Team Integration Research Articles

Integrated physical and mental management for China's elderly: insights from Long-gang District, Shenzhen.

China is in a period of rapid population aging. The total population of the elderly aged 60 and above in mainland China was 264 million in 2020, and is the country with the largest elderly population in the world, which is home to 1/5 of the world's older people. The urgency of actively coping with the aging population has never been greater, and China has raised it to the height of national strategy. To this end, China has issued several plans and projects on aging work. Many of them include multiple overlapping components. The management of physical illness and mental illness in the elderly is over-differentiated and segmented. However, it is common for older adults with complex health problems. The body and mind are inherently integrated and interact with each other, and should not be separated. There is an urgent need for integrated healthcare services for the physical and mental health of the elderly population. The national basic public health services play an important role in early detection and awareness of health problems for the elderly in community health services. This paper introduces the elderly health management services, one of the national basic public health projects, and the psychological care project for the elderly in Shenzhen, Guangdong Province, China. Taking Long-gang District's exploration of the joint management of physical and mental health of the elderly as an example, this review discusses the difficulties of the elderly health work, and the feasibility of integrating the elderly mental health and physical health in medical care. We outlook to build an integrated platform for physical and mental health of the elderly in China. Focus on the needs of older population, strengthen community health services, build a integrative team, fully publicize and improve health literacy of the elderly, link up and down and work together, improve coordination between providers of medical care and social services. It is of great significance to construct a strong public health system for the elderly and promote the realization of the grand goal of Healthy China.

The Relationship between Patients' Demands and Workplace Violence among Healthcare Workers: A Multilevel Look Focusing on the Moderating Role of Psychosocial Working Conditions.

Workplace violence against healthcare workers is a widespread phenomenon with very severe consequences for the individuals affected and their organizations. The role played by psychosocial working conditions in healthcare workers' experiences of violence from patients and their family members has received relatively scant attention. In the present study, we investigated the idea that psychosocial working conditions (workload, job control, supervisor support, and team integration), by affecting the well-being and job performance of healthcare workers, play a critical role in the relationship between patients' demands and the escalation of workplace violence. Specifically, we tested the hypothesis that psychosocial working conditions moderate the relationship between patients' demands and workplace violence. Participants were 681 healthcare workers distributed in 55 work groups of three public healthcare facilities in Italy. Multilevel analysis showed significant interactions between patients' demands and each of the investigated psychosocial factors on workplace violence, which in all the cases were in the expected direction. The results suggest that improving the quality of the psychosocial work environment in which healthcare workers operate may be a critical aspect in the prevention of workplace violence.

Roles and Responsibilities of Community Health Workers in Louisiana Medicaid Managed Care Organizations.

We explored the roles of community health workers (CHWs) working in Medicaid Managed Care Organizations in Louisiana by conducting 10 interviews with CHWs, supervisors, and administrators. We identified 6 themes: CHWs' backgrounds and training; roles as they related to nationally recognized competencies; team integration; who CHWs serve and how members are identified; metrics for success; and the effects of COVID. CHWs are hired for their community connections. CHWs generally do not receive core competency training, and they focus primarily on improving individual-level health outcomes. Administrators and supervisors may need training and support on CHW competencies, supervision, and using common evaluation indicators.

Beyond mere respect: new perspectives on dignity for healthcare workplace learning.

