Improve Team Effectiveness Research Articles

Work Team Effectiveness: Importance of Organizational Culture, Work Climate, Leadership, Creative Synergy, and Emotional Intelligence in University Employees

(1) Background: In university contexts, the effectiveness of work teams is vital for institutional success and the personal development of an institution’s members. Objective: Our aim is to understand the relationships between emotional intelligence, team leadership, organizational culture, work climate, and creative synergy with team effectiveness. (2) Methods: We used a cross-sectional predictive design study using structural equation modeling (SEM), in which 512 surveys of employees of a private Peruvian university were analyzed. (3) Results: Leadership and emotional intelligence were found to significantly improve team effectiveness. In addition, organizational culture, work climate, and creative synergy act as mediators in these relationships, enhancing team effectiveness. The adjusted model presented adequate incremental (x2=9452.498, gl=3391, p<0.001) and comparative (TLI=0.998, CFI=0.998, RMSEA=0.017 y SRMR=0.033) goodness-of-fit indices. (4) Conclusions: The results showed that the development of emotional competencies and leadership skills is essential to optimize the effectiveness of work teams in universities. This integrated model not only provides a solid theoretical framework for future research, but also offers practical recommendations for improving the management and performance of work teams.

The Influence of Cultural Backgrounds on Team Dynamics and Decision Making in Multicultural Environments

With the deepening development of globalization, cross-cultural communication is becoming increasingly frequent, and the role of multicultural teams in enterprises, education, scientific research, and other fields is becoming increasingly prominent. However, while multicultural teams bring innovation and competitive advantages, they also face challenges such as cultural conflicts and communication barriers. This study aims to explore the strategies and challenges of multicultural teams in cross-cultural communication, as well as how to improve team effectiveness through effective management. Using case analysis method, multiple multinational corporations were selected as research objects, and data was collected through literature review and other methods to analyze the operational mode and management strategy of multicultural teams. Research has found that cultural sensitivity training, cultivation of cross-cultural communication skills, establishment of shared values, and flexible management styles are key strategies for enhancing the effectiveness of multicultural teams. Meanwhile, cultural conflicts and communication barriers are the main challenges. Effective management of multicultural teams is crucial for enhancing team effectiveness. Enterprises should attach importance to cross-cultural training, strengthen communication and understanding among team members, in order to overcome the challenges brought by cultural differences and achieve collaborative development of the team.

Individual and team profiling to support theory of mind in artificial social intelligence

We describe an approach aimed at helping artificial intelligence develop theory of mind of their human teammates to support team interactions. We show how this can be supported through the provision of quantifiable, machine-readable, a priori information about the human team members to an agent. We first show how our profiling approach can capture individual team member characteristic profiles that can be constructed from sparse data and provided to agents to support the development of artificial theory of mind. We then show how it captures features of team composition that may influence team performance. We document this through an experiment examining factors influencing the performance of ad-hoc teams executing a complex team coordination task when paired with an artificial social intelligence (ASI) teammate. We report the relationship between the individual and team characteristics and measures related to task performance and self-reported perceptions of the ASI. The results show that individual and emergent team profiles were able to characterize features of the team that predicted behavior and explain differences in perceptions of ASI. Further, the features of these profiles may interact differently when teams work with human versus ASI advisors. Most strikingly, our analyses showed that ASI advisors had a strong positive impact on low potential teams such that they improved the performance of those teams across mission outcome measures. We discuss these findings in the context of developing intelligent technologies capable of social cognition and engage in collaborative behaviors that improve team effectiveness.

Relational Coordination at the Primary-Secondary Care Interface: Insights from a Cross-Sectional Survey in the South Tyrolean Healthcare System.

Understanding the dynamics of teamwork and communication among healthcare professionals is crucial in the face of evolving healthcare challenges. This study assessed relational coordination among healthcare professionals in the South Tyrolean healthcare system in Italy, focusing on communication and teamwork dynamics in a cross-sectional survey. Using the validated Relational Coordination Survey (RCS) instrument and 525 completed online responses, the questionnaire aimed to understand the implications of different levels of relational coordination ratings by general practitioners, hospital physicians, nurses, and administrative personnel (response rate 26%). The demographics of the participants revealed a predominance of female professionals (64%), with an average age of 50 and 18 years of service. The resulting RCS scores varied significantly across professional groups, with nurses reporting the highest within-group scores, indicating moderate coordination, and administrators reporting the lowest scores, reflecting areas of weak coordination. Between-group relational coordination was generally perceived as weak across professional groups, with the least weakness observed between general practitioners and nurses. German or Italian language and health district affiliation emerged as significant factors influencing relational coordination ratings, highlighting the need for differentiated understanding and strategies in multilingual and diverse regional settings. Assessments of interdisciplinary feedback and referral practices highlight the variation in teamwork and communication weaknesses and underscore the need for targeted interventions to improve relational coordination. This study provides insights into the complexity of relational dynamics in health care settings. This suggests that improving relational coordination through tailored strategies could significantly improve team effectiveness, quality of patient care, and overall system efficiency.

