Team Quality Research Articles

프로야구 유튜브 품질이 재시청의도와 직접관람의도에 미치는 영향과 팀동일시의 조절효과

The purpose of this study is to explore the effect of YouTube quality of professional baseball teams on flow, surrogate satisfaction, re-watching and onsite watching intentions. A total of 303 valid responses were analyzed. The novelty and vividness of YouTube quality had positive effects on flow, surrogate satisfaction, re-watching intention, and onsite watching intention. In the group with high team identification, the effects of surrogate satisfaction on re-viewing and onsite watching intentions were higher. This study has academic value in that it confirmed the effects of YouTube''s quality on both of re-watching and onsite watching intentions. Also, the moderating effects of team identification were confirmed through ANOVA. The findings of this study suggest marketing strategies to increase onsite watching intentions via YouTube quality improvement during the “with Corona” period.

Can You Spare 100 Days? The Allogeneic Hematopoietic Cell Transplant Caregiver Requirement

Allogeneic hematopoietic cell transplantation (alloHCT) is a potentially curative treatment for patients diagnosed with blood cancers (e.g., acute myeloid leukemia), and blood disorders (e.g., sickle cell disease). It is a resource intensive treatment that generally requires a long hospital stay and recovery period. Patients are often required to have a caregiver to proceed with alloHCT, and if continuous caregiver support is not available, alloHCT likely will not be a treatment option. Few studies have described caregiver requirements or looked at the effect of these requirements on access to alloHCT. To learn more about caregiver requirements and perspectives on those requirements, we conducted web-based focus groups with alloHCT social workers who worked with adult patients at United States (US) transplant centers (TCs) from May-July 2022. Web-based interviews with adult alloHCT recipients, caregivers of adult alloHCT recipients, and physicians/advanced practice professionals (APPs) will also be conducted. Twenty-two social workers from TCs across the US (Midwest [n=8]; West [n=5]; Northeast: [n=5]; South, [n=4]) and with varying alloHCT volumes (median: 97 alloHCTs performed per year [range: 25-487]). All of the social workers noted their TC required a caregiver to proceed to alloHCT. However, there was variation across TCs around the length of time a recipient was required to have a caregiver. Other variations included the distance/time needed to stay near the center post-alloHCT and COVID-19 vaccination requirements for patients/caregivers. The majority of participants noted variance among the transplant team in allowing exceptions for caregiver requirements. The majority of participants noted their TC either did not allow patients to hire caregivers from an agency or discouraged this practice; and if it was allowed, noted it rarely occurs due to the large cost. Some of the participants noted that the requirements were developed by quality or legal teams with input from the transplant team, but some of the participants did not know where the requirements originated. All participants noted it would be helpful to have a 'gold standard’ of requirements across TCs, though there was discussion about what these standards would include, and the importance of flexibility to account for different patient and TC needs. Participants noted the number of patients that do not proceed to an alloHCT due to lack of a caregiver is generally 1-2/year; one participant noted, "I do have worries that patients aren't being referred who don't have caregivers, and we just don't know about them and they're falling through the cracks.” Social workers were also asked to identify patient barriers to meeting the caregiver requirement; common barriers included patients feeling they did not have anyone to ask to be a caregiver, the need for housing/relocation close to the TC, and financial barriers. They also noted the impact of the COVID-19 pandemic (e.g., vaccination requirements of the TC or lodging options, and increased telework which allowed for more flexibility for caregivers). Finding a caregiver is one of many barriers patients face in getting to transplant. In analysis of the first of four populations interviewed in this study, social workers reported variation in caregiver requirements across TCs. This study focused on those who received a transplant, but further research is necessary to learn about barriers faced by patients who are unable to get to alloHCT. Results from this and the other cohorts will describe current practices and help inform the development of new programs at the National Marrow Donor Program/Be The Match focused on reducing caregiver-related barriers to alloHCT.

