Team climate for innovation: what difference does it make in general practice?

Abstract

Team climate is important for patient and staff satisfaction. In large general practices, separate sub-cultures may exist between administrative and clinical staff, which has implications for designing effective team interventions.

Factors Contributing to Research Team Effectiveness: Testing a Model of Team Effectiveness in an Academic Setting

“…Such a climate facilitates work team effectiveness. Past research reported that a positive team climate predicts general satisfaction (Proudfoot, et al, 2007). Proudfoot et al (2007) also found that teams that had clear shared objectives were more structured, had a clear focus on tasks, worked well as a team and were more effective in their delivery.…”

“…Past research reported that a positive team climate predicts general satisfaction (Proudfoot, et al, 2007). Proudfoot et al (2007) also found that teams that had clear shared objectives were more structured, had a clear focus on tasks, worked well as a team and were more effective in their delivery. Past studies have reported that faculty members' perceptions of their departments' climate as exciting were positively associated with higher publication productivity (Fox & Mohapatra, 2007).…”

“…It is characterized by a strong belief in and acceptance of the team's goals and values, a willingness to exert considerable effort on behalf of the team, a strong desire to maintain membership on the team (Bishop, Scott & Burroughs, 2000), and a willingness to participate fully in group processes (Pearce & Ravlin, 1987). Input factors such as team leadership and team climate were reported to have a positive influence on team commitment (Burke et al, 2006;McComb, Kennedy, Green & Compton, 2008;Proudfoot et al, 2007). When research project team members develop a positive team climate, they will be committed to executing their roles and responsibilities because they are actively involved in a non-threatening team atmosphere (Ortega et al, 2010).…”

Pro-active Behaviour in Context of Team Climate

“…The original version of TCI-116 was reduced from 116 variables to 38 variables, from which a four-factor version was compiled (38 questions) with an interval of internal consistence of Alfa 0.84-0.94 (Anderson and West, 1998): Team vision -how clearly are team goals and visions defi ned, shared, evaluated and achieved. Team vision concerns the opinions of team members on "clarity, sharing and achievability" of team objectives (Proudfoot, Jayasinghe, Holton et al, 2007); Innovations support -how team members perceive other team members in the area of support of new ideas; Secure cooperationto what extent the team cooperates in the area of innovation and how secure do the team members feel in proposing new ideas (Anderson and West, 1998). Participative security is the level of team participation in decision-making processes.…”

“…Participative security is the level of team participation in decision-making processes. This relates to psychological security and support in the course of proposing new and better methods of work (Proudfoot, Jayasinghe, Holton et al, 2007); Tasks orientation -to what extent the team considers the fulfi lment of tasks as an important element of team productivity in relation to the joint mission. TCI-38 was subsequently validated in Italy (Ragazzoni, Baiardi, Zotti et al, 2002), Greece (Chatzi and Nikolaou, 2008), Norway (Mathisen, Einarsen, Jørstad et al, 2004) and China (Sun, Zhao and Chen, 2011).…”