Teams That Work: The Seven Drivers of Team EffectivenessThe Seven Drivers of Team Effectiveness
Abstract
Why do some teams thrive, while others struggle? If you are a team leader, team member, senior leader, or consultant, you need to know what really drives team effectiveness. Many books and consultants offer advice about teamwork based on opinion or conjecture. Some of that advice is useful, but much of it is overly simplistic or even misleading. Fortunately, a growing body of research is now available with which to separate the myths from the facts. For example, is it possible to “team away” talent deficiencies? Will more frequent communications improve performance? Is a team likely to perform better when members know each other? What do great team members know, do, and think? When and how can conflict be constructive? In Teams That Work , Scott Tannenbaum and Eduardo Salas answer these and other questions about team effectiveness. While reading the book you’ll learn: Eleven desirable team member competencies and three traits you’ll want to avoid; Four cooperative beliefs that consistently impact team effectiveness; Four coordination behaviors that you’ll want your teams to demonstrate; Eight types of shared cognitions team members need to possess; A dozen conditions that enable collaboration; and seven essential team leadership functions. The book culminates with specific, evidence-based tips along with tangible tools for putting the science of teamwork into practice.
... Open-door policies, where managers make themselves available for employee queries and concerns, are another means of effective communication that helps in the workplace (Tannenbaum & Salas, 2020). In the case of UBA, such policies could close hierarchical gaps and build a sense of inclusion by allowing employees to have a say in what affects them. ...
... In this way, employees are more supported and heard at UBA, while their satisfaction and engagement in their job roles are correspondingly very well improved, hence reducing the tendency for burnout and eventual turnover (Bakker & Demerouti, 2017). This is very important, considering the banking industry, which often faces a high rate of turnover and usually presents very costly actions to any organization concerned (Tannenbaum & Salas, 2020) . If UBA could establish a free and responsive environment for communication, then as Men (2014) and Tannenbaum & Salas (2020) noted, the company would be able to enhance employee morale, increase retention rates, and ultimately improve their job performance. ...
... This is very important, considering the banking industry, which often faces a high rate of turnover and usually presents very costly actions to any organization concerned (Tannenbaum & Salas, 2020) . If UBA could establish a free and responsive environment for communication, then as Men (2014) and Tannenbaum & Salas (2020) noted, the company would be able to enhance employee morale, increase retention rates, and ultimately improve their job performance. ...
... The aviation industry leverages the collective intelligence and collaborative efforts of team members to achieve outcomes that may not be possible through individual efforts alone. Some of the major dynamics that make up successful teams include effective collaboration, communication, and coordination (Tannenbaum & Salas, 2020). In recent years, many industries have seen the advent of AI in human teams (Jarrahi, 2018). ...
... Collaboration is an essential component of successful teamwork (Tannenbaum & Salas, 2020). In aviation, collaboration involves the cooperative efforts of team members working towards a shared objective, such as flying the aircraft. ...
... Effective collaboration relies on a shared purpose between team members, seamless communication, coordinated efforts, and defined roles, all of which result in improved safety standards and task success. A shared purpose among team members increases motivation towards common goals, maximizing a team's collective potential and driving them towards effective outcomes (Tannenbaum & Salas, 2020). Communication plays a crucial role in coordinating crew members' efforts by facilitating the timely and accurate exchange of information, instructions, and feedback. ...
... As members from five generations from different eras in time intersect, potentially clashing perspectives on work, life, and values interact in one location. As a result, research has begun to center on the emerging multigenerational phenomenon, the various work processes used, and the impact of this diversity on key work outcomes (Al-Asfour & Lettau, 2014;Tannenbaum & Salas, 2020). ...
... In this new dispensation, Tannenbaum and Salas (2020) explained that "team leadership is about (a) ensuring that your team has all the capabilities, cooperation, coordination, cognition, coaching, and conditions it needs and (b) enabling them to learn and adapt as needed" (p. 187). ...
... This leadership is positively related to team effectiveness and directly to empowering leadership . Together with transformational leadership, servant leadership, and civil leadership, it stands as one of the four leadership approaches that resonate with teams (Tannenbaum & Salas, 2020). ...
This research intends to examine the relationship between key variables of the multigenerational workforce: generational intelligence, team cohesion, and the perception of team performance. It aims to situate the current state of the JAMU as a multigenerational workforce and elicit recommendations on how it can be optimized as a multigenerational workplace going forward. The central question is how JAMU can optimize its standing as a multigenerational workforce through effective team outcomes.
... Teams in [healthcare organizations] seldom spend 2 hours per year practicing, when their ability to function as a team counts 40 hours per week -Wise. (1974) Teamwork is the defining characteristic of modern work: 90% of employees believe that teamwork is indispensable in order for their organization's success (Tannenbaum & Salas, 2021). However, only 25% rate their own teams as effective (Tannenbaum & Salas, 2021). ...
... (1974) Teamwork is the defining characteristic of modern work: 90% of employees believe that teamwork is indispensable in order for their organization's success (Tannenbaum & Salas, 2021). However, only 25% rate their own teams as effective (Tannenbaum & Salas, 2021). Teamwork has proliferated over the last couple of decades, and whilst this has led to positive organizational outcomes, many organizations have failed to realize that teamwork is not a default, it is not a given skill, and this lack of consideration has led to problems. ...
... In order for a team to be effective, it must be able to sustain performance over time, be resilient, and exhibit vitality (Tannenbaum & Salas, 2021). In healthcare, a profession replete with burnout, which is associated with negative job performance outcomes (Salyers et al., 2017) -solutions that target a team's effort reserves are desperately needed. ...
The healthcare industry is inadvertently a teamwork industry – and yet – little time is devoted to improving teamwork on the field. As a response to this issue, team development intervention (TDI) tools have flourished. Findings suggest the capability for TDIs to better team competencies, and potentially mitigate prominent healthcare problems. However, team coaching has been excluded as a potential TDI for healthcare. For this reason, we seek to 1) discuss existing team coaching models, integrating findings across the literature, 2) highlight the advantages of Hackman and Wageman (2005)’s model over others, 3) display its empirically-corroborated propositions, and finally, 4) provide general guidance on how to move forward. We move beyond extant literature by providing an outline on what outcomes team coaching can and cannot yield, accumulating evidence from fields outside of healthcare and incorporating team coaching into the TDI literature. By doing so, we hope empirical research on team coaching is incentivized, resulting in an efficient and accessible TDI for healthcare professionals and the field of interprofessional care. Access can be found here: https://www.tandfonline.com/eprint/UCHJDP8XYSYPNT6PFMUE/full?target=10.1080/13561820.2023.2285030
... The study [14] shows that workplace culture has a significant impact on performance, innovation, creativity and engagement, or is most strongly associated with them. Many scholars and research studies [15], [16], [17], [18], [19] focus on the key characteristics and dynamics of team processes that determine/influence effective team performance and job satisfaction, which are important for achieving competitive advantage. ...
... The effectiveness of teams is not a given, but depends on how the team learns and develops over time [19]. ...