Enhancing Disaster Response of Emergency Medical Teams through “TEAMS 3.0”-- Does the Multidisciplinary Training Make a Difference?

Background/Introduction:In the aftermath of disasters, Emergency Medical Teams (EMTs) are dispatched to help local rescue efforts. Although EMTs are recognized to be a critical component of the global health workforce, concerns have emerged over their functioning and effectiveness.1 For example, lack of cooperation and coordination between different EMTs has been a longstanding issue, resulting in fragmented disaster management.2 To enhance the provision of EMT’s field teamwork, the Training for Emergency Medical Teams and European Medical Corps (TEAMS) project was established,3 and later further updated with novel scenarios and exercises (ie, adapting EMT operations to a sudden disaster; becoming a modular team; reflecting on ethical dilemmas) in the complementary “TEAMS 3.0” project where a more comprehensive training package was developed.Objectives:The aim of this study was to assess the effectiveness and quality of the TEAMS 3.0 training package in four training programs in Portugal, Germany, Norway, and Turkey.Method/Description:Participants completed a set of questionnaires designed to assess self-efficacy, teamwork, and quality of training.Results/Outcomes:The results from the Portugal and German training suggest an improvement for both teams’ self-efficacy and teamwork. The quality of training is regarded as high and deemed as an appropriate tool package for addressing the objectives of the project and the perceived needs of EMT disaster deployment.Conclusion:Thus far, the TEAMS 3.0 project has demonstrated to be effective in promoting EMT teamwork capacities. The Norwegian and Turkish training results are expected to be available by the time of the WHO EMT Global Meeting 2022.Tables and Figures (optional)Table 1.Comparison of Means Before and After the TEAMS 3.0 Training, per Country, for the Team Self-Efficacy Scale, Teamwork Scale, and Quality of Training Scale

Tracking dynamic changes in implementation strategies over time within a hybrid type 2 trial of an electronic patient-reported oncology symptom and needs monitoring program.

Longitudinal tracking of implementation strategies is critical in accurately reporting when and why they are used, for promoting rigor and reproducibility in implementation research, and could facilitate generalizable knowledge if similar methods are used across research projects. This article focuses on tracking dynamic changes in the use of implementation strategies over time within a hybrid type 2 effectiveness-implementation trial of an evidence-based electronic patient-reported oncology symptom assessment for cancer patient-reported outcomes in a single large healthcare system. The Longitudinal Implementation Strategies Tracking System (LISTS), a timeline follow-back procedure for documenting strategy use and modifications, was applied to the multiyear study. The research team used observation, study records, and reports from implementers to complete LISTS in an electronic data entry system. Types of modifications and reasons were categorized. Determinants associated with each strategy were collected as a justification for strategy use and a potential explanation for strategy modifications. Thirty-four discrete implementation strategies were used and at least one strategy was used from each of the nine strategy categories from the Expert Recommendations for Implementing Change (ERIC) taxonomy. Most of the strategies were introduced, used, and continued or discontinued according to a prospective implementation plan. Relatedly, a small number of strategies were introduced, the majority unplanned, because of the changing healthcare landscape, or to address an emergent barrier. Despite changing implementation context, there were relatively few modifications to the way strategies were enacted, such as a change in the actor, action, or dose. Few differences were noted between the trial's three regional units under investigation. This study occurred within the ambulatory oncology clinics of a large, academic medical center and was supported by the Quality team of the health system to ensure greater uptake, uniformity, and implementation within established practice change processes. The centralized nature of the implementation likely contributed to the relatively low proportion of modified strategies and the high degree of uniformity across regions. These results demonstrate the potential of LISTS in gathering the level of data needed to understand the impact of the many implementation strategies used to support adoption and delivery of a multilevel innovation. https://clinicaltrials.gov/ct2/show/NCT04014751, identifier: NCT04014751.

