Reducing medical error in the Military Health System: How can team training help?

Alonso, Alexander; Baker, David P.; Holtzman, Amy K.; Day, Rachel; King, Heidi B.; Toomey, Lauren; Salas, Eduardo

doi:10.1016/j.hrmr.2006.05.006

Cited by 120 publications

(85 citation statements)

References 27 publications

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“…interdependence, shared objectives, and reflexivity) this also suggests that he/she is working towards the same shared objectives as fellow team members (such as prioritizing patient safety), rather than pursuing potentially non-complementary goals (such as one team member seeking speed of throughput while others are pursuing high quality care). In the context of healthcare, this shared understanding fosters team member actions that are congruent with collective goals, thus reducing the likelihood that errors will occur in the proximal team environment (Alonso et al, 2006). The reflexivity also evident in real team membership means that if an error/incident does occur, team members take time to reflect on performance, adapt their processes, and re-allocate resources accordingly in order to reduce the likelihood of such occurrences in the future (Edmondson, 1999).…”

Section: Consequences Of Real Team and Co-acting Group Membershipmentioning

confidence: 99%

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24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

Lyubovnikova

West

Dawson

et al. 2014

European Journal of Work and Organizational Psychology

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Article ReuseUnless indicated otherwise, fulltext items are protected by copyright with all rights reserved. The copyright exception in section 29 of the Copyright, Designs and Patents Act 1988 allows the making of a single copy solely for the purpose of non-commercial research or private study within the limits of fair dealing. The publisher or other rights-holder may allow further reproduction and re-use of this version -refer to the White Rose Research Online record for this item. Where records identify the publisher as the copyright holder, users can verify any specific terms of use on the publisher's website. TakedownIf you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing eprints@whiterose.ac.uk including the URL of the record and the reason for the withdrawal request. REAL TEAM AND CO-ACTING GROUP MEMBERSHIP 1 AbstractWhile theory on team membership is emerging, limited empirical attention has been paid to the effects of different types of team membership on outcomes. We propose that an important but overlooked distinction is that between membership of real teams and membership of coacting groups, with the former being characterized by members who report that their teams have shared objectives, structural interdependence and engage in team reflexivity. We hypothesize that real team membership will be associated with more positive individual and organizational level outcomes. These predictions were tested in the English National Health Service, using data from 62,733 respondents from 147 acute hospitals. The results revealed that individuals reporting the characteristics of real team membership, in comparison to those reporting the characteristics of co-acting group membership, witnessed fewer errors and incidents, experienced fewer work related injuries and illness, were less likely to be victims of violence and harassment, and were less likely to intend to leave their current employment.At the organizational level, hospitals with higher proportions of staff reporting the characteristics of real team membership had lower levels of patient mortality and sickness absence. The results suggest the need to clearly delineate real team membership in order to advance scientific understanding of the processes and outcomes of organizational teamwork.

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Section: Consequences Of Real Team and Co-acting Group Membershipmentioning

confidence: 99%

“…This imperative for interdependent working means that team members communicate frequently, become familiar working together, come to anticipate each other's responses and needs, and can thus provide compensatory behaviors (Alonso et al, 2006;Hackman, 1993).…”

Section: Consequences Of Real Team and Co-acting Group Membershipmentioning

confidence: 99%

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

Lyubovnikova

West

Dawson

et al. 2014

European Journal of Work and Organizational Psychology

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“…Alonso and colleagues [4], drawing upon previous research by Salas et al [5], argue for a number of core components to successful teamwork within medical domains (e.g., mutual performance monitoring, backup behaviors, and adaptability). They suggest improving these key constructs will significantly benefit the effectiveness of medical teams.…”

Section: Why Adaptation?mentioning

confidence: 99%

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

Bedwell

Ramsay

Salas

2012

Behav. Med. Pract. Policy Res.

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“…Although there is an increasing awareness regarding teamwork competencies, healthcare has implemented team training in healthcare education and clinical practice to a small extent [28][29][30]. Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS®) [31] is an evidence-based teamwork system based on research on teamwork, team training and cultural change [16,32,33]. The teamwork system is released from the US Agency for Healthcare Research and Quality (AHRQ) and the Department of Defense as a national team training programme.…”

Section: Introductionmentioning

confidence: 99%

“Teamwork in hospitals”: A quasi-experimental study protocol applying a Human Factors approach

Ballangrud¹,

Hall‐Lord²

2017

http://isrctn.com/

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Background: Effective teamwork and sufficient communication are critical components essential to patient safety in today's specialized and complex healthcare services. Team training is important for an improved efficiency in inter-professional teamwork within hospitals, however the scientific rigor of studies must be strengthen and more research is required to compare studies across samples, settings and countries. The aims of the study are to translate and validate teamwork questionnaires and investigate healthcare personnel's perception of teamwork in hospitals (Part 1). Further to explore the impact of an inter-professional teamwork intervention in a surgical ward on structure, process and outcome (Part 2).

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Reducing medical error in the Military Health System: How can team training help?

Cited by 120 publications

References 27 publications

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

“Teamwork in hospitals”: A quasi-experimental study protocol applying a Human Factors approach

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