Organisations face the challenge of adapting to rapid change in a world of volatility, uncertainty, complexity, and ambiguity (VUCA). They need to seize opportunities faster than their competitors and are therefore increasingly relying on teams to tackle complex tasks and solve challenging problems. The aim of this paper is to identify team members' perceptions on the scales of Context, Morale and Norms of the Team Assessment Survey II (TAS-II) in 85 Slovak work teams-important for effective collaboration. Examination of responses to the individual items using "Heartbeat analysis" revealed relatively fewer favourable votes for all but 2 of 9 items on the Norms scale, for Conflicts and Celebration (Morale scale) and Assumptions (Context scale), in contrast to the Safeguard and Accountability (Norms scale) and Understanding (Context scale) items Proud, Cooperation and Trust from the Morale scale. We discuss the possible causes. The results provide new insights and help to understand how important organisational context, team morale and norms are for the effectiveness of teamwork, as they can promote resilience, sustainable development and competitiveness.
... During this time, research on team effectiveness has expanded and close to 50 meta-analyses have been published. 4 Based on those meta-analytic findings, numerous studies on team effectiveness specifically in healthcare settings 5 and our nearly 100 years of collective experience studying teams, we offer the following advice on how to counteract prevalent stressors and overcome risks that can adversely affect teamwork. ...
... Research shows that effective teams successfully monitor three things: the situation, team performance and teammates. 4 In a highly stressful, high-tempo, dynamic environment, monitoring is both more important and more difficult to maintain. When humans experience stress, a well-documented response is a narrowing of attention 12 and an overfocus on the self, 13 X may naturally decline. ...
... 18 23 Team leadership is widely acknowledged as crucial, with multiple meta-analyses showing that it significantly impacts team success. 24 25 Understanding the dynamics of leadership, communication and collaboration is foundational for ensuring effective teamwork in co-located teams, and there is no evidence that distributed teams differ in this respect. 19 24 26 Focusing on these aspects aligns with their established importance in traditional co-located team settings. ...
Introduction
Increased globalisation and technological advancements have led to the emergence of distributed teams in various sectors, including healthcare. However, our understanding of how leadership, communication and collaboration influence distributed healthcare teams remains limited.
Objectives
This study aimed to map knowledge on leadership, communication and collaboration in short-term distributed teams across various fields to gain insights that could benefit healthcare.
Design
Scoping review.
Data source
A database search of PubMed, CINAHL, Scopus and PsycINFO was conducted in May 2021 and updated in February 2023 and May 2024.
Eligibility criteria
Articles were eligible if they involved leadership, communication or collaboration in distributed short-term teams supported by synchronised audio-visual communication technology. Two researchers independently screened titles, abstracts and full texts for inclusion.
Data extraction and synthesis
Extracted data on leadership, communication and collaboration were synthesised narratively and reported in terms of patterns, advances, gaps, evidence for practice and research recommendations.
Results
Among 6591 articles, 55 met the eligibility criteria, spanning military, engineering, business, industrial and healthcare contexts. The research focus has shifted over time from adverse effects to solutions for overcoming challenges in distributed teams. Inclusive leadership is vital for engaging all team members. ‘Team opacity’, the absence of non-verbal cues and reduced awareness of team members’ actions, can occur in distributed teams relying on technology. Clear communication is crucial for avoiding misunderstandings and fostering collaboration and adaptability. Developing shared mental models and trust is more challenging, leading to uncertainty and reduced information sharing. There is a lack of studies examining how to apply this knowledge to health professionals’ education.
Conclusion
Our findings highlight the importance of implementing strategies in healthcare to enhance inclusive leadership and improve communication in distributed healthcare settings. More empirical research is needed to understand the intricacy of distributed healthcare settings and identify effective ways to train distributed healthcare teams.
... Οι Tannenbaum & Salas (2020) ορίζουν 7 παραμέτρους που χαρακτηρίζουν τις αποτελεσματικές ομάδες και αυτές είναι η ικανότητα των στελεχών των ομάδων, η συνεργασία, ο συντονισμός, η επικοινωνία, η επίγνωση, η ηγεσία και οι συνθήκες εργασίας. Στην περίπτωση που κάποιο από τα χαρακτηριστικά δεν λειτουργεί, τότε η αποτελεσματικότητα της ομάδας φθίνει. ...
Η διεπιστημονικότητα αποτελεί βασικό άξονα προσέγγισης των διαφόρων εκπαιδευτικών ζητημάτων. Το άρθρο παρουσιάζει τα αποτελέσματα μιας έρευνας, η οποία πραγματοποιήθηκε μεταξύ μελών των διεπιστημονικών ομάδων των Κέντρων Διεπιστημονικής Αξιολόγησης και Συμβουλευτικής Υποστήριξης (ΚΕ.Δ.Α.Σ.Υ.) με τη χρήση του ερωτηματολογίου “Team Effectiveness Diagnostic” της London Leadership Academy. Σκοπός της έρευνας ήταν η διαπίστωση των αντιλήψεων του επιστημονικού προσωπικού των ΚΕ.Δ.Α.Σ.Υ. σχετικά με τον βαθμό αποτελεσματικότητας των διεπιστημονικών ομάδων και τους παράγοντες που την επηρεάζουν. Η ανάλυση των ευρημάτων της έρευνας κατέδειξε ότι οι συμμετέχοντες αισθάνονται πιο αποτελεσματικοί κατά την εργασία τους στις διεπιστημονικές ομάδες, ιδιαίτερα σε ό,τι αφορά την επίτευξη των σκοπών και των στόχων που τίθενται. Αντίθετα, θεωρούν τον εαυτό τους λιγότερο αποτελεσματικό στις διεργασίες που αφορούν την άμεση και αποτελεσματική επίλυση προβλημάτων, την ευελιξία, τις συνεχείς μεταβολές ρόλων και τη συνεργασία με άλλες ομάδες. Από την ανάλυση διακύμανσης διαπιστώθηκε ότι η εμπειρία, η εκπαίδευση και η εξειδίκευση διαδραματίζουν σημαντικό ρόλο στην επίτευξη μεγαλύτερης αποτελεσματικότητας.
... The ten-minute video developed by Dr. Carlos Corleto, a member of our team, was then shown. Dr. Corleto shared that the number one reason teams fail is poor communication [15], and he provided Nokia [16] and the Costa Concordia cruise ship disaster [17] as case studies of how communication issues can lead to failure. While referencing Dr. Daisy Lovelace's Communication within Teams LinkedIn course [18], our video emphasized three key elements important to our students: trust, cross-cultural communication, and conflict management. ...
... Updates to theories, models, and framework should consider integrating teams and team-level constructs [20]. In addition, there are well-established theories of team effectiveness that could inform hypotheses about how specific team constructs affect implementation [104][105][106][107]. Table 6 Limitations of current research on teams & implementation science and recommendations for future research ...
Background
Implementation of new practices in team-based settings requires teams to work together to respond to new demands and changing expectations. However, team constructs and team-based implementation approaches have received little attention in the implementation science literature. This systematic review summarizes empirical research examining associations between teamwork and implementation outcomes when evidence-based practices and other innovations are implemented in healthcare and human service settings.
