Measuring Team Performance in Simulation-Based Training: Adopting Best Practices for Healthcare

Department of Psychology, University of Central Florida, Florida, USA.
Simulation in healthcare: journal of the Society for Simulation in Healthcare (Impact Factor: 1.48). 02/2008; 3(1):33-41. DOI: 10.1097/SIH.0b013e3181626276
Source: PubMed

ABSTRACT Team performance measurement is a critical and frequently overlooked component of an effective simulation-based training system designed to build teamwork competencies. Quality team performance measurement is essential for systematically diagnosing team performance and subsequently making decisions concerning feedback and remediation. However, the complexities of team performance pose a challenge to effectively measuring team performance. This article synthesizes the scientific literature on this topic and provides a set of best practices for designing and implementing team performance measurement systems in simulation-based training.

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Available from: Heidi B King, Sep 26, 2015
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    • "The current study adhered to best practices by capturing teamwork competencies, focusing on observable behaviors , measuring multiple levels of performance, employing trained observers, and using structured, guided, and nonjudgmental debriefings (Fanning & Gaba, 2007; Rosen et al., 2008). Delivery of postoperative surgical care is a complex task, with many individuals responsible for providing care. "
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    ABSTRACT: Many adverse events in health care are caused by teamwork and communication breakdown. This study was conducted to investigate the effect of a point-of-care simulation-based team training curriculum on measurable teamwork and communication skills in staff caring for postoperative patients. Twelve facilities involving 334 perioperative surgical staff underwent simulation-based training. Pretest and posttest self-report data included the Self-Efficacy of Teamwork Competencies Scale. Observational data were captured with the Clinical Teamwork Scale. Teamwork scores (measured on a five-point Likert scale) improved for all eight survey questions by an average of 18% (3.7 to 4.4, p < .05). The observed communication rating (scale of 1 to 10) increased by 16% (5.6 to 6.4, p < .05). Simulation-based team training for staff caring for perioperative patients is associated with measurable improvements in teamwork and communication. J Contin Educ Nurs 2013;44(X):xx-xx.
    The Journal of Continuing Education in Nursing 09/2013; 44(11):1-10. DOI:10.3928/00220124-20130903-38 · 0.52 Impact Factor
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    • "In addition, SBT methods replicate 'real world' events whilst maintaining a safe learning environment (Alison and Crego 2008). This includes allowing participants to reflect on their performance in order to learn from their mistakes (Rosen et al. 2008). Furthermore, immersive simulated learning environments (ISLEs) such as the Hydra system developed by Crego (1996) provide a type of SBT which is designed to both train participants whilst allowing for reliable data collection (Alison et al. 2012). "
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    ABSTRACT: This study presents a narrative synthesis of a systematic literature review relating to multi-agency interoperability and major incident decision-making in high risk, high stake environments. The review methodology includes the identification of relevant studies, a critical appraisal of the concepts inherent in the main review question and a narrative synthesis of the central themes that relate to the study as a whole. The review firstly outlines what, currently, appear to be the perceived defining features of successful interoperability by using the SAFE-T phase model of major incident decision-making. It then considers whether these defining features are realistically achievable in major incident practice. Findings suggest that the current definition of an interoperable network is too demanding for the inherent complexity and dynamic nature of the major incident task environment. Individual teams tend to focus on agency-specific behaviour, as opposed to coordinated multi-team functioning, and so collective interoperability is not achieved. Inevitably, this reduces the ability to perform collaborative behaviours, including decision-making and action implementation. The paper concludes that aiming for the current conceptualisation of interoperability along a hierarchical command structure may actually inhibit effective decision-making. Instead, multi-agency systems would do better to work towards an improved understanding of a non-hierarchical and decentralised yet interoperable major incident management network. Recommendations include the need to relate theory and practice in the development of multi-agency decision-making via simulation-based training and to deepen our understanding of interoperability to prevent inertia in high risk, high stake major incident environments.
    Cognition Technology and Work 08/2013; 16(3). DOI:10.1007/s10111-013-0259-6 · 1.31 Impact Factor
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    • "This can aid plenary sessions as facilitators can compare and contrast the good and bad points from differing team dynamics (teamwork, trust, leadership, etc.) that lead up to the implementation of decisions in the decision log. This provides triangulated data, aiding the development of a robust theory of team performance (Rosen et al., 2008b). "
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    ABSTRACT: This article provides an integration and synthesis of the strengths and weaknesses of utilizing simulation-based training environments for research. It provides information for researchers interested in exploring complex, dynamic, and high-stakes decision making in critical incidents. The article proposes that immersive simulated learning environments (ISLEs) are an effective naturalistic decision making tool for examining strategic and tactical multiteam decision making. Specifically, they are useful for researching environments whereby decision characteristics of anticipation, preparation, mitigation, adaptation, and coping are treated as interconnected elements. The article presents the simulation tool Hydra as an example of an ISLE by describing a worked example known as Operation Pandora. It demonstrates how the use of ISLEs can assist research on expert, high-stakes, and high-consequence critical incident decisions.
    Journal of Cognitive Engineering and Decision Making 08/2012; 7(3):255-272. DOI:10.1177/1555343412468113
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