A Socio-Emotional Framework to Understand Engagement in Engineering Student Project-Teams

Project-based design courses typically involve self-managed teams whose goal is to develop solutions to open-ended engineering problems. Due to their collaborative nature, team-based design courses are largely effective only if students participate and are engaged with both individual and team level learning and tasks. Despite efforts to improve team effectiveness, low engagement persists as a critical issue in engineering student project-teams. In this work, we present a socio-emotional conceptual framework to better understand how team member interactions affect the engagement of team members within engineering-student project-teams over time. It is proposed that this framework will be used to investigate previously overlooked characteristics of a team's social climate (including task interdependence, intra-team trust, and psychological safety) which may affect student engagement in the engineering project-team context. It is anticipated that this framework will provide novel insight into the social climate of the team environment and its effects on student engagement. Through better understanding these phenomena, we will be able to design curriculum to leverage this understanding and improve student engagement at a course-wide level.

Team complexity and care coordination for cancer survivors with multiple chronic conditions: a mixed methods study.

Little is known about the perceptions and experiences of care received from healthcare teams among cancer survivors with multiple chronic conditions (MCCs). Cancer survivors completed an online survey (N=441) of which 12 participated in an interview. Team complexity was operationalized based on team size, clinician specialties, and health system affiliation. Kilpatrick's Patient-Perceptions of Team Effectiveness (PTE) questionnaire measured team effectiveness. Constant comparative method was used to identify care coordination challenges and facilitators from interviews. Mean age at cancer diagnosis was 45 years (SD=14), 68% were 5 years from diagnosis, the most common cancer was breast (27%), and two-thirds had two or more pre-diagnosis comorbidities. Sixty percent rated both cancer and other condition(s) as taking priority. Team complexity varied from low (32%), moderate (49%), and high (20%). Eighty percent rated PTE overall as high, with variation by subscales: coordination (85%) and patient-family focus (47%). Higher team complexity was associated with lower PTE overall (p=0.049). Challenges were identified: sequential referrals with no integration across team members; no shared mental model among team; and cancer survivor having to "referee" conflicting care decisions. This mixed method study found an inverse relationship between team complexity and PTE-overall, where high-complexity teams had lower team effectiveness. Participants reported issues with the problem-solving abilities of their teams and felt like their contributions were not valued by their care team. Improving team effectiveness offers one way to leverage the expertise of multiple specialties to deliver integrated, patient-centered care for the growing population of cancer survivors with MCC.

OT Leaders’ Promotion of Best Practice in Quality Care Transitions

Abstract Date Presented 04/22/2023 This quantitative exploratory study explored how OT leaders and managers perceive OT’s role in fostering effective care transitions, what leadership qualities improve team effectiveness to ensure optimal care transitions, how leaders promote best practice to achieve optimal outcomes, and what barriers leaders and managers experience in ensuring quality care transitions within their practice setting. Primary Author and Speaker: Frank G. Czuba Additional Authors and Speakers: Margaret Cram, Dustin Hogan, Amanda Ryan Contributing Authors: Nancy Richman, Kayla Campbell

Handoffs and the challenges to implementing teamwork training in the perioperative environment.

Perioperative handoffs are high-risk events for miscommunications and poor care coordination, which cause patient harm. Extensive research and several interventions have sought to overcome the challenges to perioperative handoff quality and safety, but few efforts have focused on teamwork training. Evidence shows that team training decreases surgical morbidity and mortality, and there remains a significant opportunity to implement teamwork training in the perioperative environment. Current perioperative handoff interventions face significant difficulty with adherence which raises concerns about the sustainability of their impact. In this perspective article, we explain why teamwork is critical to safe and reliable perioperative handoffs and discuss implementation challenges to the five core components of teamwork training programs in the perioperative environment. We outline evidence-based best practices imperative for training success and acknowledge the obstacles to implementing those best practices. Explicitly identifying and discussing these obstacles is critical to designing and implementing teamwork training programs fit for the perioperative environment. Teamwork training will equip providers with the foundational teamwork competencies needed to effectively participate in handoffs and utilize handoff interventions. This will improve team effectiveness, adherence to current perioperative handoff interventions, and ultimately, patient safety.