Methods
We searched MEDLINE, CINAHL, APA PsycINFO and ERIC for peer-reviewed empirical articles published from January 2000 to March 2022. Additional articles were identified by searches of reference lists and a cited reference search for included articles (completed in February 2023). We selected studies using quantitative, qualitative, or mixed methods to examine associations between team constructs and implementation outcomes in healthcare and human service settings. We used the Mixed Methods Appraisal Tool to assess methodological quality/risk of bias and conducted a narrative synthesis of included studies. GRADE and GRADE-CERQual were used to assess the strength of the body of evidence.
Results
Searches identified 10,489 results. After review, 58 articles representing 55 studies were included. Relevant studies increased over time; 71% of articles were published after 2016. We were unable to generate estimates of effects for any quantitative associations because of very limited overlap in the reported associations between team variables and implementation outcomes. Qualitative findings with high confidence were: 1) Staffing shortages and turnover hinder implementation; 2) Adaptive team functioning (i.e., positive affective states, effective behavior processes, shared cognitive states) facilitates implementation and is associated with better implementation outcomes; Problems in team functioning (i.e., negative affective states, problematic behavioral processes, lack of shared cognitive states) act as barriers to implementation and are associated with poor implementation outcomes; and 3) Open, ongoing, and effective communication within teams facilitates implementation of new practices; poor communication is a barrier.
Conclusions
Teamwork matters for implementation. However, both team constructs and implementation outcomes were often poorly specified, and there was little overlap of team constructs and implementation outcomes studied in quantitative studies. Greater specificity and rigor are needed to understand how teamwork influences implementation processes and outcomes. We provide recommendations for improving the conceptualization, description, assessment, analysis, and interpretation of research on teams implementing innovations.
Trial registration
This systematic review was registered in PROSPERO, the international prospective register of systematic reviews. Registration number: CRD42020220168.
... A team is a group of two or more people who interact with each other, rely on each other, share a common purpose, and view themselves as a unit [25]. A key part of distinguishing a leader who has employees working for them vs. a leader who is leading a team is an underlying common purpose-a shared goal. ...
Team coaching has been found to increase group effort, improve interpersonal processes, and increase team knowledge and learning. However, the team coaching literature is renowned for its inability to define team coaching itself—making it difficult to solidify its place in the world of team science. So far, there is no consensus on what specific training would serve internal leaders best, and how they would connect to the team coaching literature. We know leadership and team training are effective in improving organizational outcomes, but the gap in the literature lies in identifying what specific competencies internal team coaches need, and what training could fulfill these. In this piece, we seek to (1) identify what competencies internal team leaders need based on the outcomes we know team coaching yields, (2) identify specific behaviors that can fulfill these competencies, and (3) integrate the literature to form an evidence-based guide on what training to provide to internal team coaches. By doing so, we hope to provide a definitive understanding of what internal team coaches need to be successful.
... People come to the team with different experiences, perspectives, working styles, and communication styles. The second lecture module emphasizes the importance of effective communication to maximize team performance since poor communication is one of the top reasons for team failures [11,12]. Prior to any lecturing, the instructor would ask students to experience the "Lost at Sea" activity [13]. ...
... Salas et al., 1993) (8) Team purpose and objective(s): a shared purpose, outcome and accepted common goals (e.g. Gremyr et al., 2020;Hackman, 2002;O'Leary et al., 2011;Salas et al., 2015;Tannenbaum and Salas, 2020;Woods and West, 2010) (9) Team reflexivity and continuous improvement: collective reflection on performance and goal achievement and how to improve working methods (e.g. Richardson, 2011) (10) Team roles and responsibilities: specified roles and shared responsibilities (e.g. ...
Purpose
The purpose of this paper is to describe the perception of real teamwork and sustainable quality culture as well as success factors for achieving a sustainable quality culture within an organisation, focusing on top management teams (TMTs). An additional purpose is to explore the relationship between real teamwork and sustainable quality culture.
Design/methodology/approach
A mixed-methods design focusing on TMTs was used. Four TMTs were open-sampled and located in different parts of Sweden. The data were collected through questionnaires and focus group discussions between April 2022 and December 2022. Follow-up meetings were thereafter held with the participants. A meta-analysis was conducted of the data from the four TMTs.
Findings
Two overarching conclusions of this study were: to follow the developed methodology can be one way to increase TMTs' abilities for real teamwork alongside a sustainable quality culture, and the results also showed the importance of a systems view, emotional commitment and continuous improvement for improving real teamwork and creating a sustainable quality culture.
Practical implications
Practical implications were suggestions on how to increase the TMTs' abilities for real teamwork alongside a sustainable quality culture. A deepened understanding of real teamwork and a sustainable quality culture was also achieved by the participants.
Originality/value
The novelty of this paper is the use of a new methodology for assessing teamwork and sustainable quality culture. To the authors' knowledge, no similar research has previously been performed to investigate teamwork alongside a sustainable quality culture, focusing on TMTs.
... The authors express their gratitude for the pioneering contributions of Heifetz et al. (2009) who originally introduced the concept of adaptive leadership in the literature. Here, we take the adaptive leadership behaviors proposed by Heifetz et al. (2009) and combined them with the factors influencing team effectiveness, as outlined by T. Tannenbaum and Salas (2020). We then applied this combined knowledge to our own set of health care leadership insights, using the backdrop of the COVID-19 pandemic. ...
Leadership plays a crucial role in health care organizations, particularly in fostering effective teamwork amidst challenging circumstances. Here, we aim to provide a practical introduction for health care leaders seeking to cultivate effective teams in a post-COVID-19 era. We emphasize key factors such as psychological safety, team cohesion, effective communication channels, leveraging transitive memory systems, and embracing shared leadership principles. By integrating these insights into their practices, health care leaders can promote teamwork, enhance patient outcomes, and create a positive work environment. Here, we highlight the criticality of leadership in health care and offer actionable strategies for leaders to navigate complex situations and foster effective teamwork in their organizations.
... This expansion and dynamic nature of the diagnostic team can have a significant impact on patient safety, as cognitive contributions to the DxP are distributed across the various care team members (including patients/families) and effective collaboration among members requires them to have a shared mental model about the process and shared accountability toward a diagnostic outcome [28]. Patient comments of "what's going well" as they relate to the whole care team, including observations on collaboration across specialties, may reflect instances of effective "teaming" where members of the team collectively promote the patient's perception of feeling heard and constructive collaboration [29]. ...
Objectives
Accurate and timely diagnosis relies on close collaboration between patients/families and clinicians. Just as patients have unique insights into diagnostic breakdowns, positive patient feedback may also generate broader perspectives on what constitutes a “good” diagnostic process (DxP).
Methods
We evaluated patient/family feedback on “what’s going well” as part of an online pre-visit survey designed to engage patients/families in the DxP. Patients/families living with chronic conditions with visits in three urban pediatric subspecialty clinics (site 1) and one rural adult primary care clinic (site 2) were invited to complete the survey between December 2020 and March 2022. We adapted the Healthcare Complaints Analysis Tool (HCAT) to conduct a qualitative analysis on a subset of patient/family responses with ≥20 words.