Although dignity in workplace learning in healthcare is gathering interest, we know little about stakeholders' conceptualizations in this area across professional groups. Dignity breaches in workplace learning are common, often with serious and long-lasting consequences for the affected. Conceptualizations shape behaviours and experiences. To prevent dignity violations in students' learning, it is thus important to understand stakeholders' understandings of the topic. This study therefore explores the dignity conceptualizations around workplace learning that students, placement educators and university staff hold across seven allied health professional groups. Using a social constructionist perspective, we conducted individual and group narrative interviews (n = 51) with students, placement educators and university workplace learning staff from seven allied health professional groups. We used the 5-step Framework Analysis to explore and develop themes, identifying differences and similarities across stakeholder groups. We identified eight distinct, yet interrelated, dimensions of dignity from participants' narratives: dignity as respect, dignity as self-x (the various relationships we have with ourselves), dignity as feeling safe, dignity as understanding otherness, dignity as supporting others, dignity as equality, dignity as professionalism, and dignity as belonging. Dignity as respect was identified across all participants, although mutual respect and a culture of respect were only present in academic participants' talk. The remaining seven dimensions all present important factors extending our understanding of the construct of dignity. In line with existing research, our study identifies the absence of an unambiguous, positive conceptualization of dignity in workplace learning among stakeholders. It adds novelty in two ways: by identifying dignity dimensions that require informed action beyond respecting others, and by revealing a tension between dignity as professionalism and dignity as equality. We suggest revising existing dignity concepts in workplace learning to address this tension and to reinforce that active care, team integration and skilled support are all non-negotiable elements of dignified behaviour within workplace learning.

Expanding Access to Comprehensive Geriatric Evaluation via Telehealth: Development of Hybrid-Virtual Home Visits

BackgroundIn response to the aging population, the Department of Veterans Affairs (VA) seeks to expand access to evidence-based practices which support community-dwelling older persons such as the Geriatric Resources for Assessment and Care of Elders (GRACE) program. GRACE is a multidisciplinary care model which provides home-based geriatric evaluation and management for older Veterans residing within a 20-mile drive radius from the hospital. We sought to expand the geographic reach of VA-GRACE by developing a hybrid-virtual home visit (TeleGRACE).ObjectivesThe objectives were to: (1) describe challenges encountered and solutions implemented during the iterative, pre-implementation program development process; and (2) illustrate potential successes of the program with two case examples.DesignQuality improvement project with longitudinal qualitative data collection.Program DescriptionThe hybrid-virtual home visit involved a telehealth technician travelling to patients’ homes and connecting virtually to VA-GRACE team members who participated remotely.Approach & ParticipantsWe collected multiple data streams throughout program development: TeleGRACE staff periodic reflections, fieldnotes, and team meeting notes; and VA-GRACE team member interviews.Key ResultsThe five program domains that required attention and problem-solving were: telehealth connectivity and equipment, virtual physical examination, protocols and procedures, staff training, and team integration. For each domain, we describe several challenges and solutions. An example from the virtual physical examination domain: several iterations were required to identify the combination of telehealth stethoscope with dedicated headphones that allowed remote nurse practitioners to hear heart and lung sounds. The two cases illustrate how this hybrid-virtual home visit model provided care for patients who would not otherwise have received timely healthcare services.ConclusionsThese results provide a blueprint to translate an in-person home-based geriatrics program into a hybrid-virtual model and support the feasibility of using hybrid-virtual home visits to expand access to comprehensive geriatric evaluation and ongoing care for high-risk, community-dwelling older persons who reside geographically distant from the primary VA facility.Graphical

Breaking the Barriers: BIM Adoption Challenges in Quantity Surveying Firms of Northern Malaysia

The Malaysian construction industry plays a crucial role in generating national wealth. To realize the vision of Malaysia as a well-developed nation, adopting technologies and innovations is critical for the industry, particularly as the country advances towards the Fourth Industrial Revolution (IR 4.0). Building Information Modelling (BIM) is one such process, supported by various tools, that significantly enhances construction project efficiency while easing the workload of industry professionals. As integral construction team members, quantity surveyors are poised to benefit from BIM in improving their cost estimation and planning processes. However, various challenges and barriers have hindered the full implementation of this innovation. The focus of this paper is to identify the barriers to BIM implementation within the northern region of Malaysia, a topic that has become increasingly relevant as Malaysia moves towards the Fourth Industrial Revolution (IR 4.0). Data collected from a survey of 22 QS firms revealed that the top two barriers are the high cost of operating BIM software and the high cost of training. Based on these findings, it is recommended that the government provide incentives to encourage QS consultants to invest in BIM technology.

