Measuring Teamwork in Health Care Settings: A Review of Survey Instruments

Valentine, Melissa; Nembhard, Ingrid M.; Edmondson, Amy C.

doi:10.2139/ssrn.1838538

Cited by 114 publications

(166 citation statements)

References 66 publications

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“…Prior studies have identified problematic personalities and hierarchy as challenges to effective teamwork. 28 Health care lags behind many other sectors in institutionalizing training to promote team culture. Examples of training approaches systematically adopted in other settings include crew resource management by the aviation industry and team dimensional training by the US military.…”

Section: Discussionmentioning

confidence: 99%

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Team Structure and Culture Are Associated With Lower Burnout in Primary Care

Willard-Grace

Hessler

Rogers

et al. 2014

The Journal of the American Board of Family Medicine

168

148

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Purpose: Burnout is a threat to the primary care workforce. We investigated the relationship between team structure, team culture, and emotional exhaustion of clinicians and staff in primary care practices.Methods: We surveyed 231 clinicians and 280 staff members of 10 public and 6 university-run primary care clinics in San Francisco in 2012. Predictor variables included team structure, such as working in a tight teamlet, and perception of team culture. The outcome variable was the Maslach emotional exhaustion scale. Generalized estimation equation models were used to account for clustering at the clinic level.Results: Working in a tight team structure and perceptions of a greater team culture were associated with less clinician exhaustion. Team structure and team culture interacted to predict exhaustion: among clinicians reporting low team culture, team structure seemed to have little effect on exhaustion, whereas among clinicians reporting high team culture, tighter team structure was associated with less exhaustion. Greater team culture was associated with less exhaustion among staff. However, unlike for clinicians, team structure failed to predict exhaustion among staff.Conclusions: Fostering team culture may be an important strategy to protect against exhaustion in primary care and enhance the benefit of tight team structures. (J Am Board Fam Med 2014;27: 229 -238.)

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Section: Discussionmentioning

confidence: 99%

“…27,28 After reviewing the literature, we did not find a concise, validated team culture measure for primary care that adequately captured the desired components. We therefore developed an 8-item measure by adapting items from the Team Climate Survey 29 and the inventory of adaptive reserve.…”

Section: Methodsmentioning

confidence: 99%

Team Structure and Culture Are Associated With Lower Burnout in Primary Care

Willard-Grace

Hessler

Rogers

et al. 2014

The Journal of the American Board of Family Medicine

168

148

View full text Add to dashboard Cite

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“…Although team leaders perception maybe higher than registered nurses effective leadership connects team members sharing common goal (Leonard & Frankel, 2011;Leonard et al, 2004). Studies have reported that a generational difference (Nelsey & Brownie, 2012) or a variation in nurse designation may create conflict within teams (Valentine et al, 2011),however these findings may reflect an absence of effective team leadership and poor communication. together.…”

Section: Nursing Teamworkmentioning

confidence: 99%

“…The International Council of Nursing (ICN) recognises that health systems reforms are underway in all parts of the world (International Council of Nursing, 2010).The delivery of effective, high quality and safe nursing care has attracted much attention internationally (Valentine, Nembhard, & Edmondson, 2011) and more locally in Australia (O'Connell, Duke, Bennett, Crawford, & Korfiatis, 2006). In contemporary clinical practice, team nursing has become the widely accepted model for the delivery of patient care.…”