Results
In total, 7,075 surveys were completed before 18,129 visits (39 %) at site 1, and 460 surveys were completed prior to 706 (65 %) visits at site 2. Of all participants, 1,578 volunteered positive feedback, ranging from 1–79 words. Qualitative analysis of 272 comments with ≥20 words described: Relationships (60 %), Clinical Care (36 %), and Environment (4 %). Compared to primary care, subspecialty comments showed the same overall rankings. Within Relationships, patients/families most commonly noted: thorough and competent attention (46 %), clear communication and listening (41 %) and emotional support and human connection (39 %). Within Clinical Care, patients highlighted: timeliness (31 %), effective clinical management (30 %), and coordination of care (25 %).
Conclusions
Patients/families valued relationships with clinicians above all else in the DxP, emphasizing the importance of supporting clinicians to nurture effective relationships and relationship-centered care in the DxP.
... Wawancara memberikan pemahaman yang mendalam tentang bagaimana seorang profesional berinteraksi dengan rekan kerja, atasan, dan bawahan. Dalam riset yang dilakukan oleh (Tannenbaum and Salas 2020), dan (Morgan et al. 2020), pengukuran keterampilan interpersonal diidentifikasi sebagai elemen kunci dalam pengembangan sumber daya manusia, dan wawancara diakui sebagai metode yang efektif untuk memahami dimensi ini. ...
Evaluasi kinerja profesional merupakan suatu aspek yang krusial dalam mengukur kontribusi individu terhadap tujuan organisasi. Dalam mendekati evaluasi tersebut, metode penilaian yang tepat menjadi elemen sentral untuk memastikan ketepatan dan keadilan dalam pengambilan keputusan manajerial. Salah satu metode penilaian yang telah dikenal luas dan terbukti efektif dalam mengeksplorasi potensi serta kinerja seorang profesional adalah melalui proses wawancara. Wawancara tidak hanya menjadi sebuah aktivitas rutin, namun sebuah prosedur yang mendalam untuk memahami dimensi kualitatif dari kontribusi seorang individu terhadap organisasi (Aguinis and Burgi-Tian 2021). Dalam konteks ini, penting untuk menyoroti bahwa evaluasi kinerja tidak semata-mata tentang mengukur kuantitas hasil kerja, tetapi juga memahami kualitas dari upaya yang telah dilakukan. Wawancara sebagai alat penilaian kinerja memberikan dimensi ekstra yang memungkinkan evaluator untuk mendapatkan wawasan langsung mengenai kekuatan, kelemahan, dan potensi pengembangan karyawan. Seiring dengan peningkatan kompleksitas tuntutan pekerjaan, evaluasi kinerja harus mampu melampaui batas-batas pengukuran kuantitatif dan memasuki ranah analisis kualitatif untuk memastikan keadilan dan keberlanjutan dalam pengembangan profesional (Wildan 2022). Dalam penelitian oleh (Dauda and Luki 2021), konsep pentingnya wawancara dalam evaluasi kinerja diperkuat dengan fokus pada "penilaian perilaku" yang dapat diungkapkan melalui interaksi langsung dengan individu. Mereka menegaskan bahwa wawancara memberikan kesempatan untuk mengeksplorasi lebih lanjut aspek-aspek intangible, seperti inisiatif, kerja sama tim, dan kemampuan beradaptasi terhadap perubahan, yang tidak selalu terpenuhi oleh metode pengukuran kuantitatif. Oleh karena itu, penelitian ini bertujuan untuk menggali lebih dalam mengenai bagaimana wawancara mampu mengoptimalkan potensi kinerja profesional melalui analisis mendalam terhadap aspek kualitatif dalam kontribusi individu.
... Measurement of team constructs should be informed by existing theory and research. While the IMOI framework is a helpful starting point, other models of team effectiveness provide more specific theories about drivers of team effectiveness (e.g., Hackman, 2012;Tannenbaum & Salas, 2020), developmental processes in teams (e.g., Tuckman, 1965), and team interventions (Hackman & Wageman, 2005;Tannenbaum & Cerasoli, 2013); these models may be useful in developing and testing specific research questions. An array of well-validated measures of team constructs are available, including measures that are aligned with theories of team effectiveness (e.g., Mathieu et al., 2020;see Marlow, Bisbey et al., 2018;Valentine et al., 2014). ...
Background
Effective teams are essential to high-quality healthcare. However, teams, team-level constructs, and team effectiveness strategies are poorly delineated in implementation science theories, models, and frameworks (TMFs), hindering our understanding of how teams may influence implementation. The Exploration, Preparation, Implementation, Sustainment (EPIS) framework is a flexible and accommodating framework that can facilitate the application of team effectiveness approaches in implementation science.
Main Text
We define teams and provide an overview of key constructs in team effectiveness research. We describe ways to conceptualize different types of teams and team constructs relevant to implementation within the EPIS framework. Three case examples illustrate the application of EPIS to implementation studies involving teams. Within each study, we describe the structure of the team and how team constructs influenced implementation processes and outcomes.
Conclusions
Integrating teams and team constructs into the EPIS framework demonstrates how TMFs can be applied to advance our understanding of teams and implementation. Implementation strategies that target team effectiveness may improve implementation outcomes in team-based settings. Incorporation of teams into implementation TMFs is necessary to facilitate application of team effectiveness research in implementation science.
... To summarise, a team can be defined as a bounded set of individuals (two or more) who perceive themselves and are perceived by others as a clearly defined social unit with a clear and accepted common purpose and objective(s) (e.g. Tannenbaum and Salas, 2020;Hackman, 2002;O'Leary et al., 2011). A team consists of members with different roles and responsibilities who operate interdependently to fulfil a common purpose and objective(s) (e.g. ...
Purpose
The purpose was to present a developed, tested and evaluated methodology for assessing teamwork and sustainable quality culture, focusing on top management teams (TMTs).
Design/methodology/approach
The developed methodology was based on a convergent mixed-method design, including two data collection methods: questionnaire and focus group discussion. Two pilot tests were performed with two TMTs. This design involved analysing, merging and interpreting data, first separately by data collection method and theme and then in a meta-interpretation. Lastly, there was a follow-up meeting for evaluating results.
Findings
Findings from the study were that the methodology can be used to assess teamwork and sustainable quality culture, and the results also showed the strength of using two data collection methods to provide a broader picture of teamwork and sustainable quality culture. A follow-up meeting validated the results and provided additional value to the two TMTs in the form of suggestions on how to improve their teamwork and sustainable quality culture.
Practical implications
Applying this methodology can guide TMTs in how to improve their teamwork and sustainable quality culture within their organisations.
Originality/value
This is a new methodology, containing a developed questionnaire and an interview guide, aiming to assess and evaluate teamwork within TMTs and sustainable quality culture. The practice of the methodology adds value to both TMTs and their organisations, as well as provides a theoretical and methodological contribution to research on teamwork and sustainable quality culture.