Research on the Reform Path of Curriculum Civics Integrating into Online Learning Teaching and Learning for Law Majors in the Era of Artificial Intelligence

Abstract With the rapid development of information technology, online learning of legal specialty in the era of artificial intelligence has become a significant trend. This study explores the pedagogical reform path of integrating course ideology into online learning for law majors. Multiple linear regression models and Apriori association rule algorithms were used to analyze the learning effects of 457 law students. The integration of the course Civics and Politics significantly impacted students’ learning outcomes, especially showing significant differences among students of different genders and grades. Different genders showed significant differences (p<0.05) in course teaching integration and faculty. Significant differences were also observed among students of various grades regarding integration of course materials, teaching, and teacher team integration. The Pearson product-difference correlation analysis of the variables of course civics integration into law teaching found that talent cultivation goal integration, course textbook integration, course teaching integration, and teacher team had significant positive correlations with learning outcomes. These findings were further validated by the association rules mined by the Apriori algorithm. The student learning outcomes are more likely to achieve excellence when the scores for course material integration and teaching integration are high. This study provides an effective pedagogical reform path for integrating civics into online learning for law majors, which significantly enhances students’ learning effects.

An Empirical Investigation of the Antecedents and Consequences of Integration Team Ambidexterity in Multiteam Systems-Based Projects

An Empirical Investigation of the Antecedents and Consequences of Integration Team Ambidexterity in Multiteam Systems-Based Projects

Using Infographics to Strengthen Academic Integrity: An Experience of the School of Educational Sciences of the Distance State University of Costa Rica

This article is a systematization of the experience carried out by the Academic Integrity Team (ETIA in Spanish) of the School of Educational Sciences (ECE in Spanish) of the State Distance University of Costa Rica (UNED in Spanish), with the aim of raising awareness of academic integrity as a response to the increase in fraudulent practices that occurred during the year 2020, as a result of the massive virtualization of subjects, on account of the COVID-19 pandemic. Seeking to transcend the traditional punitive approach to academic fraud used as a strategy, two series of ten infographics were produced, under three key axes (awareness training, theoretical, and reflective), which address both regulatory theoretical aspects of academic fraud and plagiarism, as well as surrounding elements of learning that affect academic success. Having said this, the main result of the experience was that the work carried out by the ETIA was reflected in a reduction in the number of complaints about academic fraud and the like filed with the ECE, which suggests not only the relevance of the strategy, but also of the theoretical axes that guided it.

Modeling informational faultlines: Team epistemic motivation, team behavioural integration process, and team innovation stages

Based on the social information processing theory, our paper constructs a dual-channel mediation model in which informational faultlines affect team innovation in two stages (idea generation and idea implementation) through the process of team behavior integration (team joint decision and team mutual collaboration) under the moderating effect of team epistemic motivation. Based on empirical analysis conducted on a sample of 50 teams collected from multiple sources and time points, our study reveals that team joint decision and team mutual collaboration respectively mediate the relationship between informational faultlines and idea generation and idea implementation. Team epistemic motivation has differential moderating effects on the relationship between informational faultlines and team behavior integration (team joint decision and team mutual collaboration) and team innovation in two stages (idea generation and idea implementation). The research conclusions enrich the theoretical achievements in the field of team faultlines and innovation, and have important guiding significance for diversified team innovation management practices.