Section: Introductionmentioning

confidence: 99%

Factors contributing to nursing team work in an acute care tertiary hospital

et al. 2017

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Factors contributing to nursing team work in an acute care tertiary hospital Background:Effective nursing teamwork is an essential component of quality health care and patient safety.Understanding which factors foster team work ensures teamwork qualities are cultivated and sustained.Objective: This study aims to investigate which factors are associated with team work in an Australian acute care tertiary hospital across all inpatient and outpatient settings. Methods:All nurses and midwives rostered to inpatient and outpatient wards in an acute care 600 bed hospital in Sydney Australia were invited to participate in a cross sectional survey between September to October 2013. Data were collected, collated, checked and analysed using Statistical Package for the Social Sciences (SPSS) Version 21. Factors reporting a significant correlation with where p<0.05were analysed in a multiple regression model. Results:A total of 501 surveys were returned. Nursing teamwork scores ranged between 3.32 and 4.08.Teamwork subscale Shared Mental Model consistently rated the highest. Mean scores for overall communication between nurses and team leadership were 3.6 (S.D. 0.57) and 3.8 (SD 0.6) respectively. Leadership and communication between nurses were significant predictors of team work p<0.001. Conclusion:Our findings describe factors predictive of teamwork in an acute care tertiary based hospital setting across inpatient and outpatient specialty units. Our findings are of particular relevance in identifying areas of nurse education and workforce planning to improve nursing team work. AimsThis study aims to investigate which factors are associated with nursing team work in a large Australian acute care hospital setting Methods DesignAll nurses and midwives rostered to inpatient and outpatient wards in a acute care 600 bed hospital in Sydney Australia were invited to participate in a cross sectional survey between September to October 2013. Nurses and midwives who were on leave and those who worked on a casual basis during the study period were excluded from the study. Ethical approval was obtained from the South Eastern Sydney Local Health District Human research Ethics Committee and Research Governance 4Office, St George Hospital to undertake a de-identified nursing workforce survey. Nurse and Midwifery Unit Managers were informed of the study and their participation sought .All nurses and midwives were informed of the study through in-services. In order to increase response rate nurses were allotted additional time by hospital management to complete the questionnaire. (Pit, Vo, & Pyakurel, 2014). Questionnaires were returned in a large envelope and placed in a box located on each patient care unit. The questionnaires were collected each day by a research assistant. Data CollectionData were collected relating to nurse workforce demographics, communication between nurses, nursing team work, and perceived model of nursing care. Nurse workforce demographics included; gender, age, designation, education level, new graduate statu...

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“…Teamwork is driven by adequate interpersonal relationships, based on communication, coordination, respect, and use of the experience provided by the team members. Efficient communication, sharing of information, clarity of the professional functions, and shared values are crucial aspects for developing interprofessional practices (24)(25) . In this context, the results from the referred category are in line with the authors' assumptions, when it shows that working in health care demands interactions among different professionals, and may be substantiated, among other things, through collaborative/cooperation practice.…”

Section: () the Patient Ends Up Injured He Should Have A Better Smentioning

confidence: 99%

Teamwork in a coronary care unit: facilitating and hindering aspects

Goulart

Camelo

Simões

et al. 2016

Rev. esc. enferm. USP

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Objective:To identify, within a multidisciplinary team, the facilitating and hindering aspects for teamwork in a coronary care unit. Method: A descriptive study, with qualitative and quantitative data, was carried out in the coronary care unit of a public hospital. The study population consisted of professionals working in the unit for at least one year. Those who were on leave or who were not located were excluded. The critical incident technique was used for data collection, by means of semi-structured interviews. For data analysis, content analysis and the critical incident technique were applied. Results: Participants were 45 professionals: 29 nursing professionals; 11 physicians; 4 physical therapists; and 1 psychologist. A total of 49 situations (77.6% with negative references); 385 behaviors (54.2% with positive references); and 182 consequences emerged (71.9% with negative references). Positive references facilitate teamwork, whereas negative references hinder it. A collaborative/communicative interprofessional relationship was evidenced as a facilitator; whereas poor collaboration among agents/inadequate management was a hindering aspect. Conclusion: Despite the prevalence of negative situations and consequences, the emphasis on positive behaviors reveals the efforts the agents make in order to overcome obstacles and carry out teamwork.

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Measuring Teamwork in Health Care Settings: A Review of Survey Instruments

Cited by 114 publications

References 66 publications

Team Structure and Culture Are Associated With Lower Burnout in Primary Care

Team Structure and Culture Are Associated With Lower Burnout in Primary Care

Factors contributing to nursing team work in an acute care tertiary hospital

Teamwork in a coronary care unit: facilitating and hindering aspects

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