... Recent trends suggest that top management teams continue leveraging collaboration and teamwork as a strategic organizational advantage (e.g., O'Neill & Salas, 2018). Fortunately, a great deal of literature has examined factors leading to high performance in work teams, and a critical mass of evidence exists (see Mathieu, Wolfson, & Park, 2018;Salas, Diaz Granados, et al., 2008;Tannenbaum & Salas, 2021). Most notably, these factors become highly complex when one examines computer-mediated teaming, which can often enhance or detract from common teaming factors through technology integration (Gilson et al., 2023 in press-a). ...
... Future research could propose a model that considers the sequentially of tasks, the organization of these tasks in work subteams, and the inclusion of the underlying systems of the cultural agency theory: the cultural system and the personality system [10]. In the cultural system, variables could be included at the organizational level (practices, corporate policies, and managerial leadership), and in the personality system, variables at the team level would be included (skills, coordination, cooperation, communication, cognition, leadership, and internal conditions) [36]. ...
Agile project management (APM) can be defined as an iterative approach that promotes satisfying customer requirements, adjusts to change, and develops a working product in rapidly changing environments. Managers usually apply agile management as the project management approach in projects requiring extraordinary speed and flexibility in their processes. Earned value management (EVM) is a fundamental part of project management to establish practical measures. Often, managers use a task board to visually represent the work on a project and the path to completion. Still, managing an agile project can be a challenging endeavor. In this paper, we propose an agent-based model describing the management of tasks within a project using earned value assessment and a task board. Our model illustrates how EVM yields an efficient method to measure a project’s performance by comparing actual progress against planned activities, thus facilitating the formulation of more accurate predicted estimations. As proof of concept, we leverage our implementation to calculate EVM performance indexes according to a performance measurement baseline (PMB) in a task board fashion.
... For example, in highly effective teams, team members possess shared mental models about roles, priorities and the situation; communicate information that others need and confirm their understanding; engage in mutual performance monitoring and backup behaviours and make it safe for others to speak up and ask questions. 1 The research is also clear about the efficacy of team debriefs. During a debrief, team members reflect on a recent experience, discuss what went well, identify opportunities for improvement and agree on what they will do going forward. ...
... Strang et al., 2014;Wiltshire et al., 2018). Additionally, a requirements analysis can be conducted to match TCD metrics (e.g., team influence metrics; Figure 3) to functions performed by team members (e.g., leadership emergence and coaching; Tannenbaum & Salas, 2021). ...
Objective:
This review and synthesis examines approaches for measuring and assessing team coordination dynamics (TCD). The authors advance a system typology for classifying TCD approaches and their applications for increasing levels of dynamic complexity.
Background:
There is an increasing focus on how teams adapt their coordination in response to changing and uncertain operational conditions. Understanding coordination is significant because poor coordination is associated with maladaptive responses, whereas adaptive coordination is associated with effective responses. This issue has been met with TCD approaches that handle increasing complexity in the types of TCD teams exhibit.
Method:
A three-level system typology of TCD approaches for increasing dynamic complexity is provided, with examples of research at each level. For System I TCD, team states converge toward a stable, fixed-point attractor. For System II TCD, team states are periodic, which can appear complex, yet are regular and relatively stable. In System III TCD, teams can exhibit periodic patterns, but those patterns change continuously to maintain effectiveness.
Results:
System I and System II are applicable to TCD with known or discoverable behavioral attractors that are stationary across mid-to long-range timescales. System III TCD is the most generalizable to dynamic environments with high requirements for adaptive coordination across a range of timescales.
Conclusion:
We outline current challenges for TCD and next steps in this burgeoning field of research.
Application:
System III approaches are becoming widespread, as they are generalizable to time- and/or scale-varying TCD and multimodal analyses. Recommendations for deploying TCD in team settings are provided.
... The science of team training has grown vastly in the past three decades as experts attempt to improve and maximize team processes functioning (Cannon-Bowers & Bowers, 2011). The literature has defined team training as the pursuit of improving teamwork and through developing team behavioral processes, such as the 7 C's of teamwork identified by Tannenbaum and Salas (2020) including cooperation, coordination, and communication. These team processes influence affective team states, or the team's feelings (e.g., trust and efficacy), and cognitive team states, or the shared knowledge systems created (Kozlowski, 2018). ...
With the worldwide focus shifting toward important questions of what diversity means to society, organizations are attempting to keep up with employees’ needs to feel recognized and belong. Given that traditionally team and diversity trainings are provided separately, with different theoretical backgrounds and goals, they are often misaligned and ineffective. We review 339 empirical articles depicting a team, diversity, or emotional management training to extract themes and determine which methods are most effective. Although research has demonstrated the importance of belonging for providing positive workplace outcomes, we found that the traditional design of these trainings and lack of emotional management prevent a balance between team and diversity goals, preventing belonging. We propose an integrative training with emotional management to help teams foster optimal belonging, where members can unite together through their differences. Accordingly, our themes inform this training model that can inspire future research into more effective training.
... work team cognition (Cooke, Gorman, and Winner 2007;Wildman, Salas, and Scott 2014;McNeese 2020;Tannenbaum and Salas 2020). ...
Edward de Bono’s thinking tools have been utilised world-wide by work teams for at least three decades. Over this period there has also been extensive research focusing on work team effectiveness, because work teams are intrinsic to the operation of 21st century business organisations. Despite widespread use of de Bono’s tools however, there is a paucity of quality research focusing on the correct use of these tools by work teams. The purpose of the study presented in this Thesis was to explore the correct utilisation of de Bono’s thinking tools by work teams within business organisations. The problem investigated was the main concern of people who correctly use de Bono’s tools during work team occasions. Their main concern being, the emotional stress they feel each time they perceive particular types of cognitive interplay, that indicate to them a work team is not-on-the same-page, because no one is utilising de Bono’s tools. The Getting On-The-Same-Page Theory is presented in this Thesis as a classic grounded theory explaining how this concern is resolved. The core variable of the theory is the cognitive capability process of getting-on-the-same-page. This process has three stages, Tooling-Up, Tensing and Enabling. Tooling-Up starts when bettering is activated at the time someone is introduced to the tools and changes in their cognitive capability commence with structuring, which occurs each time they utilise the tools. Tensing commences with distinguishing and a user perceiving polarising, powering, holding-back and/or bouncing around in contrast to collective purposing, collective aligning and collective equalising. The former being types of cognitive interplay that indicate to a user a work team is not-on-the-same-page because de Bono’s tools are not being utilised, the latter being types of cognitive interplay that indicate a work team is on-the-same-page because the tools are being utilised. Enabling occurs when taking-it-on emerges and a user commits to helping people in business organisations to get-on-the-same-page, by helping them utilise de Bono’s tools during work team occasions. Empirical data for the study was collected through interviews and observation of nine work teams, in six business organisations, utilising de Bono’s tools for periods ranging between six weeks to at least four months. Data was analysed and collected while adhering to the tenets of classic grounded theory methodology. The Getting On-The-Same Page Theory contributes to both theory and praxis, including theory focusing on work team cognition, conflict and cohesion.