The integration movement by a central stimulation team or integrator: 8 success factors from Leuven Cares (Zorgzaam Leuven)

The “Leuven Cares” (Zorgzaam Leuven) project started in 2018 as a government supported change management project, focusing chronic care integration. It covers and uses the officially defined primary care zone of Leuven (102.000 inhabitants). The project Zorgzaam Leuven is created thanks to the funding of the federal government Integreo.be, and the contribution of 60 local organizations in Leuven.
 As a basic methodology Leuven Cares opts for an ‘integrator’, i.e. a centrally stimulated integration movement amongst all professional caregivers and their local organizations, using the principles of integrated care and a population health approach. The central integrator functions as a back office.
 A broad array of actions were needed to develop this centrally stimulated integration movement, initially by co-creation and cooperation with a broad field of existing initiatives. All initiatives were brought in line and actively supported by a new central integrator team, that focused on multiple key activity areas.
 We have gained insights into the success factors that have led to the “integration movement by central stimulation” (in random order):
 1.The integrator structure functions as a back office to permanently catalyze the transition towards integrated care.
 2.The integrator is defined as the involvement of up to 40 liaison persons working within the 60 collaborating organizations, and a small central support team. The structure of the support team is lean, effective and stays integrated with all partner organizations through the close cooperation with 40 liaison persons.
 3.The integrator facilitates a co-creation attitude in all aspects of the project. Up to 60% of the professionals are voluntarily united in primary care neighborhood teams.
 4.The integrator works in line with a shared plan for the region with the focus on population health and provides regular updates based on continuous evaluation of care interventions.
 5.Involvement of patients and informal caregivers is a basic principle in care planning and caring neighborhoods.
 6.The integrator provides nudge-wise financial incentives to support integrated care starting from a population health approach, which is crucial for ‘double accountability’.
 7.Academic researchers are involved within the integrator, to implement and evaluate interventions with proof of concept.
 8.Shared communication for professional caregivers and patients is provided by the central support team, in co-creation with all partner organizations.
 The Leuven Cares project is an ongoing integrated care project. To date, the process shows good voluntarily and motivated participation of professional caregivers and their organizations. Among several other success factors a strong central integrator team supporting the transition towards integrated care is essential to support this transition towards more and sustainable integrated care.
 The next steps for Leuven Cares include developing methods to spread the best practices, including an integration team, to other regions. The roll-out will be gradual, with specific evaluation of context-dependent factors influencing the process towards integrated care.

Integrated neighborhood teams in the chronic care project 'Leuven Cares' (Zorgzaam Leuven)

In the city of Leuven, ‘integrated neighborhood teams’, as the smallest building blocks of primary care networks, work together facilitated by ‘Leuven Cares’ and driven by population health management and clinical guidelines for the most common chronic diseases.
 Primary caregivers from different professional backgrounds and working in the same neighborhood cooperate to provide structured and coordinated care.
 The targeted patient groups are their shared most vulnerable population with complex needs.
 In 2018 Leuven Cares started founding neighborhood teams. Via a bottom up approach, primary care providers were stimulated to unite in neighborhood oriented networks. Frameworks and local actions for integrated care are elaborated by the neighborhood teams, who act on the level of the neighborhood, while individual teams at patient level do apply them. To start with, risk stratification based on queries in the electronic records helps the teams to indicate what population(s) to focus most on. Than agreements are made for disease management in patients with chronic diseases and care protocols for patients with increased care needs. Stratification helps to see parallelism and complementarity in existing interventions and actions. It also points out where gaps exist that are not covered with usual care. Proactive care, profound coordination of care for complex needs, care planning, empowerment of patients to control their own care process are items that are focused on in the local teams.
 More specific, those frameworks make sure that every patient has access to a care plan that is spoken trough and clear. Items of this care plan are medical follow up and coordination of care, medication coordination, healthy lifestyle, mental wellbeing, prevention etc…
 An individual care plan structures the fragmented care and supports communication between the individual caregivers. An even more important goal of this plan is the possibility for the individual patient to take control over his own care process. For people who are not capable to coordinate their own care, support can be given by the local network. One team member, with a specific focus takes on a coaching role in care coordination This team member can supervise the individual care process for those who cannot do it alone, or can even take over coordination if needed.
 General team processes are supported by the team coach, acting as an operational manager, who assists the team in focusing on the long-term vision, in the implementation of the framework, in gathering data of what happens in the local actions etc.
 