Improving team effectiveness using a program evaluation logic model: case study of the largest provincial simulation program in Canada

Historically simulation-based education (SBE) has primarily focused on program development and delivery as a means for improving the effectiveness of team behaviours; however, these programs rarely embed formal evaluations of the programs themselves. Logic models can provide simulation programs with a systematic framework by which organizations and their evaluators can begin to understand complex interprofessional teams and their programs to determine inputs, activities, outputs and outcomes. By leveraging their use, organizational leaders of simulation programs can contribute to both

The Analysis of Team Effectiveness: Case Study in Sabcanty Company

Along with the times, many new start-ups have emerged, including students. However, as new start-ups emerged, it was also found that many failed start-ups were caused by the team. Therefore, team effectiveness is one of the most influential factors in the running of a start-up. Team effectiveness focuses on how a team can achieve the goals that have been determined and agreed upon by maximizing its resources and potential. Many models have been found regarding the variables that make up an effective team. In this study, researchers used a model from Google, namely the Aristotle Project Model. Project Aristotle's model is formed from five dynamics consisting of psychological safety, reliability, structure and clarity, meaning and impact. This study aims to determine how the effectiveness of the team affects the performance of the team and to find out how the performance of the team affects the achievement of OKR in Sabcanty company, a start-up company engaged in the fishing industry. In addition, this study was also conducted to identify the dynamics that have the most significant influence on team effectiveness. In this study, researchers used qualitative methods in the process of data collection and data analysis. At the end of this study, the author provides recommendations for companies to improve team effectiveness to optimize team performance and improve OKR achievement.

Learning From the Diverse Perspectives and Voice of Newcomers: A Contingency Model

New organizational members can be an essential source to work teams. Yet, it is unclear whether teams can leverage newcomers’ distinct backgrounds, knowledge, and expertise through communicative processes to improve team effectiveness. This study develops and tests a theoretical account of the efficacy of newcomer communicative behavior for boosting team effectiveness. In doing so, this study specified the circumstances in which a positive relationship between the two is likely to occur. Results ( N =160 teams) showed that newcomer voices’ positive influence on post-entry team performance was contingent upon individual-, team-, and organization-level boundary conditions, including age dissimilarity, team adaptability, and competitive intensity.

Learning From Highly Effective Teams: What Can We Apply to the Gastrointestinal Endoscopy Unit Team?

Learning From Highly Effective Teams: What Can We Apply to the Gastrointestinal Endoscopy Unit Team?

The Impact of Training on Human-Autonomy Team Communications and Trust Calibration.

This work examines two human-autonomy team (HAT) training approaches that target communication and trust calibration to improve team effectiveness under degraded conditions. Human-autonomy teaming presents challenges to teamwork, some of which may be addressed through training. Factors vital to HAT performance include communication and calibrated trust. Thirty teams of three, including one confederate acting as an autonomous agent, received either entrainment-based coordination training, trust calibration training, or control training before executing a series of missions operating a simulated remotely piloted aircraft. Automation and autonomy failures simulating degraded conditions were injected during missions, and measures of team communication, trust, and task efficiency were collected. Teams receiving coordination training had higher communication anticipation ratios, took photos of targets faster, and overcame more autonomy failures. Although autonomy failures were introduced in all conditions, teams receiving the calibration training reported that their overall trust in the agent was more robust over time. However, they did not perform better than the control condition. Training based on entrainment of communications, wherein introduction of timely information exchange through one team member has lasting effects throughout the team, was positively associated with improvements in HAT communications and performance under degraded conditions. Training that emphasized the shortcomings of the autonomous agent appeared to calibrate expectations and maintain trust. Team training that includes an autonomous agent that models effective information exchange may positively impact team communication and coordination. Training that emphasizes the limitations of an autonomous agent may help calibrate trust.