This study aims to explore the frequency of workers’ participation in modern team types, compare them to each other, and report how participation in the various team types fulfills basic needs satisfaction. An exploratory, cross-sectional study was conducted among employees from the USA. (N = 459) and the UK. (N = 612). Participation in unconventional team types (i.e. temporary, self-managing, and temporary self-managing teams) serves as an independent variable to explore employees’ experiences. Next, we correlate team-type experiences and Basic Need Satisfaction (W-BNS). Evidence suggests that temporary forms of teamwork underperform teams of open-ended duration in meeting basic needs satisfaction. The study reveals that a novel team form, a temporary self-managing team, is understudied yet relatively common in workplaces. Unconventional teams are increasingly common, especially in dynamic industries. However, these teams often under satisfy members compared to permanent, managed teams in meeting psychological needs like autonomy, competence, and relatedness. Organizations must balance innovative team configurations with individual needs. National sampling suggests that unidentified cultural differences are not yet understood, and further investigation is required to explain national/cultural (USA/UK) differences.
Dynamic teaming is required whenever people must coordinate with one another in a fluid context, particularly when the fundamental structures of a team, such as membership, priorities, tasks, modes of communication, and location are in near-constant flux. This is certainly the case in the contemporary ambulatory care diagnostic process, where circumstances and conditions require a shifting cast of individuals to coordinate dynamically to ensure patient safety. This article offers an updated perspective on dynamic teaming commonly required during the ambulatory diagnostic process. Drawing upon team science, it clarifies the characteristics of dynamic diagnostic teams, identifies common risk points in the teaming process and the practical implications of these risks, considers the role of providers and patients in averting adverse outcomes, and provides a case example of the challenges of dynamic teaming during the diagnostic process. Based on this, future research needs are offered as well as clinical practice recommendations related to team characteristics and breakdowns, team member knowledge/cognitions, teaming dynamics, and the patient as a team member.
Objectives
To identify the leadership styles, strengths, strategies, and key factors of PA leaders in healthcare executive, clinical, and academic settings.
Methods
An exploratory, qualitative study was completed through the American Academy of Physician Associates 2023 Practice Survey to answer seven qualitative questions. Of the 1,423 PAs who responded to the survey invitation, 348 PA leaders in formal and informal roles chose to answer, for a 24.4% response rate.
Results
For PA leaders' styles and strengths, collaborative and emotional intelligence emerged as themes. For key factors of PA leadership, balancing expectations and giving and receiving critical feedback emerged as themes. For skills or qualities PA leaders wish they had before starting to lead, project management skills and increased confidence emerged as themes.
Conclusions
Leadership development training needs to be in the didactic and clinical curriculum of PA programs for the future of PA leadership. Leadership pathways for PA leaders in healthcare executive, clinical, and academic settings need to be created and established more widely.
ARTICLE HISTORY KEYWORDS Group Work Forming Storming Norming Performing This study explores the perspectives of foundation studies students in Malaysia regarding the four stages of the Tuckman Model (forming, storming, norming, performing) in the context of group work. Additionally, it examines the correlation between these phases and conflicts within a group. The study, which involved 178 individuals, reveals significant links between different stages of group growth that influence both group dynamics and learning outcomes. The findings highlight the significance of competent leadership in handling the storming phase and emphasise the critical roles of communication and trust in the shaping and norming stages. Furthermore, the results emphasise the importance of connectedness in improving group productivity throughout the performing phase. Proficiently managing disagreements has been demonstrated to improve group dynamics and promote development. This study offers crucial insights into the ways in which organised group interactions might enhance educational settings by analysing both the difficulties and favourable aspects of each phase. Suggestions encompass techniques for enhancing communication and collaboration abilities, along with guidance for maximising teaching approaches by gaining a more profound comprehension of group dynamics.
A common source of failure in a human‑dependent barrier or safety critical task is a designed‑in mismatch error. The mismatch is a cognitive demand that exceeds the human capability to reliably and promptly respond to that demand given the plausible situations at that moment. Demand situations often include incomplete information, increased time pressures, and challenging environments.
This book presents innovative solutions to reveal, prevent, and mitigate these and many other cognitive‑type errors in barriers and safety critical tasks. The comprehensive model and methodologies also provide insight into where and to what extent these barriers and task types are significantly underspecified given current standards and practice and the potential consequences.
This title presents a new and comprehensive prototype design and lifecycle model specific to human‑dependent barriers and safety critical tasks. Designed to supplement current practice, the model is fully underpinned by cognitive ergonomics and cognitive science. The book also presents a compelling case for why a new global consensus standard specific to human‑dependent barriers is needed. Taking a novel approach, it presents its suggested basis, framing, and content. Both solutions seek to redress deficiencies in global regulations, standards, and practice. The model is guided by industry recommendations and best practice guidance and solutions from globally recognized experts. Its processes are fully explained and supported by examples, analysis, and well‑researched background materials. Real‑life case studies from offshore oil and gas, chemical manufacturing, transmission pipelines, and product storage provide further insight into how overt and latent design errors contributed to barrier degradation and failure and the consequence of those errors.
An essential and fascinating read for professionals, Human Barrier Design and Lifecycle: A Cognitive Ergonomics Approach and Path Forward will appeal to those in the fields of human factors, process and technical safety, functional safety, display and safety system design, risk management, facility engineering, and facility operations and maintenance.
This article is open access. There is no abstract, it can be viewed at: https://www.frontiersin.org/articles/10.3389/fmed.2024.1282173/full
How can teams make sense of a complex organizational transformation and be ready to change? These questions must be addressed as organizations turn towards team-based structures to become more reactive. During organizational transformations, we argue team reflexivity enables team members to share interpretations of changes, leading to the development of team change vision—the overarching sense of direction for simultaneous change initiatives. We further argue that team reflexivity is more effective for teams with greater team tenure dispersion and additive team tenure. We tested and found support for our theory using time-lagged, survey-based data from 70 teams at a Canadian governmental organization. Overall, our study contributes to team readiness to change literature by identifying team reflexivity as a central information-processing activity enabling teams to develop a team change vision during an organizational transformation and by clarifying the effect of team tenure on such activity.
This paper presents a rationale for establishing collaboration between corporate IT projects and those conducting empirical research on teamwork. A review of teamwork research reveals gaps in many teamwork models: the influence of context of performance, the mechanisms of team development over time, and data generated by practitioners in naturalistic settings. The paper describes the Scrum framework for executing projects in IT departments in terms of input artifacts, output artifacts, team processes, and the role of organizational context. Given the lack of quantitative project outputs, the method describes how Thematic Analysis and qualitative research are needed to convert project outputs to insights on team processes. This method of conducting research on team performance aligns closely with the Macroergonomics framework for research and its attention to team, task, context, and study with practitioners in naturalistic settings.
Infants born with congenital diaphragmatic hernia have high mortality and morbidity and require coordinated multidisciplinary care for optimal outcomes. Over the past several decades numerous articles have been published on the technical aspects of the care of these patients demonstrating both the variation in management across institutions as well as the desirability and need for standardization of care. Unfortunately, none have focused on the organization of care for CDH patients encompassing the range from early prenatal diagnosis to long-term postnatal care. However, to achieve optimal care and optimal outcomes, it is important to not only have excellent technical surgical and medical care but also to have an organized, systematic, and purposefully designed program for the delivery of healthcare to infants with this condition. In this article, based on our experience and drawing on general principles of building clinical programs, we describe the important elements of an ideal CDH program.