 This results in eight multidisciplinary primary care teams that are progressively engaged to provide integrated care to their shared, most vulnerable population. In these teams up to 60% of the primary caregivers are involved to support the needs of 4000 included patients (October 2022).
 Leuven has been our testing ground to develop these co-acting teams. The overall population of this city is already very divers. On the other hand, our model is not tested for smaller less divers cities, and more rural neighborhoods.
 Next steps are to find out whether our model is implacable for other environments. 
 
 
 
 "

Exploring the experiences and perceptions of coaches, athletes, and integrated support teams towards the management of three national Paralympic teams

This study explored the experiences and perceptions of coaches, athletes, and integrated support teams towards the management of three Paralympic teams across North America and Europe. Six focus groups with athletes, three interviews with head coaches, and 10 interviews with support team members were conducted and analyzed using a reflexive thematic analysis. Our analysis resulted in three overarching themes to portray the coaches’ role and behaviours in managing their (1) athletes, (2) integrated support teams, and (3) team as a collective unit. All teams were made up of a diverse group of athletes that required individualized considerations regarding age, finances, and disability. Coaches were successful when they fostered autonomy and managed interpersonal conflict by utilizing their integrated support teams to foster cohesiveness. This study provides an in-depth view of the role of the coach in managing national parasport teams by incorporating multiple perspectives from three teams around the world.

Integrated care with families with multiple and complex problems. An in-depth view

Introduction: Complex problems regarding child development and parenting require integrated services and efforts of all those involved: parents, children and professionals from different organisations (both youth and adult services). In this session, we present results and bundle insights from three practice-oriented studies on integrated services. Based on an analysis of similarities in our studies, we focus on the collaboration among professionals and between clients (families/parents, children) and professionals.
 Why a workshop? We are practice researchers in the Netherlands, who organized themselves in a network in order to exchange experiences and knowledge. in this workshop, we aim to create a joint learning process with the participants of the session, by inviting them to reflect on their own practice, based on the joint lessons from the various research projects.
 For who? The target group of this workshop are researchers, policy makers, managers, practitioners. Our studies focuses on services for youth and families.
 Session: The workshop starts with a short presentation of 1) a literature review and 2) pitches from the three research projects. The three projects focus on integrated services, each with a specific target group (serious and long-term problems in families; domestic violence; children aged 18-27 years not in education, employment, or training.
 The first study discusses a qualitative action research into an integral specialist working method for families with multiple and complex problems. The study followed five integrated care teams, by observing their multidisciplinary care meetings and by conducting interviews with various stakeholders.
 The second study discusses a participatory action research into the collaboration in domestic violence cases in which a network organisation is involved that supports integrated services in very complex situations. Participants in this study developed a discussion tool for multidisciplinary case meetings, which will be presented in the workshop.
 The third study focuses on the outcomes of a intervention for uneducated and unemployed young adults (aged 18 to 27) who avoid care. After intervention, 85% of the participants completed their education, went back to school, or got (volunteer) work. Frequent and persistent contact and renewed confidence in one’s own capacities are crucial for intervention success.
 Although the focus differs in terms of target group, research design and outcomes, each of the projects shows the importance of collaboration with clients and among professionals.
 Then we will discuss in small groups three topics with the participants: 
 1.How can we encourage shared decision-making with clients in multidisciplinary case meetings?
 2.How can professionals keep learning and improving integrated care?
 3.How can integrated services be financed sustainable?
 The workshop participants will be divided into three groups. Participants will discuss challenges and successes they face.
 Program:
 1.Introduction (5 min.)
 2.Presentation of all three studies (25 min.)
 3.Two rounds: Discussion of the three topics in small groups (40 min.)
 4.Brief reaction on the results from the small groups (10 min.)
 5.Take home message (5 min.)
 How to summarize the take home messages? We end up with lessons learned and sum these up in take home messages.
 
