Why didn’t you say something? Effects of after-event reviews on voice behaviour and hierarchy beliefs in multi-professional action teams

Weiss, Mona; Kolbe, Michaela; Grote, Gudela; Spahn, Donat R.; Grande, Bastian

doi:10.1080/1359432x.2016.1208652

Cited by 70 publications

(88 citation statements)

References 67 publications

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“…Voicing concerns or suggestions contributes to preventing errors and is particularly important in acute care situations (Edmondson, 2003). In the literature 4 on voice in healthcare, the terms "speaking up", "upward voice", "safety voice", and "voice" have been used somewhat synonymously (e.g., Edmondson, 2003;Noort et al, 2019;Weiss et al, 2017). Moreover, nurses' voice behaviour has been defined as "nurses' safety voice" (e.g., Morrow et al, 2016).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Nurses’ voice: the role of hierarchy and leadership

Krenz

Burtscher

Grande

et al. 2020

LHS

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Purpose Voicing concerns and suggestions is crucial for preventing medical errors and improving patient safety. Research suggests that hierarchy in health-care teams impair open communication. Hierarchy, however, can vary with changing team composition, particularly during acute care situations where more senior persons join the team later on. The purpose of this study is to investigate how changes in hierarchy and leadership were associated with nurses’ voice frequency and nurses’ time to voice during simulated acute care situations. Design/methodology/approach This study’s sample consisted of 78 health-care providers (i.e. nurses, residents and consultants) who worked in 39 teams performing complex clinical scenarios in the context of interprofessional, simulation-based team training. Scenarios were videotaped and communication behaviour was coded using a systematic coding scheme. To test the hypotheses, multilevel regression analyses were conducted. Findings Hierarchy and leadership had no significant effect on nurses’ voice frequency. However, there were significant relationships between nurses’ time to voice and both hierarchy (γ = 30.00, p = 0.002; 95 per cent confidence interval [CI] = 12.43; 47.92) as well as leadership (γ = 0.30, p = 0.001; 95 per cent CI = 0.12; 0.47). These findings indicate that when more physicians are present and leadership is more centralised, more time passes until the first nurses’ voice occurred. Originality/value This study specifies previous findings on the relationships between hierarchy, leadership and nurses’ voice. Our findings suggest that stronger hierarchy and more centralised leadership delay nurses’ voice but do not affect the overall frequency of voice.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Nurses’ voice: the role of hierarchy and leadership

Krenz

Burtscher

Grande

et al. 2020

LHS

Self Cite

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“…The correlations among the three items and an EFA indicated that the scale was acceptable and a CFA showed that the hypothesized model with four latent factors fits the data moderately good. Moreover, it is not unusual that studies report and use measures with alpha's below .70 (see for some recent examples, Gonzalez-Mule, Courtright, DeGeest, Seong, & Hong, 2016;Hayibor & Collins, 2016;Weiss, Kolbe, Grote, Spahn, & Grande, 2017). Moreover, there was support for the predicted three-way interaction.…”

Section: Limitations and Directions For Further Researchmentioning

confidence: 97%

How a powerful audience and audience feedback moderate the relationship between performance-approach orientation and exaggerated self-promotion

Molleman

2017

The International Journal of Human Resource Management

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The drive for employees to perform well may tempt them to practice exaggerated self-promotion tactics. The supposition is that those with a strong performance-approach orientation are especially inclined to do this, but that contextual variables are relevant. In this study, I examined the influence of the combination of two contextual variables (perceived audience power and feedback) on the relationship between performance-approach orientation and exaggerated selfpromotion. A sample of 277 employees from two companies participated in the study. I found that the presence of a powerful audience weakened the positive relationship between performance-approach orientation and exaggerated self-promotion if the feedback from that audience was highly salient, and that a powerful audience strengthened this relationship if the salience of this feedback was low.

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“…[29,30]), and across different conceptualizations of resilience, safety and security which are often in contradiction (e.g. [31,32]). Currently, this area needs exploration of new approaches to ensure operationalization of resilience as a multi-stakeholder phenomenon.…”

Section: Some Current Challengesmentioning

confidence: 99%

“…Such rules provide stability for team functioning by ensuring that certain processes are adhered to, but support flexibility as well because reflection and speaking up are promoted. Similarly, mandatory debriefings foster both structure and freedom to challenge and adapt existing procedures [31].…”

Section: Leadership For Resiliencementioning

confidence: 99%

“…Thus, if trainings are to enable leaders and their teams to switch been modes operations, these underlying assumptions need to be addressed as well. An interesting example in this respect is a recent study by Weiss and colleagues [31]. The authors showed that after-event reviews conducted as part of training sessions for anesthesia teams led to more speaking up if assertiveness was emphasized, but also to more hierarchy-attenuating beliefs.…”

Section: Three Strategic Recommendationsmentioning

confidence: 99%

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Exploring Resilience

2019

SpringerBriefs in Applied Sciences and Technology

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Why didn’t you say something? Effects of after-event reviews on voice behaviour and hierarchy beliefs in multi-professional action teams

Cited by 70 publications

References 67 publications

Nurses’ voice: the role of hierarchy and leadership

Nurses’ voice: the role of hierarchy and leadership

How a powerful audience and audience feedback moderate the relationship between performance-approach orientation and exaggerated self-promotion

Exploring Resilience

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