Design for Supporting Healthcare Teams

Abstract

Healthcare today is a team sport, no longer dominated by the vision of a single nurse or doctor interacting with a patient. Rather, modern healthcare occurs through a coordinated action of many individuals, possessing diverse skills and expertise, sometimes collocated but often distributed in time and space. Obvious examples of healthcare teams include a surgical team performing an operation, emergency department (ED) personnel stabilizing a trauma patient, a "code team" responding to in-hospital cardiac arrest, and daily bedside rounds by multi-disciplinary teams in an intensive care unit. Less obvious are examples of health professional communication and collaboration that do not occur face-to-face. For example, a nurse may notice unexpected symptoms in her patient during night-shift, contact a pharmacist to learn that this is a medication side effect, pass this information on verbally at shift report so other nurses can monitor the effects, record the information in the medical record for all clinicians to be aware of, and perhaps add a paper or electronic "post-it" note for the physician, suggesting a change of the medication order at morning rounds.In these contexts, electronic health records (EHR) and other health information technologies (HIT) can function in ways that support healthcare teams, becoming a

Team based communication and the healthcare communication space

“…Our model confirmed existing work (Tang et al, 2015;Coiera, 2014) in that implicit tasks dominate the communication space. However, our model extended such work by identifying specific categories (e.g.…”

“…However, healthcare communication can be far more complex (Härgestam et al, 2013;Dayton and Henriksen, 2007) due to different types of channels such as written or verbal and synchronous or asynchronous, different types of communication processes such as open and closed loop (Coiera, 2006) and the need to balance individual and team tasks (Bardach et al, 2017;Dean et al, 2016;Kuziemsky, 2015;Tang et al, 2015;Collins et al, 2011). Implicit and verbal communication remain predominate communication channels (Coiera, 2014;Tang et al, 2015;Lewin and Reeves, 2011) with face-to-face communication estimated as comprising up to 90 percent of all information transactions (Aceti and Luppicini, 2013;Coiera, 2006). of observation were created using a template that included information on the individuals involved in the communication act and the purpose, resources used, and method of communication (e.g.…”

A Strategic Approach to Determining the Relative Impact of Team Behavior on Guideline Violations

“…At times intensive care unit teams exhibit similar characteristics of being ad hoc, self-assembling and dissolving once a patient's conditions have stabilized. These are in mark contrast to other healthcare teams, for example in surgical settings, who work together frequently, have well developed roles and familiar communication patterns (Tang, et al, 2015).…”

“…A spontaneously assembled ACLS team shares characteristics with other teams in healthcare. For example, emergency department teams tend to be highly adaptive and ephemeral, changing in composition, roles and assignments, based on the emergent requirements of an unpredictable patient population whose problems vary considerably in terms of their severity (Tang, Xiao, Chen & Gorman, 2015). At times intensive care unit teams exhibit similar characteristics of being ad hoc, self-assembling and dissolving once a patient's conditions have stabilized.…”

A New Neuroinformatics Approach to Optimize Diagnosis Cost in Neurology: An Operational Research Tool

“…The team work capabilities that support collaborative distributed work to get powerful impact and effectiveness in healthcare service management, which improves healthcare system [12]. The impact of technology and effective collaboration work achievements of patient care, mobile devices designed and implemented for effective healthcare team functionality to develop the healthcare systems [13]. The health information technology (HIT) tradeoffs model in design and evaluation has been introduced to develop seven tradeoff patterns to understand HIT mediated changes [14].…”