The purpose of this paper is to examine how organizational development and change (ODC) consultants engage in complex processses of facilitating and implementing team interventions in organizational contexts. The notion of high -performing teams in organizational contexts needs to be re-examined and reinterpreted beyond team building, developmental and training strategies. Complexity issues such as organizational cultural and political realities impact teams and teamwork effectiveness or lack of it. The qualitative methodology integrates ODC methodologies in examining the challenges and opportunities experienced in facilitating change related to tasks and roles required in the diagnosis and implementation of team intervention. The case study of team intervention in a business school depicted capacity improvements in team building and training outcomes which demonstrated its success. However, the organizational cultural and political factors remained the team's challenge. Since these complexities were not solved the team eventually collapsed.
Keywords
Complexity Perspective Model, Multiple Levels Analysis, Team Interventions in Organizations, Team Intervention Strategies, Organizational Development and Change.
The stories unpacked in this chapter illustrate the challenges faced by intensivists as they attempt to forge unified care teams. This can be especially challenging to those trained using the more individualistic models prevalent in the past. Moreover, team member turnover can reduce the stability and longevity of a team once it forms. When team cohesion does occur, however, it can result in both enhanced provider support and improved clinical outcomes.KeywordsTeamworkStabilityTeam cohesionTeam narrativeTeam support
Background
Accurate and timely diagnosis relies on sharing perspectives among team members and avoiding information asymmetries. Patients/Families hold unique diagnostic process (DxP) information, including knowledge of diagnostic safety blindspots—information that patients/families know, but may be invisible to clinicians. To improve information sharing, we co-developed with patients/families an online tool called ‘Our Diagnosis (OurDX)’. We aimed to characterise patient/family contributions in OurDX and how they differed between individuals with and without diagnostic concerns.
Method
We implemented OurDX in two academic organisations serving patients/families living with chronic conditions in three subspecialty clinics and one primary care clinic. Prior to each visit, patients/families were invited to contribute visit priorities, recent histories and potential diagnostic concerns. Responses were available in the electronic health record and could be incorporated by clinicians into visit notes. We randomly sampled OurDX reports with and without diagnostic concerns for chart review and used inductive and deductive qualitative analysis to assess patient/family contributions.
Results
7075 (39%) OurDX reports were submitted at 18 129 paediatric subspecialty clinic visits and 460 (65%) reports were submitted among 706 eligible adult primary care visits. Qualitative analysis of OurDX reports in the chart review sample (n=450) revealed that participants contributed DxP information across 10 categories, most commonly: clinical symptoms/medical history (82%), tests/referrals (54%) and diagnosis/next steps (51%). Participants with diagnostic concerns were more likely to contribute information on DxP risks including access barriers, recent visits for the same problem, problems with tests/referrals or care coordination and communication breakdowns, some of which may represent diagnostic blindspots.
Conclusion
Partnering with patients and families living with chronic conditions through OurDX may help clinicians gain a broader perspective of the DxP, including unique information to coproduce diagnostic safety.
Objectives:
Emergency department (ED) teams frequently perform under conditions of high stress. Stress exposure simulation (SES) is specifically designed to train recognition and management of stress responses under these conditions. Current approaches to design and delivery of SES in emergency medicine are based on principles derived from other contexts and from anecdotal experience. However, the optimal design and delivery of SES in emergency medicine are not known. We aimed to explore participant experience to inform our approach.
Methods:
We performed an exploratory study in our Australian ED with doctors and nurses participating in SES sessions. We used a three-part framework-sources of stress, the impacts of that stress, and the strategies to mitigate-to inform our SES design and delivery and to guide our exploration of participant experience. Data were collected through a narrative survey and participant interviews and analyzed thematically.
Results:
There were 23 total participants (doctors n = 12, nurses n = 11) across the three sessions. Sixteen survey responses and eight interview transcripts were analyzed, each with equal numbers of doctors and nurses. Five themes were identified in data analysis: (1) experience of stress, (2) managing stress, (3) design and delivery of SES, (4) learning conversations, and (5) transfer to practice.
Conclusions:
We suggest that design and delivery of SES should follow health care simulation best practice, with stress adequately induced by authentic clinical scenarios and to avoid trickery or adding extraneous cognitive load. Facilitators leading learning conversations in SES sessions should develop a deep understanding of stress and emotional activation and focus on team-based strategies to mitigate harmful impacts of stress on performance.
Work teams are intrinsic to how 21 st century organizations operate. For several decades, business research has therefore focused on work team performance. De Bono thinking tools have also been used extensively by work teams, for several decades. However, there is a paucity of research on the correct use of de Bono thinking tools in business organizations. The getting on-the-same-page classic grounded theory is therefore a new theory explaining what happens when work teams utilize these tools. The research problem was the main concern of people using de Bono thinking tools in this substantive area. The study revealed their concern is resolved with a three-stage process of change in personal cognitive capability. This process is fragile and can cease at any time. When it continues however, there are three stages of emergent change: tooling-up, tensing and enabling. Discovery of this process contributes to work team theory and praxis, particularly in the area of work team processes and effectiveness.
Phenomenon: Interprofessional healthcare team (IHT) collaboration can produce powerful clinical benefits for patients; however, these benefits are difficult to harness when IHTs work in stressful contexts. Research about stress in healthcare typically examines stress as an individual psychological phenomenon, but stress is not only a person-centered experience. Team stress also affects the team's performance. Unfortunately, research into team stress is limited and scattered across many disciplines. We cannot prepare future healthcare professionals to work as part of IHTs in high-stress environments (e.g., emergency medicine, disaster response) unless we review how this dispersed literature is relevant to medical education. Approach: The authors conducted a narrative review of the literature on team stress experienced by interprofessional teams. The team searched five databases between 1 Jan 1990 and 16 August 2021 using the search terms: teams AND stress AND performance. Guided by four research questions, the authors reviewed and abstracted data from the 22 relevant manuscripts. Findings: Challenging problems, time pressure, life threats, environmental distractors, and communication issues are the stressors that the literature reports that teams faced. Teams reacted to team stress with engagement/cohesion and communication/coordination. Stressors impact team stress by either hindering or improving team performance. Critical thinking/decision-making, team behaviors, and time for task completion were the areas of performance affected by team stress. High-quality communication, non-technical skills training, and shared mental models were identified as performance safeguards for teams experiencing team stress. Insights: The review findings adjust current models explaining drivers of efficient and effective teams within the context of interprofessional teams. By understanding how team stress impacts teams, we can better prepare healthcare professionals to work in IHTs to meet the demands placed on them by the ever-increasing rate of high-stress medical situations.
Prior research indicates a need for objective and reliable measures of team communication and coordination. This need rings true for United States Air Force (USAF) teams, whose instructors heavily employ subjective evaluations within fast-paced training. Instructors must observe a multitude of teams and their communications, leaving room for varied evaluations and missed opportunities for feedback. Recent studies have advanced and tested team coordination measures based on dynamical systems theory, yielding results that illustrate the relationship between team communication flow and performance. This work leverages those measures and applies them in the context of USAF medical training. In this study, we assess the usability of a Team Dynamics Measurement System prototype. Users (n = 4) completed 15 tasks and evaluated system usability, perceived mental effort, system satisfaction, and task difficulty. Results indicate marginally acceptable overall system usability. These results helped identify essential interface modifications for future iterations. Future work and use cases for instructor support are discussed.
