Characteristics of Effective Teams

Department of Occupational Therapy, University of Queensland.
Australian health review: a publication of the Australian Hospital Association (Impact Factor: 0.73). 02/2000; 23(3):201-8. DOI: 10.1071/AH000201
Source: PubMed


Effective healthcare teams often elude consistent definition because of the complexity of teamwork. Systems theory offers a dynamic view of teamwork, in which input conditions are transformed via optimum throughput processes into maximal output. This article describes eighteen characteristics of effective teams across input conditions and teamwork processes, which have been identified from the literature.

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Available from: Sharon Mickan, Oct 10, 2015
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    • "Team members in healthcare focus foremost on meeting patient needs, and their roles are clear. Healthcare employees work in groups daily and furthermore have a personal desire to learn, and they value meeting the needs of their patients (Mickan and Rodger, 2000). On the other hand, the objective of improvement team members is to improve operational performance, which does not always go hand-in-hand with client needs. "
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    ABSTRACT: Purpose -- Teamwork is one of the most powerful tools to ensure success across any activity. The purpose of this paper is to examine the factors that actively contribute to the effectiveness of teams. This research looks at two different types of teams: care delivery teams representing healthcare and improvement teams representing the manufacturing industry. The aim is to provide greater knowledge about the application of team work factors in different environments. Design/methodology/approach -- Qualitative interviews about teamwork factors were conducted with 17 leaders of teams from healthcare and 22 leaders from manufacturing industries. The responses were categorized into different levels according to the application of each factor. Then, the factors were analyzed to draw conclusions about the different approaches to teamwork and their application. Findings -- Most of the factors analyzed are highly applied in both sectors. However, we found significant differences between hospitals and the manufacturing industry when it comes to factors such as strategies, feedback on results, leadership, participation and communication. Originality/value -- Measuring each factor in two different sectors (healthcare and industry) has yielded noteworthy findings and the best practices for their implementation. [ABSTRACT FROM AUTHOR] Copyright of Team Performance Management is the property of Emerald Group Publishing Limited and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
    Team Performance Management 06/2013; 19:222. DOI:10.1108/TPM-06-2012-0017
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    • "[11], using qualitative analysis observed that majority of the primary care organizations in England and Wales identified the need to develop a strategic approach of inter-professional teamwork, to meet educational needs of primary care professionals, for fruitful alignment of objectives to be rewarding for participants. [2], noted that the ability to trust originates from self-knowledge and competence. Trust must be slowly built up across team members who have different competencies, assumptions and priorities, through developing confidence in each other's competence and reliability. "
    01/2013; 2(6):184. DOI:10.11648/j.ajtas.20130206.15
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    • "Innovative cultures are known to provide a link between efficient organizational practice and high-quality patient care (Anderson & West, 1998; Mickan & Rodger, 2000; St. John Burch & Anderson, 2003). Innovative culture , conceptualized as group norms that exert control over attitudes and behavior by representing what ''is'' or ''ought to be'' in a particular situation may be more or less conducive to creativity, risk taking, and tolerating mistakes and facilitate implementation by generating social approval when working together effectively and acting quickly (Caldwell & O'Reilly, 2003). "
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    ABSTRACT: Innovative cultures have been reported to enhance the creation and implementation of new ideas and working methods in organizations. Although there is considerable research on the impact of organizational context on the innovativeness of organizations, the same is not the case for research on the organizational characteristics responsible for an innovative culture in (long-term) care settings. The aim of this study was to identify organizational characteristics that explain innovative culture in the (long-term) care sector. A large cross-sectional study in Dutch long-term care-nursing homes and/or elderly homes, care organizations for the handicapped, and long-term mental health care organizations-was conducted. A total of 432 managers and care professionals in 37 organizations participated. The Group Innovation Inventory was used to measure innovative culture in long-term care organizations. Structural characteristics of the organization were centralization and formalization, environmental dynamism and competitiveness, internal and external exchange of information, leadership style, commitment to quality improvement, and the organization's innovative strategy. The determinants of an innovative culture were estimated with a two-level random-intercepts and fixed-slopes model. Multilevel regression models were used to account for the organizational clustering of individuals within the 37 care organizations. Environmental dynamism, job codification, formal external exchange of information, transformational leadership, commitment to quality, and an exploratory and exploitative innovation strategy were all significantly correlated with an innovative culture in the multivariate multilevel analysis; the other characteristics were not. The explained organizational- and individual-level variance was 52.5% and 49.2%, respectively. The results point to substantial differences in innovative cultures between and within care organizations that can, in part, be explained by organizational characteristics. Efforts must be made to ensure that organizational characteristics such as environmental dynamism do not hamper the development of innovative cultures in long-term care organizations. Organizations' human resource practices and knowledge management are particularly promising in strengthening innovative cultures.
    Health care management review 06/2011; 37(2):165-74. DOI:10.1097/HMR.0b013e318222416b · 1.30 Impact Factor
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