Improving Team Coordination: A Case for Behavior-Based Training

Leedom, Dennis K.; Šimon, Róbert

doi:10.1207/s15327876mp0702_5

Cited by 81 publications

(57 citation statements)

References 3 publications

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“…This assessment was completed by the physician and nurse instructors (i.e., expert panel members) trained in using the Team Dimensions Rating Form that consisted of behaviorally anchored rating scales. The behaviorally anchored rating scales were validated in previous military aviation research using instructors within a unit to rate flight crews assigned to that unit (Leedom and Simon 1995). The physician and nurse rater training consisted of an intensive one-day multimedia workshop and open discussion to reach project-wide consensus and standards.…”

Section: Outcome Measures and Scalesmentioning

confidence: 99%

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Error Reduction and Performance Improvement in the Emergency Department through Formal Teamwork Training: Evaluation Results of the MedTeams Project

Morey¹,

Simon

Jay

et al. 2002

Health Services Research

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660

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Objective. To evaluate the effectiveness of training and institutionalizing teamwork behaviors, drawn from aviation crew resource management (CRM) programs, on emergency department (ED) staff organized into caregiver teams. Study Setting. Nine teaching and community hospital EDs. Study Design. A prospective multicenter evaluation using a quasi-experimental, untreated control group design with one pretest and two posttests of the Emergency Team Coordination Course TM (ETCC). The experimental group, comprised of 684 physicians, nurses, and technicians, received the ETCC and implemented formal teamwork structures and processes. Assessments occurred prior to training, and at intervals of four and eight months after training. Three outcome constructs were evaluated: team behavior, ED performance, and attitudes and opinions. Trained observers rated ED staff team behaviors and made observations of clinical errors, a measure of ED performance. Staff and patients in the EDs completed surveys measuring attitudes and opinions. Data Collection. Hospital EDs were the units of analysis for the seven outcome measures. Prior to aggregating data at the hospital level, scale properties of surveys and event-related observations were evaluated at the respondent or case level. Principal Findings. A statistically significant improvement in quality of team behaviors was shown between the experimental and control groups following training ( p 5 .012). Subjective workload was not affected by the intervention ( p 5 .668). The clinical error rate significantly decreased from 30.9 percent to 4.4 percent in the experimental group ( p 5 .039). In the experimental group, the ED staffs' attitudes toward teamwork increased ( p 5 .047) and staff assessments of institutional support showed a significant increase ( p 5 .040). Conclusion. Our findings point to the effectiveness of formal teamwork training for improving team behaviors, reducing errors, and improving staff attitudes among the ETCC-trained hospitals.

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Section: Outcome Measures and Scalesmentioning

confidence: 99%

“…in demanding, time-stressed environments such as combat aviation and naval command and control centers (Leedom and Simon 1995;McIntyre and Salas 1995). Crew resource management training has been shown to be effective in these environments and is being extended into other domains (Helmreich and Foushee 1993;Salas et al 1999).…”

mentioning

confidence: 99%

Error Reduction and Performance Improvement in the Emergency Department through Formal Teamwork Training: Evaluation Results of the MedTeams Project

Morey¹,

Simon

Jay

et al. 2002

Health Services Research

Self Cite

880

660

View full text Add to dashboard Cite

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“…Coordination among team members has been recognized as an important correlate of team performance (Bowers, Baker, & Salas, 1994;Brannick, Prince, Prince, & Salas, 1995;Brannick, Roach, & Salas, 1993;Cannon-Bowers, Tannenbaum, Salas, & Volpe, 1995;Coovert, Campbell, Cannon-Bowers, & Salas, 1995;Daily, 1980;Leedom & Simon, 1995;Stout, Salas, & Carson, 1994). Coordination has been operationalized Stephen J. Guastello, Department of Psychology, Marquette University; Denise D. Guastello, Department of Psychology, Carroll College.…”

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confidence: 99%

Origins of coordination and team effectiveness: A perspective from game theory and nonlinear dynamics.

Guastello¹,

Guastello²

1998

Journal of Applied Psychology

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Coordination occurs when 2 or more people do the same or complementary tasks at the same time; it takes several forms. The form of coordination studied here was similar to behavior at a 4-way stop traffic intersection. The performance task involved 12 4-person groups and a special card game. Split-plot analysis of variance (ANOVA) showed that coordination rules were implicitly learned and then transferred successfully to new rules of similar difficulty and that coordination can occur without verbal mediation or leadership actions. Transfer of coordination was less positive to a task of greater difficulty. Nonlinear regression showed that fixed-point attractors could be extracted from all learning curves. The difficult shift contained a second chaotic process and a critical utility threshold at which the difficult rule could be mastered or not. Work-group effectiveness has been studied from a variety of perspectives; central themes have included cooperation, cohesion, incentives, task structure, size, and leadership attributes. In this project we focused on the dynamics of group coordination and traced its conceptual origins; here we report new theory, an experiment, and analytic techniques that explore the origins of coordination in groups. Coordination occurs when two or more people do the same or complementary tasks at the same time. Coordination is vital to group effectiveness in situations where a successful outcome for the entire group is the end result of numerous contributions or efforts by all group members and where successful contributions by one participant are contingent on a correct and timely contribution by another participant. Coordination among team members has been recognized as an important correlate of team performance

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“…We consider mutual trust, familiarity, and expertise as critical components of team characteristics/composition. Mutual trust is the shared belief that team members will perform their roles and protect the interests of their teammates (Salas, Sims, & Burke, (2004 (Leedom & Simon, 1995).…”

Section: Team Inputsmentioning

confidence: 99%

The Effects of Collaborative Technologies on Individual and Team Performance in a Network Centric Warfare (NCW) Environment

Guthrie¹,

Rosen²,

Salas³

et al. 2007

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Improving Team Coordination: A Case for Behavior-Based Training

Cited by 81 publications

References 3 publications

Error Reduction and Performance Improvement in the Emergency Department through Formal Teamwork Training: Evaluation Results of the MedTeams Project

Error Reduction and Performance Improvement in the Emergency Department through Formal Teamwork Training: Evaluation Results of the MedTeams Project

Origins of coordination and team effectiveness: A perspective from game theory and nonlinear dynamics.

The Effects of Collaborative Technologies on Individual and Team Performance in a Network Centric Warfare (NCW) Environment

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