][12][13][14][15][16]. Typically, managers reserve too much time for surgeons with high daily caseloads and too little time, collectively, for surgeons with low daily caseloads [11,17].…”

Section: Introductionmentioning

confidence: 99%

“…Typically, managers reserve too much time for surgeons with high daily caseloads and too little time, collectively, for surgeons with low daily caseloads [11,17]. Courses in the relevant management science significantly increase trust in the relevant mathematical techniques and improve managerial skill in their application [14,15,[18][19][20].…”

Section: Introductionmentioning

confidence: 99%

“…Hypothesis #1 is important because although these low-caseload surgeons account for most surgical growth from year to year [10,25,26], their individual percentage utilization of operating room time, either adjusted (including turnover times) or raw (without turnover times) [27], cannot be measured accurately [23,28]. Such limitations associated with measuring workload of low-caseload surgeons is an example of the type of knowledge necessary for teams responsible for operating room time to make the best possible decisions [11,[13][14][15].…”

Section: Introductionmentioning

confidence: 99%

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Association of surgeons’ gender with elective surgical lists in the State of Florida is explained by differences in mean operative caseloads

2023

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Background A recent publication reported that at three hospitals within one academic health system, female surgeons received less surgical block time than male surgeons, suggesting potential gender-based bias in operating room scheduling. We examined this observation’s generalizability. Methods Our cross-sectional retrospective cohort study of State of Florida administrative data included all 4,176,551 ambulatory procedural encounters and inpatient elective surgical cases performed January 2017 through December 2019 by 8875 surgeons (1830 female) at all 609 non-federal hospitals and ambulatory surgery centers. There were 1,509,190 lists of cases (i.e., combinations of the same surgeon, facility, and date). Logistic regression adjusted for covariables of decile of surgeon’s quarterly cases, surgeon’s specialty, quarter, and facility. Results Selecting randomly a male and a female surgeons’ quarter, for 66% of selections, the male surgeon performed more cases (P < .0001). Without adjustment for quarterly caseloads, lists comprised one case for 44.2% of male and 54.6% of female surgeons (difference 10.4%, P < .0001). A similar result held for lists with one or two cases (difference 9.1%, P < .0001). However, incorporating quarterly operative caseloads, the direction of the observed difference between male and female surgeons was reversed both for case lists with one (-2.1%, P = .03) or one or two cases (-1.8%, P = .05). Conclusions Our results confirm the aforementioned single university health system results but show that the differences between male and female surgeons in their lists were not due to systematic bias in operating room scheduling (e.g., completing three brief elective cases in a week on three different workdays) but in their total case numbers. The finding that surgeons performing lists comprising a single case were more often female than male provides a previously unrecognized reason why operating room managers should help facilitate the workload of surgeons performing only one case on operative (anesthesia) workdays.

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Demonstrability of analytics solutions and shared knowledge of statistics and operating room management improves expected performance of small teams in correctly solving problems and making good decisions

Cited by 8 publications

References 27 publications

Strategies for daily operating room management of ambulatory surgery centers following resolution of the acute phase of the COVID-19 pandemic

Strategies for daily operating room management of ambulatory surgery centers following resolution of the acute phase of the COVID-19 pandemic

Innovative ideas desire earlier communication: Exploring reverse serial‐order effect and liberating cognitive constraint for organizational problem‐solving

Association of surgeons’ gender with elective surgical lists in the State of Florida is explained by differences in mean operative caseloads

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