Exploring goalkeepers’ technical-tactical performances according to match location, team quality and nationality in the English Premier League

This study aimed to examine the influence of match location, team quality and players’ nationality on technical and tactical performance indicators in elite goalkeepers. The sample was composed by 87 goalkeepers from the English Premier League during five seasons (from 2011/12 to 2015/16). Twenty-four variables were selected in order to characterize offensive, defensive and disciplinary goalkeeper’s behavior. Different non-parametric test (p<0.05) showed statistically significant differences in all the variables in terms of match location, excepting interceptions, fouls and unsuccesful short distributions. Moreover, statistically significant differences were also found amongst teams’ level in terms of successful passes, goals received inside the box and successful long distribution, both in national and foreign goalkeepers. Finally, only national players exhibit a significant increase in goals received outside-box (top level teams), saves inside-box (intermediate level teams) and unsuccessful long distribution regardless teams quality. The data provided in this study might help goalkeepers’ coaches to modulate the frequency and number of actions performed by goalkeepers during training sessions, and help managers to make decisions when signing goalkeepers according to their nationality.

Communicate About Quality and Safety: Let's Think Outside the Box! Experience From a Cancer Center.

While the priority of caregivers in any health care establishment is patient care, they are often constrained by time and cannot fully devote themselves to projects aiming at improving the quality and safety of care. Although the culture of quality is widespread in health care establishments, the quality and safety department team must continue to improve existing procedures and develop new ones, in order to reinforce the take-home message that safety is of paramount importance. Since good communication is a key factor in the success of quality plans, the quality and safety team in our establishment is placing special emphasis on "out of the ordinary" activities that take professional carers out of their daily routines, arouse their curiosity, and increase their adherence to quality procedures. The issues addressed during these activities are based on the year-round continuous assessment of in-house procedures. Only those that have been deemed essential for safe care are focused upon. Most of the activities that are implemented have already been tried and tested in the fields of industry and aviation, and they all have a fun, collaborative, and creative component. Their impact and effect are assessed by carrying out the same assessments as those used at the beginning on the project. These innovative activities, which have received strong support from the staff, have had a positive effect on interdepartmental cooperation, on the adherence to the new methods presented, and on ensuring that information is made available to the greatest number of professionals. They have allowed the staff to acquire and consolidate new professional knowledge and have promoted good practice. This new program of activities has considerably improved the safety culture within our establishment. While the relationship between the skills of professionals and patient safety is clear to all, the message needs to be delivered in an original way that makes a lasting impression, in addition to using "standard" communication methods such as plenary meetings. The bottom line is to get as many professionals as possible fully adherent to the culture of quality, since quality is everyone's business and health care procedures are constantly evolving. Based on our experience, we provide a set of activities that can be improved and adapted according to the setting in which it is used.

Strategic team engagement for successful documentation of pain management.

53 Background: Pain is experienced by a majority of cancer patients, often having a significant negative impact on their quality of life. Effective documentation of pain scores and plan of care provide care teams with data for decision-making to improve pain management. In Q2 of 2021 documentation deficiencies were identified. Process improvement interventions were initiated through the remainder of 2021 to support clinical teams. Methods: Over the course of twelve months our practice sought to improve documentation of pain management through a multi-pronged approach. Execution began with initiation of the Quality and Safety Committee early in 2021 to engage key stakeholders. Our Chain of Command Project identified strategic members of the administrative and clinical leadership teams at the individual clinic level who initiated monthly meetings to promote quality awareness and engagement. Quality measures associated with pain management, MIPS 143 and 144, were examined with assistance from our Value Based Care Transformation Team. Monthly provider scorecard distribution commenced Q2 to identify documentation inconsistencies related to pain management. Providers, medical assistants, and scribes were provided education and training related to appropriate pain management documentation workflows. Follow up audits were performed by the Quality team. In Q3 and Q4 the Quality team collaborated with Human Resources to identify new employees and facilitate education on quality metric capture within a month of hire. Results: The data above is a representation of all clinics and patients treated. The interventions resulted in improved metrics from 2020 to 2022 YTD: MIPS 143 +5.5%, MIPS 144 +27.3%, and PIMSH4 +6.3%. Conclusions: Effective change management occurred from the top down with additional engagement of administrative and clinical members. Analysis of the internal structure and deficiencies was needed with implementation of metric training. Data transparency helped with engagement and managing documentation of MIPS 143 and 144. Next steps include leveraging the current documentation processes to improve PIMSH4, ultimately improving the quality of life for patients.[Table: see text]

