scholarly journals Multidisciplinarity, interdisciplinarity, and transdisciplinarity in health research, services, education and policy: 2. Promotors, barriers, and strategies of enhancement

2007 ◽  
Vol 30 (6) ◽  
pp. 224 ◽  
Author(s):  
Bernard C. K. Choi ◽  
Anita W. P. Pak
Keyword(s):  
Health Research ◽  
Shared Vision ◽  
Institutional Constraints ◽  
Team Leaders ◽  
Team Members ◽  
Language Problems ◽  
Health Project ◽  
Insufficient Time ◽  
Team Functioning ◽  
Selection Of

Background/Purpose. Multidisciplinary, interdisciplinary and transdisciplinary teams are increasingly encouraged in health research, services, education and policy. This paper is the second in a series. The first discussed the definitions, objectives, and evidence of effectiveness of multiple disciplinary teamwork. This paper continues to examine the promotors, barriers, and ways to enhance such teamwork. Methods. The paper is a literature review based on Google and MEDLINE (1982-2007) searches. “Multidisciplinarity”, “interdisciplinarity”, “transdisciplinarity” and “definition” were used as keywords to identify the pertinent literature. Results. The promotors of teamwork success include: good selection of team members, good team leaders, maturity and flexibility of team members, personal commitment, physical proximity of team members, the Internet and email as a supporting platform, incentives, institutional support and changes in the workplace, a common goal and shared vision, clarity and rotation of roles, communication, and constructive comments among team members. The barriers, in general, reflect the situation in which the promotors are lacking. They include: poor selection of the disciplines and team members, poor process of team functioning, lack of proper measures to evaluate success of interdisciplinary work, lack of guidelines for multiple authorship in research publications, language problems, insufficient time or funding for the project, institutional constraints, discipline conflicts, team conflicts, lack of communication between disciplines, and unequal power among disciplines. Conclusion. Not every health project needs to involve multiple disciplines. Several questions can help in deciding whether a multiple disciplinary approach is required. If multiple disciplinarity is called for, eight strategies to enhance multiple disciplinary teamwork are proposed. They can be summarised in the acronym TEAMWORK - Team, Enthusiasm, Accessibility, Motivation, Workplace, Objectives, Role, Kinship.

scholarly journals A Survey on Robotic Technologies for Forest Firefighting: Applying Drone Swarms to Improve Firefighters’ Efficiency and Safety

2021 ◽  
Vol 11 (1) ◽  
pp. 363
Author(s):  
Juan Jesús Roldán-Gómez ◽  
Eduardo González-Gironda ◽  
Antonio Barrientos
Keyword(s):  
Augmented Reality ◽  
Access To Information ◽  
Team Leaders ◽  
Team Members ◽  
Multiple Tasks ◽  
Different Types ◽  
Complete Survey ◽  
Virtual And Augmented Reality ◽  
Robotic Technologies

Forest firefighting missions encompass multiple tasks related to prevention, surveillance, and extinguishing. This work presents a complete survey of firefighters on the current problems in their work and the potential technological solutions. Additionally, it reviews the efforts performed by the academy and industry to apply different types of robots in the context of firefighting missions. Finally, all this information is used to propose a concept of operation for the comprehensive application of drone swarms in firefighting. The proposed system is a fleet of quadcopters that individually are only able to visit waypoints and use payloads, but collectively can perform tasks of surveillance, mapping, monitoring, etc. Three operator roles are defined, each one with different access to information and functions in the mission: mission commander, team leaders, and team members. These operators take advantage of virtual and augmented reality interfaces to intuitively get the information of the scenario and, in the case of the mission commander, control the drone swarm.

Organisational Correlates to Staff Attitudes about Behavioural Programs

2001 ◽  
Vol 18 (2) ◽  
pp. 114-123 ◽  
Author(s):  
Patrick W. Corrigan ◽  
Sarah Lickey Diwan ◽  
Stanley G. McCracken ◽  
Kelvin Oliver ◽  
Annette Backs ◽  
...  
Keyword(s):  
Team Leadership ◽  
Organisational Culture ◽  
Treatment Programs ◽  
Institutional Constraints ◽  
Staff Attitudes ◽  
Collegial Support ◽  
Staff Burnout ◽  
Adults And Children ◽  
Team Functioning ◽  
Culture Strategies

AbstractIn an attempt to facilitate the dissemination and regular implementation of behaviour treatments in real-world settings, research has examined staff attitudes that may pose barriers to these treatments. The purpose of the study reported in this paper is to examine the construct validity of perceived organisational barriers to behavioural programs. One hundred and eighteen staff working in community-based treatment programs for adults and children with severe mental illness completed the Barriers to the Implementation of Behavior Therapy Test. An analysis from a previous study (Corrigan, Kwartarini, & Pramana, 1992) identified two reliable and valid factors that suggested perceived organisational barriers: institutional constraints and insufficient collegial support. Results of a confirmatory factor analysis on data from this study supported the earlier factor structure. Research participants also completed team functioning measures of individual staff burnout, collegial network satisfaction, organisational culture, and team leadership. Attitudes about institutional constraints and insufficient collegial support were found to be associated with burnout, collegial network satisfaction, and organisational culture. Strategies for disseminating behavioural programs must target organisational barriers too.

