Cooperation at Work

Healthcare professionals’ evaluation of interprofessional teamwork and job satisfaction / Evaluation der Teamarbeit und der Arbeitszufriedenheit von Gesundheitsfachberufen

“…a shared mental model of interprofessional teamwork) is likely to increase team effectiveness (Burtscher, Kolbe, Wacker, & Manser, 2011;Lim & Klein, 2006). Team performance models emphasize the importance of sharing a mental model in teamwork (Salas, Sims, & Klein, 2004;Salas et al, 2005), and interprofessional education is recommended to establish a shared mental model in cross-sectional teams and to break down "professional silos" (Hall, 2005;Interprofessional Education Collaborative Expert Panel, 2011;World Health Organization, 2010). Interprofessional education and practice-based interventions for teams are not established in Germany by now (Körner, Bütof, Müller, Zimmermann, & Bengel, submitted;Reeves, Perrier, Goldman, Freeth, & Zwarenstein, 2013).…”

Team creativity: the effects of perceived learning culture, developmental feedback and team cohesion

“…Teams have been defined as ‘collectives who exist to perform organizationally‐relevant tasks, share one or more common goals, interact socially, exhibit task interdependencies, maintain and manage boundaries and are embedded in an organizational context that sets boundaries, constrains the team and influences exchanges with other units in the broader entity’ (Kozlowski & Bell, 2003, p. 334). Teamwork refers to the set of interrelated thoughts, actions and feelings that each team member engages in to facilitate coordinated and adaptive performance (see, for example, Goodwin et al ., 2009; Morgan et al ., 1986; Salas et al ., 2004a). Because the teams' approach to managing organizations can have a substantial impact on organizations, various composition‐ and process‐related variables at the team level have been examined (Bettenhausen, 1991; Ilgen et al ., 2005).…”

Interdisciplinary team interactions: a qualitative study of perceptions of team function in simulated anaesthesia crises

“…Training strategies for health care teams are generally based on the psychological literature or on research in aviation 13,22 . However, the specific knowledge, skills and attitudes required for a team to operate effectively will be dependent on its context of operation, and strategies in 1 domain may not be effective in another 2,5 .…”

“…There is some evidence that training programmes can improve team performance and lead to improved patient outcomes 11 . Although generic team competencies have been described, training should be based on the specific context in which a team operates 12,13 and interventions to improve teamwork should be based on a thorough understanding of how teams function. A systematic review in the Cochrane database 14 concluded that randomised trials or forms of controlled before‐and‐after studies to evaluate interventions aimed at improvement of interprofessional teamwork are usually of limited value, and suggest that qualitative study in this area should be carried out before any further quantitative work is done.…”