Leveled odds? Attorney capability, team litigation, and outcomes in administrative patent cases

AbstractWe examine the impact of legal representation in an administrative setting. Focusing on adversarial proceedings within the United States Patent and Trademark Office and employing new data on patent litigation, we investigate patent rights—a legal area dominated by specialized, upper‐hemisphere litigation teams that generally represent parties with ample resources. Even in an environment with substantial parity in representational capability, we find that litigation team quality matters. Perceived firm quality and litigation team size both enhance the likelihood of victory; these findings are robust under a number of different approaches used to account for the ability of attorneys to select their clients.

Decline in Running Performance in Highest-Level Soccer: Analysis of the UEFA Champions League Matches.

Simple SummaryHighest-level soccer players reduce match running performance towards the end of matches, with TD being greater reduced than HIR. As players do not reduce their MRP in the latest stages of the second half, and that influence of situational factors was not observed, it seems that the decline of match running performance in highest-level soccer may not be a consequence of fatigue or situational factors but of pacing strategies.It is widely recognized that there is a decline in match running performance (MRP) towards the end of matches. To clarify whether it is primarily a consequence of fatigue, pacing or situational influences, this study aimed to examine MRP across 15-min match periods for players on different playing positions. Players’ MRP (n = 244) were examined from the UEFA Champions League matches (n = 20) using a semiautomatic optical tracking system. Linear mixed models for repeated measures were adjusted to analyze MRP over the six 15-min match periods while controlling the influence of situational factors. No effects of match outcome, match location, team, and opponent quality on total distance (TD) and high-intensity running (HIR) for players in all playing positions were found (F = 0.03–2.75; all p > 0.05). Significant differences in TD (F = 17.57–53.01; η2 = 0.39–0.52, all large effect sizes) and HIR (F = 3.67–7.64; η2 = 0.05–0.19, small to medium effect sizes) among six 15-minute match periods were found for players in all playing positions. In addition, players in all playing positions covered less TD (d = 1.41–2.15, large to very large effect sizes) and HIR (d = 0.16–0.6, trivial to medium effect sizes) in the last compared to the first 15-min match period. No differences in TD and HIR between the last two match periods in the second half were observed. This study confirmed that soccer players reduce MRP towards the end of matches, and suggest that the decline of MPR in highest-level soccer may be a consequence of pacing strategies.

Better together: Implementation of a patient safety solution committee at an academic cancer center.

325 Background: The Mount Sinai Health System oncology service line initiated a patient safety solution (PSS) committee to comprehensively review reported safety events in order to provide safe and high-quality care. This multi- and interdisciplinary committee creates a safe space to report events that caused harm, near misses and empowers all staff to be part of a just culture of safety. Here we describe the process and report on outcomes. Methods: The committee consists of nurses, advanced practice providers, physicians, pharmacists, social workers, IT analysts, and administrative staff, representing the oncology service line across inpatient and outpatient. Any staff member can enter incident reports that they believe warrant review into a software application. Our quality team reviews all events and then selects cases in which harm or near-harm was involved, for in-depth investigation to be presented at bi-weekly PSS meetings where cases are discussed, root causes are evaluated, and solutions are proposed. For each case, the committee votes on standard of care using the Continuous Quality Improvement (CQI) Classifications tool. Often, smaller workgroups are formed to carry out quality improvement (QI) projects and corrective action plans (CAPs). All case data, including patient demographics, case summaries, outcomes, and ongoing plans are tracked using a custom REDCap survey. A question about the role of bias was added in December 2020 (yes/no/not enough information). Results: From January 2021 until March 2022, a total of 115 events were reviewed with an average of 23 events reviewed each quarter. Sociodemographic information on patients reviewed is in table. 41% of cases involved the inpatient setting. Issues with medication comprised 47% of cases, followed by patient identification (11%) and lack of escalation (10%). The most common CAPs involved education and counselling (47%), development of new policies (22%) and escalation to leadership (8%). In total, we have developed 29 new workflows, policies, and guidelines. Bias was felt to be involved 25% of the time, no bias 5% and not enough information 43% of the time. Conclusions: This process illustrates the importance of a multi- and interdisciplinary and transparent approach to clinical case and peer review to ensure the highest level of care. The outcomes of this committee have led us to optimize current policies, create new policies and procedures, new rounding structures and place a renewed focus on bias and discrimination.[Table: see text]

