The room where it happens: The impact of core and non-core roles on surgical team performance.

Abstract

Research on team roles has demonstrated that the strategic core has a larger influence on team performance than non-core roles. Drawing on theories of shared cognition and the strategic core approach, we posit that not all shared experience within a team is equally impactful and examine how dyadic experience with the strategic core facilitates team performance. We further examine the extent to which task complexity and presence of the strategic core further influence this relationship. In this study, we examine surgical teams in which the surgeon occupies the core role. We analyze archival surgical data from 7,070 team performance episodes (i.e., surgeries) conducted at a large community hospital in the United States. We hypothesize and find that dyadic experience between core and non-core roles has a positive effect on team performance, which is stronger for less complex tasks. We then examine the assumption that the continuous presence of the strategic core is a necessary condition for team performance. We find support for a three-way interaction in which the positive effect of dyadic experience between core and non-core roles on team performance is weaker when task complexity is relatively higher and core presence is relatively lower. Our study highlights the importance of dyadic experience between core and non-core roles, especially for less complex tasks. Furthermore, our findings indicate that for more complex tasks, a team’s core should be present. Additional implications and future directions are discussed.

[Retracted] Monitoring and Model Analysis of Vocal Performance Teaching Environment Using Cluster Analysis from the Perspective of Core Literacy

“…With the reform of national policies, the curriculum reform of basic education has mainly turned to a new stage aimed at improving the core quality of students [ 1 ]. Unlike the previous teaching paradigm based on the presentation of teaching content, curriculum and teaching pay more and more attention to the cultivation of students' comprehensive ability and quality [ 2 ].…”

The ambiguity of “we”: Perceptions of teaming in dynamic environments and their implications

“…We hypothesize this positive relationship to care quality to be present for both roles considered always on the team (core) and sometimes on the team (peripheral) due to the complex nature of the work in primary care and the need for multiple roles to be involved. For instance, ethnographic research has shown that cycles of coordinating with more peripheral roles are important to teamwork in intensive care units (Mayo, 2022), while other research has found that having an appropriate set of roles on a core team is particularly important for complex work (Vaulont et al, 2021).…”

Teams, Teaming, and Complex Systems in Cancer Care

“…Teams, MTSs, and even teaming typically comprise core and peripheral members. Research has found that there is a premium on coordination with the core member(s) of a team 27 and among core team representatives in more complex MTS arrangements, such as AYA multidisciplinary teams (Wolfson), 28 main and community affiliate sites in the same health care system (Roberts). 29,30 Mechanisms such as the interoperability of health information technology 31 and dedicated program coordinators with integrated screening tools have shown promise (Fleege), 32 whereas the colocation of multidisciplinary care versus serial care (Majumdar, Smeltzer) 33,34 and other structural arrangements (O'Malley) 35 have yielded mixed results.…”