Longitudinal team training program in a Norwegian surgical ward: a qualitative study of nurses\u2019 and physicians\u2019 experiences with implementation

BackgroundTeam training interventions to improve team effectiveness within healthcare are widely used. However, in-depth knowledge of how healthcare professionals experience such team training curricula and their implementation processes, as well as how contextual factors impact implementation, is currently missing. The aim of this study is therefore to describe healthcare professionals’ experiences with the implementation of a longitudinal interprofessional team training program in a surgical ward.MethodsA descriptive design was applied based on qualitative semi-structured focus group interviews with 11 healthcare professionals. A convenience sample of physicians (n = 4), registered nurses (n = 4), and certified nursing assistants (n = 3) was divided into three professionally based focus groups, which were interviewed at three time intervals over a period of 1 year.InterventionThe validated and evidence-based team training program Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS) was implemented in a surgical ward at a hospital between January 2016 and June 2017. The team training program included three phases: 1) assessment and planning, 2) training and implementation, and 3) sustainment.ResultsHealthcare professionals’ experiences with the content of the team training program varied from valuing the different elements of it to seeing the challenges in implementing the elements in clinical practice. A one-day training course was found to be especially beneficial for interprofessional collaboration at the ward. Over time, the nursing staff seemed to maintain their motivation for the implementation of the tools and strategies, while the physicians became less actively involved. Contextual ward factors influenced the adoption and utilization of the tools and strategies of the program both positively and negatively. The healthcare professionals’ experienced the implementation of the team training program as positive for the patient safety culture at the ward in the forms of increased awareness of teamwork and open communication.ConclusionsThe study suggests that the implementation of a team training program in a surgical ward is dependent on a set of factors related to content, process, context, and impact. Knowledge on how and why a team training program work supports the transferability to clinical practice in further planning of team training measures.Trial registrationThe study is part of a larger research project with a study protocol that was registered retrospectively on 05.30.17, with the trial registration number ISRCTN13997367.

Leveraging leadership, collaboration,and decision-making to improve team effectiveness: a case of Education Gathering Group (EGG) Alumni Network in Kayin State, Myanmar

This article is survey-based research, comprising of two objectives, 1). to examine the current situations of leadership, collaboration, and decision making to improve team effectiveness of the Education Gathering Group (EGG) Alumni Network in Kayin State, Myanmar, and 2). to propose key developmental opportunities to improve team effectiveness. Research design, data, and methodology: The research site is Kayin State, Myanmar, with a total actual sample of 124 respondents who completed the survey. The instrument employed is a structured questionnaire, which is IOC validated and Cronbach Alpha Co-Efficient tested. The sampling technique is purposive sampling. Data is quantitative and treatments, comprise descriptive statistics, inferential statistics, and Pearson correlation. Key findings indicated that leadership (p=0.00, r=0.479) and decision-making (p=0.00, r=0.408), which indicated a significant correlation with team effectiveness, and collaboration (p=0.054, r=0.173), which indicated insignificant correlation. Five sets of recommendations are proposed, including strengthening the collaboration and upgrading network's activities, increasing communication to minimize misunderstanding among members, managing the perception by activating a sense of ownership, co-creating the alumni network by embracing the entrepreneurial of the voluntary network, and investing in a full-time post who orchestrates on-going activities of the EGG alumni network

Team Interaction Strategies for Human–Autonomy Teaming in Next Generation Combat Vehicles

The current study focuses on improving team effectiveness in Next Generation Combat Vehicles (NGCVs) that combine humans, intelligent agents, and unmanned assets working together toward common goals, “teaming”, through the development of interaction strategies for this future contextual domain. Twenty interaction strategies were derived from three objectives to account for system changes anticipated from the introduction of NGCVs. In particular, consideration is given for improving awareness of team members, maintaining flexible coordination, and working within the constraints of the new environment. Future work should focus on validating the strategies and the implementation of strategies into NGCV design.

Shaping positive and negative ties to improve team effectiveness: The roles of leader humility and team helping norms

Managing and harmonizing intragroup relationships are critical for effective team leadership. Though previous studies have confirmed how team leaders promote positive ties in work teams, it remains unclear whether or how they can benefit the team by helping to reduce negative ties. How can team leaders simultaneously encourage positive ties and prevent negative ties to elevate team effectiveness? Drawing on social ledger theory and leader humility, we propose that humble leaders can improve team performance and viability through first influencing intragroup positive and negative tie density and thereby promoting team-helping norms. In Study 1 (70 professional work teams), we find that leader humility is associated with elevated team-helping norms and team effectiveness through lower levels of hindrance density rather than promoting friendship density. In Study 2 (50 retail teams), we replicate Study 1 but additionally control for transformational leadership. The results suggest that the positive association between leader humility and friendship density becomes insignificant after transformational leadership is considered, whereas the association between leader humility and hindrance density remains significant. This research contributes to the literature by illuminating how leadership is associated with team social networks and highlights practical implications for managing professional teams and developing team leadership.