Using an Institute Model to Reduce the Incidence of Venous Thromboembolism Within a Large Hospital System.

Internal benchmarking showed that the Orthopedic Institute had an above average rate of venous thromboembolism (VTE) along with other institutes. The Orthopedic VTE Quality Team was assigned to investigate opportunities for improvement to share with other institutes. To investigate the issues and barriers to the administration of chemical and mechanical VTE prophylaxis, data collection included real-time point prevalence study, physician and nursing surveys, and electronic medical record audits. The results of the data collection indicated inconsistencies in nursing and patient care. Therefore a VTE policy and VTE educational poster was developed. In conjunction, nursing education will be completed to describe the best practice for sequential compression devices and anticoagulant therapies and documentation. The physician will be notified for refusals on either mechanical or chemical prophylaxis.

The evaluation of playing styles integrating with contextual variables in professional soccer.

PurposePlaying styles play a key role in winning soccer matches, but the technical and physical styles of play between home and away match considering team quality in the Chinese Soccer Super League (CSL) remain unclear. The aim of this study was to explore the technical and physical styles of play between home and away matches integrating with team quality in the CSL.Materials and methodsThe study sample consists of 480 performance records from 240 matches during the 2019 competitive season in the CSL. These match events were collected using a semi-automatic computerized video tracking system, Amisco Pro®. A k-means cluster analysis was used to evaluate team quality and then using principal component analysis (PCA) to identify the playing styles between home and away matches according to team quality. Differences between home and away matches in terms of playing styles were analyzed using a linear mixed model.ResultsOur study found that PC1 presented a positive correlation with physical-related variables such as HIRD, HIRE, HSRD, and HSRE while PC2 was positively associated with the passing-related variables such as Pass, FPass, PassAcc, and FPAcc. Therefore, PC1 typically represents intense-play styles while PC2 represents possession-play styles at home and away matches, respectively. In addition, strong teams preferred to utilize intensity play whereas medium and weak teams utilized possession play whenever playing at home or away matches. Furthermore, the first five teams in the final overall ranking in the CSL presented a compensated technical-physical playing style whereas the last five teams showed inferior performance in terms of intensity and possession play.ConclusionIntensity or possession play was associated with the final overall ranking in the CSL, and playing styles that combine these two factors could be more liable to win the competition. Our study provides a detailed explanation for the impact of playing styles on match performances whereby coaches can adjust and combine different playing styles for ultimate success.