scholarly journals The Relationship between Team Hometown Diversity and Team Creativity: From the Chinese Perspective

2018 ◽  
Vol 10 (10) ◽  
pp. 3458
Author(s):  
Jingli Li ◽  
Min Zhao ◽  
Guanjun Xia ◽  
Chao Liu
Keyword(s):  
Information Exchange ◽  
Mediation Effect ◽  
Team Leaders ◽  
Team Creativity ◽  
Team Members ◽  
Chinese Perspective ◽  
New Perspective ◽  
The Impact ◽  
The Relationship

Since no specialized work has researched the relationship between team members’ hometown diversity (team hometown diversity) and team creativity, we investigated their underlying relationship by conducting a two-wave survey from 304 employees in 54 teams and 54 team leaders from 17 companies. The results proved that team hometown diversity was negatively related to both team information exchange and team creativity, while team information exchange was significantly positively associated with team creativity and the mediation effect of team information exchange between team hometown diversity and team creativity was verified. The moderation role of team identification in the relationship between team hometown diversity and team information exchange as well as the moderation function of team conformity on the relationship between team information exchange and team creativity were both verified. This work made at least four contributions. Firstly, it was among the first to research the impact of team hometown diversity on team creativity, which supplemented the gap and provided a new perspective for exploration of team creativity in future. Secondly, we adopted a two-wave design to check the dynamic impact of earlier team information exchange and team conformity on team creativity afterwards, which can be replicated for future studies. Thirdly, by using supervisor and subordinate ratings together and conducting electronic and paper surveys together, the results were more persuasive. Finally, we included a large dataset from a broad range of companies, which maximized the variables and generated our results. The implications and limitations were also illustrated.

scholarly journals Team Leaders Matter in Knowledge Sharing: A Cross-Level Analysis of the Interplay between Leaders’ and Members’ Goal Orientations in the Chinese Context

2018 ◽  
Vol 14 (4) ◽  
pp. 715-745 ◽  
Author(s):  
Jiamin Zhang ◽  
Yi Wang ◽  
Marina Yue Zhang
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Goal Orientations ◽  
Team Leaders ◽  
Team Members ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Approach Orientation ◽  
And Performance ◽  
The Relationship

ABSTRACTThis article investigates the impact of cross-level interplay between team members’ and their leaders’ goal orientations (learning, performance approach, and performance avoidance) on knowledge sharing using samples from design teams in two companies in China. Our results show that team leaders’ learning goal orientation plays a critical moderating role. Specifically, team leaders’ learning goal orientation strengthens the positive relationship between team members’ learning orientation and knowledge sharing; positively moderates the relationship between team members’ performance approach orientation and knowledge sharing; and weakens the negative relationship between team members’ performance avoidance orientation and knowledge sharing. Team leaders’ performance approach orientation demonstrates a positive moderating effect when there is congruence between the performance approach orientation of leaders and members. Finally, team leaders’ performance avoidance orientation negatively moderates the relationship between team members’ learning and performance approach orientation on knowledge sharing. This research enhances our understanding of the conditions under which knowledge sharing occurs among team members, using the lens of Trait Activation Theory.

scholarly journals Towards a framework for trust-based management of municipal home care. A realist informed evaluation.

2019 ◽  
Author(s):  
Tom Eide ◽  
Monika Gullslett ◽  
Janne Dugstad ◽  
Etty R. Nilsen ◽  
Brendan McCormack ◽  
...  
Keyword(s):  
Home Care ◽  
Public Management ◽  
New Public Management ◽  
Organizational Innovation ◽  
Service Innovation ◽  
Trust Model ◽  
City Council ◽  
Active Listening ◽  
Team Leaders ◽  
Team Members

Abstract Background This study reports on a two-step service innovation project commissioned by the City Council of Oslo, coined as the Trust Model (TM). The aim was to develop a trust-based management model in municipal home care as an alternative to the purchaser-provider split (PPS), which has been the prevalent model in Norwegian and most European health services since the introduction of New Public Management in the 1990s. The TM was developed through a comprehensive participatory process.Methods The objectives were to a) identify important mechanisms facilitating or preventing the development and implementation of the trust model, and b) identify participants perceived outcomes. A realist informed process evaluation using mixed methods was performed in two iterations. The first (autumn 2016) included three districts, three teams and 80 patients. The second (2017) included four districts, eight teams and 160 patients.Results The TM was developed across the four districts. Team members, team leaders and managers found the TM promising, and no one wanted to return to the PPS. Patient satisfaction improved significantly during the first iteration. The TM iterations were complex, involving a series of agents interacting on different levels; interactions which in turn influenced the processes and ongoing interactions. The evaluation displayed a variety of interpretations of the TM and of trust as an organizational value. A series of needs for improvements were identified, including (1) develop a clear description of the model and its managerial principles, (2) develop a culture for trust-based management on all levels, (3) build team leaders’ competence, especially in trust-based management and coaching of team-members (4), clarify roles and responsibilities among team-members, (5) develop common procedures for allocation and distribution of services, and (6) build team-members communication competence in active listening and shared decision-making.Conclusions/implications Complex, values-based organizational innovation and change (like TM) challenge existing institutional logics (like NPM) and an organization’s ability to cope with institutional hybridization. The complexity of organizational innovation in home care and of researching this topic is understudied. The importance of recognizing the complexity of trust-building and the inherent slowness of radical service innovation should be further explored.