The Impact of Full-Scale Simulation Training Based on Kolb's Learning Cycle on Medical Prehospital Emergency Teams: A Multilevel Assessment Study.

Using simulation to train teams in out-of-hospital cardiac arrest management is recommended to improve team effectiveness. The aim of this study was to assess the impact of a specific cardiac arrest management simulation training program inspired by the principles of Kolb's learning cycle. All the staff in a medical prehospital emergency unit participated in this program. Both individual and team levels were evaluated: on an individual level, we assessed attitudes toward training and medical knowledge of cardiac arrest management; on a team level, we assessed team behavior during simulated cardiac arrest and learning transfer in clinical practice. In addition to the satisfaction of the participants, the results showed a positive effect on medical knowledge and team behavior and an improvement in the management of patients suffering cardiac arrest. These findings confirm the usefulness of a simulation training program containing the 4 steps of Kolb's cycle for emergency teams.

A Combination of Self-debriefing and Instructor-led Debriefing Improves Team Effectiveness in Health Science Students.

Debriefing is considered a critical component of simulation-based learning, but the differences between different debriefing methods remain unclear. The purpose of the study was to investigate the effectiveness of the debriefing assessment, problem-solving process, and team effectiveness among students who received instructor-led debriefing, self-debriefing, and combined debriefing. An experimental design was conducted with 250 students (nursing, physiotherapy, and occupational therapy). Differences in the Debriefing Experience Scale (DES), Problem Solving Inventory (PSI), and Communication and Teamwork Skills (CATS) assessment between the groups were measured. In nursing students, the combined debriefing group had the highest scores for the CATS assessment (P < .001) and for the coordination (P < .001), cooperation (P = .012), and communication (P = .002) categories. No significant differences were observed between debriefing groups for DES or PSI. Combined debriefing improves communication and team skills in students. Educators might promote combined debriefing after simulation sessions as it seems to improve team effectiveness.

Measuring team effectiveness in healthcare: A comprehensive and practical tool.

e19188 Background: Publication trends reveal that research on teams and teamwork in healthcare has surged over the past decade. Efforts to improve team effectiveness have also become pervasive, with team training being identified as a top strategy for improving patient outcomes. Unfortunately, measures of team effectiveness in the literature vary greatly and are aimed largely toward clinical teams. The aim of this effort, therefore, is twofold: (1) to provide a tool that can be adapted and used to diagnose performance and guide targeted team training across team types, and (2) to further our understanding of teams across all areas of a healthcare system (clinical, research, and administrative) by providing a standard measurement tool. Methods: We began with a comprehensive framework of team effectiveness developed through a top down (i.e., literature review) and bottom-up (i.e., focus groups, interviews) approach. The framework includes 23 constructs identified as critical to teams (e.g., clear roles, supportive culture, conflict management, shared mental models). Next, three subject matter experts (SMEs) identified and compiled measures of team effectiveness published in the healthcare teams literature. Items were reworded as needed to be generally applicable across healthcare team types. The three SMEs then matched each revised item to the framework by independently labeling each with the framework construct it best represents. Items on which 2 out of 3 experts agreed were kept, and new items were generated as needed for construct coverage resulting in a refined item bank. This item bank was again independently rated on quality of item (e.g., clarity, avoidance of double-barreled questions) and construct representativeness (i.e., ensuring the most important aspects of each construct were captured). Two additional subject matter experts then reviewed the ratings, and kept the top five rated items for each construct, ensuring full coverage of the construct (i.e., removing items that were duplicative and tapped the same part of a construct). Results: The processes above resulted in a measure with 115 items that capture 23 fundamental constructs for teams in healthcare. Conclusions: The measure developed is applicable across team types. It can be adapted and used to diagnose team performance, inform training, and further understanding of what facilitates effective teamwork in multi-team systems performing diverse functions across the healthcare system.