Do Audit Teams Affect Audit Production and Quality? Evidence from Audit Teams' Industry Knowledge*

ABSTRACTWe examine how the extent and distribution of industry knowledge within an audit team affect audit outcomes. While prior research examining the role of auditors' industry knowledge focuses mainly on audit firms, audit offices, and audit partners, audits are conducted by audit teams. Using an audit framework and proprietary data from a Big 4 firm that includes audit hours for each team member, we find that Big 4 audit teams with higher average industry knowledge are associated with more audit effort. In contrast, we find mixed evidence on the relation between the average hourly internal cost rate and team knowledge. Furthermore, we find that balanced teams, which have at least one team member who qualifies as an industry specialist at both the senior rank and junior rank, produce higher‐quality audits than teams that have no specialists. In contrast, the audit quality of unbalanced teams, which have a specialist at the senior rank but not the junior rank or vice versa, is not statistically different than teams with no specialists. Overall, our evidence suggests that both the extent and distribution of industry knowledge within a team matter for audit production and that industry knowledge is utilized more effectively when it is spread throughout the team. The findings have useful implications for audit firms and regulators regarding how team composition and industry knowledge affect audit outcomes.

Team Science Principles Enhance Cancer Care Delivery Quality Improvement: Interdisciplinary Implementation of Breast Cancer Screening Shared Decision Making.

Implementing shared decision making (SDM), recommended in screening mammography by national guidelines for women age 40-49 years, faces challenges that innovations in quality improvement and team science (TS) are poised to address. We aimed to improve the effectiveness, patient-centeredness, and efficiency of SDM in primary care for breast cancer screening. Our interdisciplinary team included primary and specialty care, psychology, epidemiology, communication science, engineering, and stakeholders (patients and clinicians). Over a 6-year period, we executed two iterative cycles of plan-do-study-act (PDSA) to develop, revise, and implement a SDM tool using TS principles. Patient and physician surveys and retrospective analysis of tool performance informed our first PDSA cycle. Patient and physician surveys, toolkit use, and clinical outcomes in the second PDSA cycle supported SDM implementation. We gathered team member assessments on the importance of individual TS activities. Our first PDSA cycle successfully generated a SDM tool called Breast Cancer Risk Estimator, deemed valuable by 87% of patients surveyed. Our second PDSA cycle increased Breast Cancer Risk Estimator utilization, from 2,000 sessions in 2017 to 4,097 sessions in 2019 while maintaining early-stage breast cancer diagnoses. Although TS activities such as culture, trust, and communication needed to be sustained throughout the project, shared goals, research/data infrastructure support, and leadership were more important earlier in the project and persisted in the later stages of the project. Combining rigorous quality improvement and TS principles can support the complex, interdependent, and interdisciplinary activities necessary to improve cancer care delivery exemplified by our implementation of a breast cancer screening SDM tool.

Performance Quality Preference Heterogeneity in Major League Baseball

With few exceptions, the sports attendance demand literature assumes the intensity of fan responses to home and visiting team quality are homogeneous across the markets in a league. However, the theory of sports leagues makes no such assumption. In this paper, we empirically investigate heterogeneity in fan win preference intensity using Major League Baseball attendance. Using a generalized linear mixed model, we find evidence of substantial fan preference heterogeneity, toward both home and visiting team quality, across Major League Baseball markets. In addition to the demonstrated importance for empirical analysis, we detail how this also matters for league policy design.

