Relational Coordination: Coordinating Work through Relationships of Shared Goals, Shared Knowledge and Mutual Respect

Gittell, Jody Hoffer

doi:10.4337/9781781950548.00011

Cited by 162 publications

(267 citation statements)

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“…Gittell's (20,21) research explores the communication and relationship patterns through which front-line employees coordinate their work, and how these patterns are shaped by organizational practice. She uses the power of relationships to achieve quality, efficiency and resilience in teamwork and names it relational coordination.…”

Section: Introductionmentioning

confidence: 99%

Respecting as a basic teamwork process in the operating theatre - A qualitative study of theatre nurses who work in interdisciplinary surgical teams of what they see as important factors in this collaboration

Kaldheim¹,

Slettebø²

2016

NSF

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Background: Studies show that working as a team in the operating theatre can be a challenge, and that surgical teams are not so cohesive as might be expected.Methods: A qualitative approach with exploratory design was used, inspired by grounded theory (GT) as a methodology. The data are from semi-structured, open questions, interviews with eight female theatre nurses from four Norwegian operational units.Results: The study shows that the most important factor in the social process between theatre nurses co-operating with other team members, is respecting. This includes interactions where: the attitudes expressed make team members feel valued; team members show an understanding for each other; team members communicate constructively. The leader's role is to encourage the right attitudes, focusing on respect for one another.Conclusion: The study shows that cooperation is an inter-human process, which requires the presence of multiple factors in the relations between professionals. Organizational factors also play a decisive role in enhancing the quality of inter-disciplinary work. Strengthening teamwork can be a complex task in a multidisciplinary surgical team where conflicting professional identities exist. Here, organisational factors play a crucial role in improving the quality of interdisciplinary collaboration.Key words: Professions, social structure, team communication, interdisciplinary collaboration and respect. INTERACTION BETWEEN TEAM MEMBERS IN THE OPERATING THEATRE IntroductionOperating theatres are high-intensity, often high-stress, environments where team members must work together to provide patient-centered care. The working day for interdisciplinary surgical teams is often characterized by heavy workloads and demanding requirements for efficient use of time and resources (1 -4). An interdisciplinary surgical team is composed of a selection of specialized nurses (one to two nurse anaesthetists and two theatre nurses), physicians (one anaesthetist physician), and surgeons (one to two operators) (5). These teams are typically put together ad-hoc. Team memberships do not carry over from day to day (5).Salas et al. (6) define a team as "a distinguishable set of two or more people who interact dynamically, interdependently, and adaptively toward a common and valued goal, objective or mission, who have each been assigned specific roles or functions to perform, and who have limited life span of membership" (6, p. 4). Team members perform dynamic and interdependent tasks, sharing and adapting to common goals and carrying out specified roles and functions (7). Teamwork is an essential component of patient safety (1,8). Collaboration happens when multiple health workers from different professional backgrounds work together to deliver the highest quality of health care (9). Studies show that collaboration as an interdisciplinary surgical team in the operating theatre can be a challenge. "Group norms, roles, and the way one treats each other says something about how well the group works" (10, p. 92). ...

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Section: Introductionmentioning

confidence: 99%

Respecting as a basic teamwork process in the operating theatre - A qualitative study of theatre nurses who work in interdisciplinary surgical teams of what they see as important factors in this collaboration

Kaldheim¹,

Slettebø²

2016

NSF

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“…Previous studies (Bagdoniene and Zilione, 2009;Ferrer-Balas and Buckland, 2008) suggested that the level of flexibility that business partners bring into the relationships can have an impact on its success. Flexibility provided by business partners has a positive effect on the relationship development which can encourage coordination and interaction between businesses to achieve mutual goals (Gittell, 2006;Davis and Walker, 2007). On the other hand, the continuity of business relationships can also be affected by negotiation as businesses attempt to reach decisions and agreements on disputable issues (Weigand, Moor, Schoop, and Dignum, 2003).…”

Section: ˙Trustmentioning

confidence: 99%

An Empirical Study on the Success Factors of Supplier-Distributor Relationships

2012

CMR

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This study investigates the factors that affect the success of supplier-distributor relationships in the Australian agribusiness industry. While B2B relationships have been researched extensively and across a range of industries, there is little evidence of its application to the agribusiness sector. A preliminary framework of success factors was developed from the extant literature, and investigated through 20 in-depth interviews conducted with 10 agribusinesses from a dyadic perspective. The findings of this research confirmed the initial 11 factors presented in the preliminary framework as being important to the success of supplier-distributor relationships. The research findings also revealed insights into six new factors that were considered to be crucial to the relationship success, which were included in the revised framework for future investigation.

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“…13,14 Evidence has shown that the effectiveness of a disease management program depends on the ability of professionals from different disciplines to coordinate beyond individual tasks, to encompass the full range of care for the chronically ill. 6,15,16 Jody Hoffer Gittell 17,18 has demonstrated that a concept known as relational coordination is an important predictor of a team's ability to achieve its performance objectives. Relational coordination is defined as "a mutually reinforcing process of interaction between communication and relationships carried out for the purpose of task integration."…”

Section: Introductionmentioning

confidence: 99%

“…Such coordination enables organizations to achieve desired outcomes, such as delivering better chronic care. 13,18,21 According to the Chronic Care Model, relational coordination alone is not enough to improve chronic care delivery; disease management program functioning is also expected to contribute to such improvement. 22 Roz Lasker and colleagues 23 have described the pathway by which the functioning of collaborations among a variety of professionals influences effectiveness.…”

Section: Introductionmentioning

confidence: 99%

In The Netherlands, Rich Interaction Among Professionals Conducting Disease Management Led To Better Chronic Care

Cramm

Nieboer

2012

Health Affairs

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Disease management programs based on the Chronic Care Model are expected to improve the quality of chronic care delivery. However, evidence to date for such improvement and how it is achieved is scarce. In 2010 and again in 2011, we surveyed professionals in twentytwo primary care practices in the Netherlands that had implemented the Chronic Care Model of disease management beginning in 2009. The responses showed that, over time, chronic illness care delivery improved to advanced levels. The gains were attributed primarily to improved relational coordination-that is, raising the quality of communication and task integration among professionals from diverse disciplines who share common objectives. These findings may have implications for other disease management efforts by collaborative care teams, in that they suggest that diverse health care professionals must be strongly connected to provide effective, holistic care.

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Relational Coordination: Coordinating Work through Relationships of Shared Goals, Shared Knowledge and Mutual Respect

Cited by 162 publications

References 0 publications

Respecting as a basic teamwork process in the operating theatre - A qualitative study of theatre nurses who work in interdisciplinary surgical teams of what they see as important factors in this collaboration

Respecting as a basic teamwork process in the operating theatre - A qualitative study of theatre nurses who work in interdisciplinary surgical teams of what they see as important factors in this collaboration

An Empirical Study on the Success Factors of Supplier-Distributor Relationships

In The Netherlands, Rich Interaction Among Professionals Conducting Disease Management Led To Better Chronic Care

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