 

Preference of the patient's family for family-centred care in a paediatric hospital.

To explore the dimensions of family-centred care preferred by families of paediatric inpatients in a public healthcare setting. The qualitative study was conducted at the National Institute of Child Health, Karachi, from October 2021 to August 2022, and comprised family members of the hospitalised children. Data was collected through three focus group discussions that were guided by a semi-structured questionnaire. Using the five-step Fereday and Muir-Cochrane guidelines, data was coded and subjected to thematic analysis. Of the 21 subjects, 13(62%) were males and 8(38%) were females. The overall mean age was 32.24±7.58 years (range: 18-50 years). In terms of relationship with the patient, 9(43%) were fathers and 6(28.6%) were mothers. Each focus group discussion had 7(33.3%) subjects. Thematic analysis showed that the participants perceived family-centred care positively. Eight categories emerged depicting family perception and experience of family-centred care in a tertiary-care setting. The participants perceived family-centred care respectful and empathic towards patients' families, making them integral care team members.

Retraction: Effect of adjunctive vaginal progesterone after McDonald cerclage on the rate of second-trimester abortion insingleton pregnancy: A randomized controlled trial.

M. K. Ali, S. E. Ahmed, G. H. Sayed, E. Y. Badran, A. M. Abbas. (2020), Effect of adjunctive vaginal progesterone after McDonald cerclage on the rate of second-trimester abortion in singleton pregnancy: a randomized controlled trial. International Journal of Gynecology & Obstetrics, 149: 370-376. https://doi.org/10.1002/ijgo.13148 The above article, published online on 04 April 2020 in Wiley Online Library (wileyonlinelibrary.com), has been retracted by agreement between the authors, the journal Editor-in-Chief, Professor Michael Geary, the International Federation of Gynecology and Obstetrics, and John Wiley and Sons Ltd. Concerns were raised regarding the integrity of the data for this study, and the authors were asked to provide the raw data for review by the journal. On evaluation of the available data by the journal's research integrity team, several inconsistencies were found within the dataset, including non-random sequences which call into question the validity of the data. Subsequently, the authors carried out a full review and reanalysis of the data and discovered a considerable number of transcription errors, indicating significant discrepancies from the conclusions reported in the study. As such, the data for this study cannot be considered reliable and the journal is issuing this retraction.

Work Characteristics Needed by Middle Managers When Leading AI-Integrated Service Teams

Artificial intelligence (AI) is a significant part of digital transformation that signifies new requirements for middle managers in AI-integrated work contexts. This is particularly evident in financial service industries. Given the significance and rapidity of this technological transition, this case study investigated how middle managers perceived the impacts of AI system integration on their work characteristics. Interview data were gathered from 25 middle managers of a company providing financial services. The data were analyzed using the Gioia method. The findings showed that the AI systems applied in the case company were perceived as technical tools (mechanical AI) or coworkers (thinking AI and feeling AI), which had different impacts on middle managers’ work characteristics and the relationship between humans and AI systems. The middle managers’ work characteristics included contextual, task, competence, social, and relationship characteristics. Regarding the relationship characteristics, this study shows theoretically distinct human–AI relationship types. The findings are organized into a conceptual framework. AI system integration in service teams is a complex phenomenon that makes middle managers’ work more demanding and requires balancing and managing multiple challenges and dialectical tensions. The findings inform the selection and training of managers according to changing work characteristics in the digital age.

Retraction: Isosorbide mononitrate versus alendronate for postmenopausal osteoporosis.