346.7: Liver Biopsy in a Clinic Set Up

Purpose: The aims of this performance improvement project include the following: □To start doing liver biopsy in the clinic set up. □To increase the liver biopsy being performed in the hospital for potential donor hepatectomy. □To standardize practice of liver biopsy being done across the hospital either in OR, Interventional Radiology or the clinic set up (Level 8A – Adult Liver Clinic). □To facilitate accommodation of having more potential donors being screened. Method: The performance improvement project was explained to the nurses and staff are being selected to be part of the initial team for liver biopsy. Currently liver biopsy for potential donor hepatectomy is performed using OR (Operating Room) slots thru DSU (Day Surgical Unit). Several collaborative meetings were held involving the stake holders; Head of the Hepatology Medical Drs, Quality team, Program Director, Assistant Chief of Executive Nursing Department, Liver Clinic HN, OR HN, DSU HN, Informatics,Infection Control team and Liver team Clinical Instructor. In regards to those meetings held, suggestions and recommendations are laid down, and plans on how to execute the flow of liver biopsy has been properly scrutinized in accordance with the hospital policies and procedures. Selected staff nurses are required to be ACLS and Procedural Sedation qualified. Trainings and education are being conducted to make sure staff nurses are equipped with knowledge and skills to start the Liver biopsy in the clinic. Liver biopsy flow pathway was created and mock simulation was organized, in collaboration with every department involved. Some gaps and concerns are addressed. Results: The PI project utilizing liver biopsy in the clinic started 2nd week September 2 cases per week and as to date we have 515 cases done. With those cases no major or serious complications has been documented. With a few minor complications were noted during liver biopsy such as hypotension and vasovagal effect. Otherwise all potential donors were being discharged safely. Potential donors were being taken cared of appropriately post liver biopsy. Clinical relevance: The number of cases will surely helped the organization in having more chances of potential donors being screened that will give back the quality of life of our liver patients requiring transplantation. At the moment, the flow of liver biopsy in the Adult Liver clinic set up is functioning very well and is ongoing, improvements will follow in the process.

Multi-Generational Perspectives on the Competencies Required of First-Line Nurse Managers: A Phenomenological Study.

First-line nurse managers play an integral role in ensuring team and organizational effectiveness and quality of care. They are facing increasing challenges arising from the need to lead a generation-diverse workforce. Further research that examines multi-generational perspectives on the competencies of first-line nurse managers is warranted. This paper aimed to elucidate multi-generational perspectives on the competencies required of first-line nurse managers based on their lived experiences and perceptions, as well as those of frontline nurses. A descriptive phenomenological approach was adopted. A total of 48 informants were invited to individual semi-structured interviews to share their perspectives on the competencies required of first-line nurse managers. Findings were analyzed using Van Kaam’s controlled explication method. Four themes that described four areas of competency were generated: (1) advocating for the interests of the staff, (2) allocating resources effectively, (3) building cohesive teams, and (4) embracing change and quality. The findings indicated that there were significant discrepancies among the different generations of informants in terms of their degree of commitment to work, preferred modes of team communication and collaboration, and perspectives on the role and function and preferred leadership styles of first-line nurse managers. This study fell short in examining the experiences of Generation Z nurses, and the findings are subject to further validation by larger samples. However, this study has implications for hospital administrators, nurse educators, and managers, encouraging them to rethink the notion of management competencies to develop effective strategies for leading a multi-generational workforce.

Advanced practice providers versus medical residents as leaders of rapid response teams: A 12-month retrospective analysis.

In a time of worldwide physician shortages, the advanced practice providers (APPs) might be a good alternative for physicians as the leaders of a rapid response team. This retrospective analysis aimed to establish whether the performance of APP-led rapid response teams is comparable to the performance of rapid response teams led by a medical resident of the ICU. In a retrospective single-center cohort study, the electronic medical record of a tertiary hospital was queried during a 12-months period to identify patients who had been visited by our rapid response team. Patient- and process-related outcomes of interventions of rapid response teams led by an APP were compared with those of teams led by a medical resident using various parameters, including the MAELOR tool, which measures the performance of a rapid response team. In total, 179 responses of the APP-led teams were analyzed, versus 275 responses of the teams led by a resident. Per APP, twice as many calls were handled than per resident. Interventions of teams led by APPs, and residents did not differ in number of admissions (p = 0.87), mortality (p = 0.8), early warning scores (p = 0.2) or MAELOR tool triggering (p = 0.19). Both groups scored equally on time to admission (p = 0.67) or time until any performed intervention. This retrospective analysis showed that the quality of APP-led rapid response teams was similar to the quality of teams led by a resident. These findings need to be confirmed by prospective studies with balanced outcome parameters.

