Explicit and implicit team coordination: Development of a multidimensional scale

Chang, Huo Tsan; Lin, Cheng Chen; Chen, Cheng Hung; Ho, Yeong Ho

doi:10.2224/sbp.5893

Cited by 14 publications

(17 citation statements)

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“…Explicit coordination involves the mental efforts of team members which might increase the level of distraction during operational activities. This appears to be confirmed by empirical research across different business settings (Shah and Breazeal, 2010;Wheelock et al, 2015;Chang et al, 2017).…”

Section: Theoretical Background and Hypothesessupporting

confidence: 57%

Silence is golden: the role of team coordination in health operations

Stefanini

Aloini

Gloor

2020

IJOPM

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PurposeThis study investigates the relationships between team dynamics and performance in healthcare operations. Specifically, it explores, through wearable sensors, how team coordination mechanisms can influence the likelihood of surgical glitches during routine surgery.Design/methodology/approachBreast surgeries of a large Italian university hospital were monitored using Sociometric Badges – wearable sensors developed at MIT Media Lab – for collecting objective and systematic measures of individual and group behaviors in real time. Data retrieved were used to analyze team coordination mechanisms, as it evolved in the real settings, and finally to test the research hypotheses.FindingsFindings highlight that a relevant portion of glitches in routine surgery is caused by improper team coordination practices. In particular, results show that the likelihood of glitches decreases when practitioners adopt implicit coordination mechanisms rather than explicit ones. In addition, team cohesion appears to be positively related with the surgical performance.Originality/valueFor the first time, direct, objective and real time measurements of team behaviors have enabled an in-depth evaluation of the team coordination mechanisms in surgery and the impact on surgical glitches. From a methodological perspective, this research also represents an early attempt to investigate coordination behaviors in dynamic and complex operating environments using wearable sensor tools.

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Section: Theoretical Background and Hypothesessupporting

confidence: 57%

Silence is golden: the role of team coordination in health operations

Stefanini

Aloini

Gloor

2020

IJOPM

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“…Askerud and Conder ( 2017 :424) articulated that leadership in mPHC is expected to collaborate and coordinate the PHC processes, including facilitation of information to promote the quality and efficacy of required patient care. Coordination and facilitation of processes among team members in a mPHC service is difficult to observe without active involvement of NMs in all teams’ activities (Chang et al 2017 :926; Jooste 2014 :348). Coordination and facilitation of processes requires NMs who are self-driven, enthusiastic, and self-starters.…”

Section: Leadership Roles Experiencedmentioning

confidence: 99%

“…Dyess et al ( 2016 :10) claim that NMs expect to be supported by the mining health management so that they are able to also support their followers, executing their leadership roles effectively. Chang et al ( 2017 :916) attest that it is the NMs’ leadership role to provide support to staff during the process of coordination and facilitation. From the quotations and literature provided above, it is evident that coordinating and facilitating processes in this mPHC service is one of the experiences of NMs.…”

Section: Leadership Roles Experiencedmentioning

confidence: 99%

Nurse managers experiences of their leadership roles in a specific mining primary healthcare service in the West Rand

2020

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Background Nurse managers are leaders in mining primary healthcare. Their leadership roles include inspiring and empowering operational managers and nursing personnel, by leading with competence developing them to become followers with insight and direction. However, these leadership roles are not clearly defined, and are negatively influenced by the traditional mining leadership style. Objectives The aim of this study was to explore and describe the nurse managers’ experiences of their leadership roles in a specific mining primary healthcare service on the West Rand, to develop recommendations to enhance these roles. Method A qualitative, exploratory, descriptive and contextual research design was used in this study, following a phenomenological approach as a research method. A non-probability purposive sampling method was used. Nurse managers described experiences of their leadership roles during individual phenomenological interviews. Data saturation was reached on participant number 7. To analyse data, four stages of Giorgi’s descriptive phenomenological data analysis was used. An independent coder coded the data and a consensus meeting was held. The study was guided by the theoretical framework of Winkler’s role theory. Results The following subthemes emanated from data analysis: (1) leadership role ambiguity, (2) leadership roles experienced and (3) challenges experienced in leadership roles. Conclusion This study revealed that the leadership roles for nurse managers in a specific mining primary healthcare service are not clearly defined. Hence enhancements and expansions of these leadership roles remained stagnant. A clearly defined policy on leadership roles for nurse managers should be developed.

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“…Task orientation includes the process wherein the team reflects on its objectives, strategies, procedures and processes and assesses each individual’s work to improve efficacy and coordination ( Hülsherger et al, 2009 ). Team member coordination may be explicit [visible and external coordination patterns ( Chang et al, 2017 ), or implicit ( Rico et al, 2008 )], referring to team members’ knowledge, their experience in conducting a certain task, and how to efficiently integrate this knowledge ( Butchibabu et al, 2016 ; Bachrach et al, 2019 ). It has been proven that team coordination is a group process that increases team performance over time ( Marques-Quinteiro et al, 2019 ; Rico et al, 2019 ; Braun et al, 2020 ) 4 .…”

Section: Introductionmentioning

confidence: 99%

Belonging and Social Integration as Factors of Well-Being in Latin America and Latin Europe Organizations

et al. 2020

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BackgroundStudies and meta-analyses found individual, meso and micro-social factors that are associated with individual well-being, as well as a positive socio-emotional climate or collective well-being.AimThis article simultaneously studies and examines these factors of well-being.MethodWell-Being is measured as a dependent variable at the individual and collective level, as well as the predictors, in three cross-sectional and one longitudinal studies. Education and social intervention workers (N = 1300, K = 80) from Chile, Spain and Uruguay participate; a subsample of educators (k = 1, n = 37) from the south central Chile and from Chile, Uruguay and Spain (n = 1149); workers from organizations in Latin America and Southern Europe, military cadets from Argentina (N < 1000); and teams (K = 14) from Spanish companies.ResultsIndividual and collective well-being indicators were related, suggesting that the emotional climate as a context improves personal well-being. Individual factors (emotional creativity and openness and universalism values), psychosocial factors (low stress, control over work and social support supervisors and peers) were positively associated with personal well-being in education and social intervention context. Organizational dynamic or transformational culture is directly and indirectly associated with individual well-being through previously described psychosocial factors. Group processes such as internal communication and safe participation, task orientation or climate of excellence as well as leadership style that reinforces participation and belonging, were positively associated with collective well-being in labor and military context and predict team work socio-emotional climate in a longitudinal study- but were unrelated to individual well-being. Transformational leadership plays a mediating role between functional factors and social-emotional climate in work teams. Organizational role autonomy, functional organizational leadership, integration and resources were associated with collective well-being in organizations. Organizational leadership moderates the relationship between task orientation and collective well-being in military context.ConclusionIndividual and microsocial factors influence personal well-being. Meso level factors favorable to well-being through processes which reinforce social belonging, influence directly collective well-being and indirectly personal well-being. Leadership that reinforces participation and belonging play a central role for emotional climate. Stress and emotional climate playing an important pivotal role for psychological well-being.

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Explicit and implicit team coordination: Development of a multidimensional scale

Cited by 14 publications

References 0 publications

Silence is golden: the role of team coordination in health operations

Silence is golden: the role of team coordination in health operations

Nurse managers experiences of their leadership roles in a specific mining primary healthcare service in the West Rand

Belonging and Social Integration as Factors of Well-Being in Latin America and Latin Europe Organizations

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