Interdisciplinary Health Care Evaluation Instruments: A Review of Psychometric Evidence

2021 ◽  
pp. 016327872110408
Author(s):  
Hosung (Joel) Kang ◽  
Cecilia Flores-Sandoval ◽  
Benson Law ◽  
Shannon Sibbald
Keyword(s):  
Health Care ◽  
Health Care Professionals ◽  
Assessment Tools ◽  
Team Members ◽  
Team Assessment ◽  
Health Care Evaluation ◽  
Team Functioning ◽  
Interdisciplinary Health Care ◽  
Psychometric Evidence ◽  
Improve Patient

Teamwork among health care professionals has been found to improve patient outcomes and reduce burnout. Surveys from individual team members are often used to measure the effectiveness of teamwork performance, as they provide an efficient way to capture various constructs of teamwork. This allows evaluators to better understand team functioning, areas of strength, and to identify potential areas for improvement. However, the majority of published surveys are yet to be validated. We conducted a review of psychometric evidence to identify instruments frequently used in practice and identified in the literature. The databases searched included MEDLINE, EMBASE, CINAHL, and PsycINFO. After excluding duplicates and irrelevant articles, 15 articles met the inclusion criteria for full assessment. Seven surveys were validated and most frequently identified in the literature. This review aims to facilitate the selection of instruments that are most appropriate for research and clinical practice. More research is required to develop surveys that better reflect the current reality of teamwork in our evolving health system, including a greater consideration for patient as team members. Additionally, more research is needed to encompass an increasing development of team assessment tools.

Implementation of a pharmacist-provided pharmacogenomics service in an executive health program

2021 ◽  
Author(s):  
Ina Liko ◽  
Lisa Corbin ◽  
Eric Tobin ◽  
Christina L Aquilante ◽  
Yee Ming Lee
Keyword(s):  
Health Program ◽  
Medical Center ◽  
Academic Medical Center ◽  
Test Results ◽  
Sample Collection ◽  
Team Members ◽  
University Of Colorado ◽  
Academic Medical ◽  
Previous Medication ◽  
Selection Of

Abstract Disclaimer In an effort to expedite the publication of articles related to the COVID-19 pandemic, AJHP is posting these manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time. Purpose We describe the implementation of a pharmacist-provided pharmacogenomics (PGx) service in an executive health program (EHP) at an academic medical center. Summary As interest in genomic testing grows, pharmacists have the opportunity to advance the use of PGx in EHPs, in collaboration with other healthcare professionals. In November 2018, a pharmacist-provided PGx service was established in the EHP at the University of Colorado Hospital. The team members included 3 physicians, a pharmacist trained in PGx, a registered dietitian/exercise physiologist, a nurse, and 2 medical assistants. We conducted 4 preimplementation steps: (1) assessment of the patient population, (2) selection of a PGx test, (3) establishment of a visit structure, and (4) selection of a billing model. The PGx consultations involved two 1-hour visits. The first visit encompassed pretest PGx education, review of the patient’s current medications and previous medication intolerances, and DNA sample collection for genotyping. After this visit, the pharmacist developed a therapeutic plan based on the PGx test results, discussed the results and plan with the physician, and created a personalized PGx report. At the second visit, the pharmacist reviewed the PGx test results, personalized the PGx report, and discussed the PGx-guided therapeutic plan with the patient. Overall, the strategy worked well; minor challenges included evaluation of gene-drug pairs with limited PGx evidence, communication of information to non-EHP providers, scheduling issues, and reimbursement. Conclusion The addition of a PGx service within an EHP was feasible and provided pharmacists the opportunity to lead PGx efforts and collaborate with physicians to expand the precision medicine footprint at an academic medical center.

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

Nomination

2021 ◽  
pp. 48-69
Author(s):  
Ralf Müller ◽  
Nathalie Drouin ◽  
Shankar Sankaran
Keyword(s):  
Research Study ◽  
Project Managers ◽  
Influence Tactics ◽  
Team Members ◽  
Different Types ◽  
Selection Of

This chapter discusses how teams are nominated in projects. As teams are also used in organizations, the chapter points out the differences between the characteristics of teams in organizations and those in projects. Projects use different types of teams at different times; the types of teams used in projects and the sequence in which they are acquired are explained. The selection of appropriate team members is critical to the success of projects. Hence, the processes used in selecting them in practice are described. However, project managers may find it difficult to recruit the team members they need as they lack authority over resources in organizations. To overcome this, project managers should understand the role that influence plays in organizations and how influence can be used to secure resources for projects. A research study is summarized that illustrates some influence tactics that project managers use in practice in nominating team members to their projects.

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