Game criticality in male youth football: Situational and age-related effects on the goal-scoring period in Portuguese national championships

Abstract. Research crossing the effects of situational variables with the temporal analysis of goals scored in football is scarce, particularly in youth football. Hence, the present study aimed to (1) analyse the effects of match location, match status, team quality, goal criticality, and age group on match periods in which goals are scored in male youth football, and (2) examine whether the age group (U17, U19, and U23) influences the emergence of critical moments in matches from the Portuguese national championships. The sample consisted of 2,591 goals scored in the U17, U19, and U23 Portuguese national championships during the 2019/2020 season. Chi-square tests revealed that match location, match status, goal criticality, and age group were significantly associated with the goal-scoring period. During the first halves, more goals were scored (1) when playing at home, (2) when teams were tied or losing by one goal (critical circumstances) and (3) by U17 teams. A multinomial logistic regression model revealed that the chances of scoring in the sixth period (vs the first) significantly decreased when playing at home, and in U17 and U19 matches. The U23 teams were more likely to score in the last period regardless of goal criticality. However, the interaction effect of team quality x age group suggests that U17 and U19 teams are more prone to score in later match periods when team ability is equated. These findings enable coaches to improve the tactical, physical, and psychological preparation for competitive youth matches depending on the target age group. Keywords: goal, critical moments, contextual variables, temporal analysis, soccer.

Marketing triggers of efective team building as factors of ensuring the quality of education

Education is the field of activity that forms and lays down skills in the subject field of knowledge, psychological and social foundations of communication and promotes self-development and self-expression of individuals. The main goal of the study is to determine the marketing triggers of team building in ensuring the quality of education according to internal and external quality characteristics. Systematization of literary sources and approaches to solving this problem showed that the issue of marketing triggers as a tool for effective team building and quality of education is relevant. The urgency of solving this scientific problem lies in the fact that teamwork will bring better results in terms of ensuring the quality of education than individual aspirations of individuals. The study of the problem was carried out in the following logical sequence: first, the main problems of ensuring the quality of education were analyzed, marketing triggers were grouped according to two groups of factors (external and internal), then the characteristics of the team were outlined, the Drexler-Sibbet model was built, marketing triggers of team building in ensuring the quality of education were proposed. The methodological tools of the study were the following approaches and methods: systematic approach, logical generalization and comparison - for grouping marketing triggers of team building to ensure the quality of education, methods of analysis and synthesis - for evaluating the characteristics of the quality of education. Marketing triggers for ensuring the quality of education were chosen as the research object, and the quality of education as the subject. The article establishes that team building is the main tool that will contribute to the quality of education. The process of team building itself should take place in 7 stages, the main ones of which are orientation, gaining trust, specification of the goal, commitment, distribution of roles, high performance, reboot. These stages are predicted by the Drexler-Sibbet model. The methodology of team building based on the model provides an answer at each stage to one of the questions: What am I doing here? Who are you? What are we doing? How are we doing it? Who, how, what, when?, Why continue? At each of them, depending on the answers of a potential team member, trust, goals and common perspectives, agreement in actions, clarity of decisions, clarity of processes are formed, discipline, synergy, unexpected interactivity, joint spending of time are growing. However, in the event of a team member's lack of answers to questions or hesitation and uncertainty, caution, difficulty communicating, pretense, mistrust, apathy, skepticism, unhealthy competition, confusion, danger, resistance, silence, resistance, lack of interest, shallow thinking, conflict may occur. , breaking deadlines, inequality, avoiding one's obligations, envy, disharmony, fatigue and tension, exhaustion, boredom and decay. At each of the stages, there are marketing triggers and trigger words, thanks to which you can stimulate team building, which will increase the quality of education. It is known that teamwork creates a synergy effect that contributes to achieving higher results than individual results. The main triggers are: fear and danger, herd instinct, individuality, greed, mutual gratitude, trust, limitation, ambiguity, scarcity, time constraints, loyalty, fear, storytelling, news, price comparison, guarantees, relevance. Trigger words are: free, immediate, today only, news, secret, open, increase, exclusive, because, only. The study results can be useful in developing a methodology for improving the quality of education with marketing tools