Accumulating a Portfolio of Experience: The Effect of Focal and Related Experience on Surgeon Performance

Kc, Diwas Singh; Staats, Bradley R.

doi:10.1287/msom.1120.0385

Cited by 114 publications

(49 citation statements)

References 77 publications

(75 reference statements)

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“…The topic of experience and its role on performance and choices has received a great deal of attention in the operations literature (Lapré and Nembhard 2010;Bolton, Ockenfels and Thonemann 2012;KC and Staats 2012;Arlotto, Chick and Gans 2014). Traditionally experience is seen as beneficial -as individuals accrue experience then they learn and improve -although experience can lead to suboptimal choices in some cases (Staats et al 2016).…”

Section: Selecting Easy Tasks Over Hard Tasks Results In Short-term Pmentioning

confidence: 99%

Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance

Staats

Kouchaki

et al. 2017

SSRN Journal

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How individuals manage, organize, and complete their tasks is central to operations management. Recent research in operations focuses on how under conditions of increasing workload individuals can increase their service time, up to a point, in order to complete work more quickly. As the number of tasks increases, however, workers may also manage their workload by a different process -task selection. Drawing on research on workload, individual discretion, and behavioral decision making we theorize and then test that under conditions of increased workload individuals may choose to complete easier tasks in order to manage their load. We label this behavior Task Completion Bias (TCB). Using two years of data from a hospital emergency department we find support for TCB and also show that it improves shortterm productivity. However, although it improves performance in the short-term we find that an overreliance on this task selection strategy hurts performance -as measured both by speed and revenue -in the long run. We then turn to the lab to replicate conceptually the task selection effect and show that it occurs due to the positive feelings individuals get from task completion. These findings provide an alternative mechanism for the workload-speedup effect from the literature. We also discuss implications for both research and the practice of operations in building systems to help people succeed in both the short and long run.

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Section: Selecting Easy Tasks Over Hard Tasks Results In Short-term Pmentioning

confidence: 99%

Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance

Staats

Kouchaki

et al. 2017

SSRN Journal

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“…Specifically, Muehlfeld et al (2012) classify mergers and acquisitions (M&As) into different types based on their structural similarity (e.g., within the same country), and conclude that experience with a particular type of M&A improves the likelihood that subsequent deals of that type will be completed. In addition, more in line with our study's focus on team leaders, KC and Staats (2012) analyze the impact of a surgeon's experience with different types of cardiac A c c e p t e d M a n u s c r i p t 15 procedures on the likelihood of patient mortality. These authors observe that increases in a surgeon's same-type procedure experience leads to improved surgical outcomes.…”

Section: Team Leader Project Type Experiencementioning

confidence: 99%

Team leader experience in improvement teams: A social networks perspective

Easton

Rosenzweig

2015

J of Ops Management

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In this research, we disentangle the relationship between several key aspects of a team leader's experience and the likelihood of improvement project success. Using the lens of socio-technical systems, we argue that the effect of team leader experience derives from the social system as well as the technical system. The aspects of team leader experience we examine include team leader social capital (a part of the social system) and team leader experience leading projects of the same type (a part of the technical system).We examine four different, yet related, dimensions of a team leader's social capital, which we motivate based on the social networks literature. One dimension, team leader familiarity, suggests that social capital is created when team leaders have experience working with current team members on prior improvement projects, and that such social capital increases the likelihood of improvement project success. We develop three additional dimensions, using social network analysis (SNA), to capture the idea that the improvement team leader's social capital extends beyond the current team to include everyone the leader has previously worked with on improvement projects. Contrasting our SNA-based dimensions with team leader familiarity enables us to better understand the impact of a team leader's social capital both inside and beyond the team. We also examine the effect of a team leader's experience leading prior projects of the same type, and consider the extent to which organizational experience may moderate the impact of both team leader social capital and same-type project experience.Based on analysis of archival data of six sigma projects spanning six years from a Fortune 500 consumer products manufacturer, we find that two of our SNA-based dimensions of team leader social capital, as well as experience leading projects of the same type, increase the likelihood of project success.In addition, we show that organizational experience moderates the relationship between team leader same-type project experience and project success. However, this is not the case for the relationship between the dimensions of team leader social capital and project success. These results provide insights Page 3 of 55 A c c e p t e d M a n u s c r i p t 3 regarding how dimensions of team leader experience and organizational experience collectively impact the operational performance of improvement teams.

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“…Our definition of a peer of physician p is any cardiologist who performed an angioplasty at the same hospital where physician p operates on patients. A similar definition of others' experience has been used by related work in the literature (KC and Staats 2012;KC et al 2013). As such, we construct a variable for the experience of the peers of any given physician as follows: ∈ In the specification above H(p) denotes the set of hospitals where physician p treats patients.…”

Section: Effect Of Experiencementioning

confidence: 98%

Blinded by Experience: Prior Experience, Negative News and Belief Updating

Staats

Gino³

2015

SSRN Journal

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Traditional models of operations management involve dynamic decision-making assuming optimal (Bayesian) updating. However, behavioral theory suggests that individuals exhibit bias in their beliefs and decisions. We conduct both a field study and two laboratory studies to examine the phenomena in the context of health. In particular, we examine how an individual's prior experiences and the experiences of those around them alter the operational decisions that the individual makes. We draw on an exogenous announcement of negative news by the Food and Drug Administration (FDA) and explore how this affects an operational decision -production tool choice -of interventional cardiologists deciding between two types of cardiac stents. Analyzing 147,000 choices over 6 years, we find that individuals do respond to negative news by using the focal production tool less often. However, we find that both individual's own experience and others' experience alter their responses in predictable ways. Moreover, although individual and other experience act as substitutes prior to negative news, the two types of experience act as complements following the negative announcement -leading to even greater use of the same production tool. Two controlled lab studies replicate our main findings and show that behavioral biases, not rational expectations, drive the effect. Our research contributes not only to operations management research, but also to the practice of healthcare and operations more generally.

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Accumulating a Portfolio of Experience: The Effect of Focal and Related Experience on Surgeon Performance

Cited by 114 publications

References 77 publications

Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance

Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance

Team leader experience in improvement teams: A social networks perspective

Blinded by Experience: Prior Experience, Negative News and Belief Updating

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