Team Vision Research Articles

[Artículo traducido] La instilación preoperatoria de epinefrina y lidocaína puede reducir el tiempo quirúrgico del tratamiento endoscópico del SDTM

Introduction: Greater Trochanteric Pain Syndrome (GTPS) is a multifactorial clinical condition affecting the lateral area of the hip. Although conservative treatment shows good results, some patients may still require surgical bursectomy, which can be performed either openly or endoscopically. One of the main technical difficulties of the endoscopic procedure is intraoperative bleeding, which can hinder the medical team's vision and increase the operation time for endoscopic treatment of GTPS. Hypothesis: An instillation of vasoconstrictors and local anaesthetics before endoscopy will cause less intraoperative bleeding, which will translate into shorter surgical time.Materials and methods: A prospective cohort was retrospectively divided based on the use or absence of a preoperative instillation of physiological saline solution with epinephrine and lidocaine. Surgical time was measured in each procedure and compared between the two groups.Results: One hundred thirty-nine hips from 139 patients were included in the analysis. One hundred two patients were included in the instillation group versus 37 in the control group. The surgical time was significantly shorter in the instillation group than in the control group, with an average (standard deviation) of 52.01 (14.71) and 72.30 (11.70) minutes, respectively (P<.001).Conclusion: The instillation of a physiological saline solution with epinephrine and lidocaine prior to the surgical treatment of GTPS is effective in reducing surgical times, likely due to a reduction in intraoperative bleeding. Future research should focus on more direct outcomes such as intraoperative blood loss and between different instillation protocols.

La instilación preoperatoria de epinefrina y lidocaína puede reducir el tiempo quirúrgico del tratamiento endoscópico del SDTM

IntroductionGreater Trochanteric Pain Syndrome (GTPS) is a multifactorial clinical condition affecting the lateral area of the hip. Although conservative treatment shows good results, some patients may still require surgical bursectomy, which can be performed either openly or endoscopically. One of the main technical difficulties of the endoscopic procedure is intraoperative bleeding, which can hinder the medical team's vision and increase the operation time for endoscopic treatment of GTPS. Hypothesis: An instillation of vasoconstrictors and local anesthetics before endoscopy will cause less intraoperative bleeding, which will translate into shorter surgical time. Materials and methodsA prospective cohort was retrospectively divided based on the use or absence of a preoperative instillation of physiological saline solution with epinephrine and lidocaine. Surgical time was measured in each procedure and compared between the two groups. ResultsOne hundred thirty-nine hips from 139 patients were included in the analysis. One hundred two patients were included in the instillation group versus 37 in the control group. The surgical time was significantly shorter in the instillation group than in the control group, with an average (standard deviation) of 52.01 (14.71) and 72.30 (11.70) minutes, respectively (P<.001). ConclusionThe instillation of a physiological saline solution with epinephrine and lidocaine prior to the surgical treatment of GTPS is effective in reducing surgical times, likely due to a reduction in intraoperative bleeding. Future research should focus on more direct outcomes such as intraoperative blood loss and between different instillation protocols.

A Strategic Roadmap to Scaling Cloud FinOps Teams: The Vision, Mission, Charter, and Placement

The article provides an in-depth overview of the FinOps methodology, outlining its key components and benefits. It also offers a strategic roadmap for building and scaling a FinOps team, including techniques for gaining executive buy-in. This article focuses on the vision, mission, and charter of FinOps teams, emphasizing the goal of achieving cost efficiency and fostering a culture of cost awareness while maintaining or improving the performance and functionality of cloud-based systems. It discusses the importance of equipping technical and non-technical staff with the techniques, procedures, and tools to monitor, report, and analyze their cloud expenses, ultimately accelerating cloud financial success. Additionally, the article highlights the transformative impact of Cloud FinOps functionality on organizations, empowering them to maximize the value of their cloud investments and achieve optimal cost efficiency.