Nabhan, A.F. and Rabie, N.H. (2008), Isosorbide mononitrate versus alendronate for postmenopausal osteoporosis. International Journal of Gynecology & Obstetrics, 103: 213-216. https://doi.org/10.1016/j.ijgo.2008.07.011 The above article, published online on 21 September 2008 in Wiley Online Library (wileyonlinelibrary.com), has been retracted by agreement between the journal Editor in Chief, Professor Michael Geary, the International Federation of Gynecology and Obstetrics, and John Wiley and Sons Ltd. Concerns were raised by a number of third parties regarding the authenticity of the data and results presented in this study. In light of these concerns, the authors were asked to provide the raw data for the study. The authors cooperated fully and provided the raw data. Following review of the raw data by the journal's research integrity team, it was found that there were highly similar sequences of values of in the data for the two study groups, suggesting duplication of data. Since the data of are incompatible with randomisation, this invalidates the study results and gives rise to considerable uncertainty around the observed effect of the intervention. As a result, the journal is issuing this retraction.

Exploring pathways to project success through project delivery team integration: a qualitative comparative analysis

Integration within project delivery teams can improve project outcomes in the building construction industry. However, integration across multiple firms and disciplines can be more challenging to manage, when compared to functionally organized, or siloed, teams. Given that resources to manage integration are limited and that most teams are only partially integrated in practice, this research seeks to explore pathways for their success. Using data collected from ten completed projects in the U.S., a fuzzy-set qualitative comparative analysis was performed to identify which combinations of six dimensions of integration were sufficient for improved project performance. The analysis revealed six distinct and highly consistent pathways to success, as evaluated by the criteria of being on-budget, on-time, or achieving the planned sustainable certification. Across all pathways, having a single team focus and equitable team relationships were the only dimensions consistently found in pathways leading to desirable project outcomes. Other dimensions, such as co-location, seamless operation across organizational boundaries, and a no-blame culture were found in pathways to both desirable and undesirable project outcomes, depending on their combination with other dimensions. These results contribute to theories on implementing team integration, suggesting that fully integrated teams are not always necessary for success. Instead, integrated teams that can work collaboratively, while still maintaining organizational separation or autonomy, can be as effective. While the study does not enable the identification of all possible pathways to success, it provides guidance to practitioners by highlighting a small subset of pathways, giving greater flexibility in managing integration within their teams.

When I Don't see me, Am I seen? Race and student perception of the surgery clerkship

IntroductionIncreasing interest in general surgery from students who are Under-Represented in Medicine (URiM) is imperative to advancing diversity, equity, and inclusion efforts. We examined medical student third year surgery clerkship evaluations quantitatively and qualitatively to understand the experiences of URiM and non-URiM learners at our institution. MethodsEvaluations from 235 graduated medical students between the years of 2019 and 2021 were analyzed. T-tests were used to compare numerical data. Free-text comments were qualitatively analyzed using inductive thematic analysis by two independent reviewers with conflicts resolved by a third. ResultsEvaluations were completed by 214 non-URiM students (91.1 ​%) and 21 (8.9 ​%) URiM students. There were no significant differences between URiM and non-URiM students in ratings of faculty and resident teaching. When asked whether residents were positive role models for patient care, non-URiM students were more likely than URiM students to agree (3.284 vs. 2.864, p ​= ​0.040). When asked whether they considered faculty to be positive role models, non- URM students were also more likely to answer affirmatively than URiM students (3.394 vs. 2.909 p ​= ​0.013). Qualitative comments were similar between the two groups. When asked what the strengths of the clerkship were, the most commonly evoked theme was “interactions with team” with subthemes of “team integration” “feeling valued” and positive “faculty” or “resident” interactions. “Operative experience” was the second most commonly evoked strength of the clerkship. The most common criticisms of the clerkship involved “negative interactions with team” with subthemes of “not prioritized above other learners” and “ignored.” Negative “academic experience” was the next most commonly evoked weakness, with an affiliated theme of “lack of teaching.” ConclusionsURiM students are less likely than non-URiM students to see surgical residents and faculty as positive role models. Integrating medical students into the team, taking time to teach, and allowing students to feel valued in their roles improves the clerkship experience for trainees and can contribute to recruitment efforts.