The team survey: a tool for health care team development

Millward, Lynne J.; Jeffries, Naomi

doi:10.1046/j.1365-2648.2001.01844.x

Cited by 66 publications

(76 citation statements)

References 17 publications

(18 reference statements)

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“…Team assessment has, for instance, addressed the functional roles of doctors 15 and nurses, 16 the effects of leadership style in surgical teams, 17 and the specific impact of anaesthetists on team performance. 18 19 Communication has been assessed in UK National Health Service nursing teams, 20 medical students, 21 operating room staff, [22][23][24] and intensive care unit staff. 25 Other studies have surveyed attitudes of medical staff to error and stress, 26 and identified discrepant attitudes toward safety between nurses and physicians in intensive care units.…”

mentioning

confidence: 99%

Developing observational measures of performance in surgical teams

Healey

2004

Quality and Safety in Health Care

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Team performance is increasingly recognised as an essential foundation of good surgical care and a determinant of good surgical outcome. To understand team performance and to develop team training, reliable and valid measures of team performance are necessary. Currently there is no firm consensus on how to measure teamwork, partly because of a lack of empirical data to validate measures. The input2process2output model provides a framework for surgical team studies. Objective observational measures are needed in surgery as a basis for interdisciplinary team assessment and training. The ''observational teamwork assessment for surgery'' (OTAS) tool assesses two facets of the surgical process. Observer 1 monitors specific tasks carried out by team members, under the categories patient, environment, equipment, provisions, and communications. Observer 2 uses a behavioural observation scale to rate behaviour for the three surgical phases (pre-operative, operative, and post-operative) with components of teamwork: cooperation, leadership, coordination, awareness, and communication. Illustrative data from an initial series of 50 cases is presented here. The OTAS tool enables two independent observers, a surgeon and psychologist, to record detailed information both on what the theatre team does and how they do it, and has the potential to identify constraints on performance that might relate to surgical outcome.

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confidence: 99%

Developing observational measures of performance in surgical teams

Healey

2004

Quality and Safety in Health Care

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“…Questions on mental models were partly adapted from Millward and Jeffries (2001). Questions on common knowledge were partly adapted from Szulanski (1996).…”

Section: Resultsmentioning

confidence: 99%

Impact of coherent versus multiple identities on knowledge integration

Willem

Scarbrough

Buelens

2008

Journal of Information Science

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This paper addresses the influence of two competing views of social identity on knowledge integration within organizations. One view sees social identity primarily as a coherent characteristic of organisations, which can leverage knowledge integration by developing loyalty, trust, shared values and implicit norms (Kogut and Zander, 1996). The opposing view considers social identification as multiple and fragmented (Albert, Ashforth and Dutton, 2000;Alvesson, 2000). This fragmented view emphasises the problematic nature of social identity for knowledge integration. The aim of this paper is to examine these competing accounts and to develop insight under what conditions coherent respectively multiple social identities are advantageous for knowledge integration by the comparative analysis of two polar case studies.Our case studies reveal the different effects of a coherent versus multiple identity on knowledge integration and the need for a coherent company-wide social identity to leverage knowledge integration between organizational units.

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“…Ayrıca örgütlerde daha güçlü sinerji elde edilerek yenilik ve yaratıcılık ortaya çıkmaktadır. [18,25,27] Sağlık kurumlarının kendine özgü özellikleri ekip hizmetini gerekli kılmaktadır. Sağlık kurumlarında uzmanlaşma seviyesinin ve işlevsel bağımlılığın çok yüksek olması, yapılan işlerin karmaşık, değişken, ertelenemez, hata ve belirsizliklere karşı oldukça duyarlı ve toleranssız olması ekip çalışmasını gerektirmektedir.…”

Section: Ekip çAlışması Kavramı Ve Hemşirelikunclassified