A Strategic Roadmap to Scaling Cloud FinOps Teams: The Vision, Mission, Charter, and Placement

The article provides an in-depth overview of the FinOps methodology, outlining its key components and benefits. It also offers a strategic roadmap for building and scaling a FinOps team, including techniques for gaining executive buy-in. This article focuses on the vision, mission, and charter of FinOps teams, emphasizing the goal of achieving cost efficiency and fostering a culture of cost awareness while maintaining or improving the performance and functionality of cloud-based systems. It discusses the importance of equipping technical and non-technical staff with the techniques, procedures, and tools to monitor, report, and analyze their cloud expenses, ultimately accelerating cloud financial success. Additionally, the article highlights the transformative impact of Cloud FinOps functionality on organizations, empowering them to maximize the value of their cloud investments and achieve optimal cost efficiency

To Share or Not to Share? Knowledge Convergence and Divergence in Cross-Disciplinary Collaboration

For cross-disciplinary teams to be effective, what knowledge should be shared and what knowledge should remain unique to individual team members? We adopted a mixed-method approach using a sample of grant-funded teams composed of principal and co-principal investigators of diverse disciplines. Interviewees and survey respondents especially favored knowledge similarity over uniqueness for team vision and teamwork, but less preference for convergence emerged for research outcomes and research content (theory, operational details of methodology, analysis). Moreover, more team knowledge convergence was associated with higher perceived collaboration satisfaction and trended in the direction of more grants, publications, and conference presentations.

Breaking down barriers of interprofessional collaboration between social work and financial and employment service organizations

PurposeThe growing number of people with multiple problems in different areas of life means that cross-domain interprofessional collaboration is becoming increasingly important. This study aims to focus on interprofessional collaboration between professionals from social work and financial and employment service organizations in The Netherlands. This type of cross-domain collaboration is still mostly superficial, and limited empirical knowledge is available about its beneficial factors.Design/methodology/approachThe interprofessional collaboration model of Mulvale et al. (2016) was used as theoretical background for the research methodology and to reflect on the findings of our study. Data was collected through a qualitative study among professionals (N = 18) from social work and financial and employment service organizations in three different Dutch municipalities.FindingsSimilar team-level collaboration mechanisms of Mulvale et al.’s (2016) model were seen within this study. Joint client meetings were very beneficial for the interprofessional collaboration. Further beneficial factors include the decision-making process, team vision, client as an equal member, open communication and the appointment of a coordinator.Research limitations/implicationsFurther special attention is needed to determine how best to allocate co-ordinating tasks, and how organizational and policy contexts affect the functioning of interprofessional collaborative teams.Originality/valueThis study offers an empirical view on a cross-domain collaboration between social work and financial and employment service organizations, by using Mulvale et al.’s (2016) model. In addition, this study also offers special attention to the role of the client in interprofessional collaborative teams.

Mechanism of Transformational Leadership on Team Performance and Recommended Interventions on AI-Lab

Purpose: The purpose of this study is to synthesize the relationships between transformational leadership and the intermediate outcomes (e.g., team vision, team coordination, team cohesion, team project innovation) of team performance, then to propose relevant interventions to enhance the team performance of the case setting.&#x0D; Study design: Based on the empirical literature review, this study employs the case study method to incorporate relevant transformational behaviors and techniques into the practical issues of the case setting.&#x0D; Findings: This study demonstrates the positive relationships between the 4I’s of transformational leadership and the intermediate outcomes of team performance, and finds some unique transformational techniques to cope with the managerial problems during business transition.&#x0D; Originality/value: This study contributes to formulating an original theoretical framework on transformational leadership and team performance, and employing a series of exclusive intervention measures to improve the team performance of the case setting. The contributions may generalize into the wider education service sector.

Developing a shared vision: strong teams have the power

PurposeIn response to environmental uncertainty, organizations rely on independent, empowered teams to increase their responsiveness to change. The purpose of this paper is to analyze how objectives and key results (OKRs) can contribute to creating a shared vision which keeps the different, empowered teams aligned.Design/methodology/approachThrough a qualitative study, this paper develops a conceptual model of how OKRs lead to a shared vision. The authors interview professionals in nine organizations differing in size and industry who recently introduced agile, focusing on the main hurdles encountered and benefits obtained from the methodology.FindingsThe findings confirm that OKRs are an effective goal-setting methodology and suggest that their successful implementation builds on the new ways of organizing introduced by the agile methods. Moreover, the findings suggest that OKRs contribute to developing a shared vision and increase the alignment: first, the organizational vision becomes clear and its definition is participatory; second at the team level, individuals align around a shared team vision through participative definition of objectives.Originality/valueThe contribution of the paper is two-fold: this study provide an overview on the methodology, which is diffused from a practice perspective, but has not yet been addressed from a theoretical point of view. And this study connects OKRs to extant theory on goal-setting and vision development. This study shows they act as a coupling mechanism which helps empowered and independent teams together.