Given the demanding nature of its mission, the collective units of the Army, not just individual Soldiers, need to be able to withstand and adapt to a wide range of challenges. Therefore, it is important to be able to effectively assess resilience at the team-level and to understand the factors that can enable or diminish it. This article describes the development of a construct valid and psychometrically-sound measure of team resilience – the Team Resilience Scale (TRS). A theoretical framework of team resilience and related constructs is introduced. We then summarize the procedures for developing the TRS and related constructs, providing evidence of the content validity of the TRS. Finally, we assess the psychometric soundness and construct validity of the TRS in two Army field studies. Our analyses support the convergent validity of items and indicate that the measure can be used to examine three first-order dimensions of resilience (i.e., physical, affective, and cognitive) or as a single overall resilience composite. Results show the TRS was positively related to team performance in both samples and it co-varied with stressors and team actions. Practical recommendations for use of the measure and suggestions for future research are offered.
A guide to non-technical skills in emergency management by Dr Peter Hayes, A/Prof Chris Bearman and Donald Gyles is the first book of its kind for emergency management. It was developed as observations from the authors indicated the need to better manage non-technical skills during emergency and incident management; non-technical skills continue to be an area highlighted in investigation reports and inquiries; and discussions with agency partners indicated a a resource like this book would help to educate practitioners deepen their understanding of the non-technical skills literature.
What is in the book?
A guide to non-technical skills in emergency management seeks to: introduce and highlight the importance of non-technical skills; identify some of the issues and pitfalls that can occur; and describe tools that can help people better manage non-technical skills in operational situations.
The content of the book necessarily draws heavily on research conducted during by the Improving decision-making in complex multi-team environments project conducted between 2014–2021. By writing this book the authors hope to provide a consistent framework that allows agencies to manage the various aspects of non-technical skills in a more holistic way. This also encourages agencies to adopt a shared language to discuss, promote and manage these important but often neglected sets of skills.
Who is the book for?
The book is designed for emergency management practitioners and instructors who wish to understand more about non-technical skills. This may be because they want to improve their own knowledge and practice or be better prepared to coach, mentor or instruct others. Learning and development practitioners may find the book a useful reference source for developing non-technical skills training materials or for enhancing these skills within more technically oriented training units (for example, teaching communication skills in the context of relay pumping).
The approach
Some readers will be familiar with these skills and will have used them working in various teams. For others, it may be the first time they have encountered them. For the group who
are encountering non-technical skills for the first time, the authors have provided a simple overview of each skill and how it can be observed in both training and real operations. For the more experienced practitioners of non-technical skills the authors have included a set of information and challenges to help people to think more deeply about that non-technical skill.
+ Chapter 1 introduces the concept of non-technical skills and demonstrates how non-technical skills can be operationalised.
+ Chapters 2 through 8 are the central part of the book and use the Emergency Management Non-Technical Skills (EMNoTS) framework as the basis for discussion of the seven key non-technical skills critical to effective emergency and incident management.
+ These non-technical skills are: communication, coordination, cooperation, situation awareness, decision making, leadership and managing stress and fatigue.
+ Each of these non-technical skills is discussed in a separate chapter, with each chapter introducing the non-technical skill and identifying behavioural markers that can be used to observe the skill in action. For readers wanting more detail this is followed by a ‘More information’ section and a section that discusses some of the challenges that may be encountered.
+ Each chapter also offers suggested readings and links to relevant online resources, in addition to the many references.
+ Chapter 9 highlights how to use a non-technical skills framework to manage performance.
+ The final chapter (Chapter 10) identifies implications and opportunities for the management of the non-technical skills.
Temporal challenges are not only contextual in nature but manifest internally in teams when members enter the team with different temporal orientations (e.g., time urgency and pacing style). Researchers have demonstrated that temporal diversity has important implications for key team outcomes (performance, timeliness, and team conflict) across a range of samples and countries. Unfortunately, the practical implications of this research have yet to be unpacked. We respond to this need by developing an approach to translate temporal diversity research studies into actionable, evidence-based team interventions. Because journal articles are often deficient on actionable steps, whereas practitioner-friendly outlets tend to be deficient on scientific rigor, incorporating both criteria necessitates merging these literatures. Specifically, we delineate four main steps: (1) identify significant moderators, (2) match the moderators to scientifically based interventions, (3) design intervention tools with specific, actionable procedures, and (4) evaluate the effectiveness of the intervention tools by designing research studies. We believe the process we outline to marry actionable and evidence-based benchmarks is applicable to other research domains in team science beyond temporal research. It is our hope that this research will be a catalyst for further exploration of interventions that can help team members navigate temporal differences.
Our Interprofessional Education and Collaborative Practice (IPECP) Nexus previously reported significant reductions in Emergency Department (ED) visits, hospitalizations, hemoglobin A1c levels, and patient charges. This study examines sustainability of these results over two additional years and replication in two subsequent independent patient cohorts. Participants in the sustainability cohort (N = 276) met ≥1 of the following criteria: (a) ≥3 ED visits in first or second half of the year, (b) hemoglobin A1c level ≥ 9, or (c) Length of Stay, Acuity, Comorbidities, and ER (Emergency Room) Visits (LACE) score ≥ 10. Participants in two replicability cohorts (N = 255) and (N = 160) met the same criteria, but the LACE criterion was changed to ≥3 hospitalizations in baseline years. The Nexus, housed in a family medicine (FM) residency clinic, included professionals and students from multiple disciplines. IPECP skills and interventions included communication, team building, and conflict engagement skills training, daily huddles and pre-visit planning, immediate consultations, small teamlet IPECP interactions, and weekly IPECP case conferences for complex patients. Original health improvements and charge reductions were sustained for two additional years for ED visits, hospitalizations, A1c, and patient charges, and replicated in two additional patient cohorts. The IPECP Nexus interventions were associated with Quadruple Aim outcomes while training the next generation of health care professionals.
Introduction
In response to a call issued by the National Research Council to investigate the knowledge, skills, and attitudes of effective science teams, we designed a team training program for conducting science in collaborative contexts.
Methods
We reviewed the literature to develop an evidence-based competency model for effective science teams along with exemplary behaviors that can be used for founding team training and evaluation. We discuss the progress of teamwork and team development research that serves as a foundation for this work, as well as previous research involving team-based competencies.
Results
Three overarching competencies emerged from the literature as key for science team effectiveness: psychological safety, awareness and exchange, and self-correction and adaptation. These competencies are fully described, including their evidence base.
Conclusions
We developed a competency model and implementation plan for a team training program specific to science teams – TeamMAPPS (Team Methods to Advance Processes and Performance in Science). This paper details steps in the implementation process, including plans for consortia dissemination, evaluation, and future development.
ResearchGate has not been able to resolve any references for this publication.