Being authentic by sharing team vision: mediating role of strengths use within a team

PurposeAuthenticity, or the extent to which individuals act in accordance with their values, beliefs and characteristics, is recognized as a key component of a fulfilled life. However, little is known about its antecedents in an organizational context. Drawing on goal-setting theory and the broaden-and-build theory, the current study examined the role of team leaders' perceived shared vision in promoting their work authenticity, mediated through strengths use support (SUS) for members as well as leaders' strengths use.Design/methodology/approachA two-wave questionnaire survey was conducted to test the hypotheses using a sample of 325 middle managers of a manufacturing firm.FindingsThe results of structural equation modeling show that perceived shared vision promoted work authenticity, mediated through SUS and strengths use.Originality/valueThis study is the first to identify that shared goals can trigger authenticity at work by directing the leader to use their strengths, alongside their team members.

Team coaching as a technology of psychological and pedagogical support of the teaching staff

The main purpose of this article is to describe the possibilities of the innovative psychotechnology “team coaching” for the psychological and pedagogical support of the teaching staff of an educational organization. The stages of the formation of the team and the features of the use of team coaching at a certain stage of team development are highlighted. Organizational problems that can be solved through team coaching are described. The effective methods and techniques of working with the team within the framework of the coaching session are identified in accordance with its structure. The role of the coach in the process of the coaching session is defined. The specificity of the teaching staff as a subject of professional activity in the context of a request for team coaching is considered. A universal team coaching program for the teaching staff of an educational organization is proposed, which is a topic that, in the process of mastering, forms an idea of teamwork, team decision-making techniques, setting team goals, ways to improve the quality of team dialogue, ways to build a team history and team vision of the mission of the organization.

Patient and family perceptions of interprofessional collaborative teamwork: An integrative review.

To understand the patient and family perceptions of teamwork by synthesising existing evidence using the Interprofessional Education Collaborative Core Competencies for Interprofessional Collaborative Practice as a guiding framework. Advances in healthcare have resulted in more people living longer with health conditions, and patients and families have become the primary caregivers. The role of the interprofessional collaborative team supports a paradigm shift to a care model with the patient and family at the centre of healthcare decisions. However, patient and family views of interprofessional collaborative team care have rarely been studied. The authors applied Whittmore and Knafl's methodology to conduct an integrative review of the literature. Databases searched included Cumulative Index to Nursing and Allied Health Literature, PubMed and PsycINFO along with reference searches. The studies included were those related to patient and family perceptions of teamwork published from 2000 to 2020. The IPEC Core Competencies for Interprofessional Collaborative Practice served as the guiding framework for analysis. A PRISMA flow chart documented the search, inclusion and exclusion criteria for the review. Seventeen articles met the inclusion criteria. The findings identified differing perspectives by patients of the impact of the interprofessional collaborative team in their care which suggests that interventions to increase knowledge about interprofessional collaborative team care from the patient and family perspective may be beneficial. There is limited research on understanding IPC teams from the patient and family viewpoint. This review reveals incongruencies in patient and provider perspectives of IPC teams and suggests the need for additional research about patient and family perspectives of teamwork. To fully implement the IPC team vision, perceptions of teamwork must be fully understood.

The Mediating Influence of Organizational Culture on Leadership Style and Organizational Commitment

This research focuses on the relationship between the leadership style, organizational commitment and organizational culture in primary hospitals. According to previous literature, leadership ability is the ability to influence team vision and mission goals. It is the role of organizational leadership. Due to different types of leaders, As a result, different organizational cultures have been formed. Leaders of the organization and leadership style will result in organizational cultures, and thus to expand its influence on organizational commitment and form affect the validity of the key due to factors. Organizational culture determines the behavior of organizations and individuals, but also affects the organization's strategy, objectives and business operational methods and conduct or leader. Values, behavior and vision can be helpful to the work environment; they are present in every one working environment. The research conducted verification and intermediary verification analysis, and found that it supports the hypothesis of the influence of transformational leadership on organizational emotional commitment; it also presents a positive impact on supportive organizational culture; organizational culture has a partial mediating effect in transformational leadership and organizational commitment.

Condition Setting in Sport: A Case Study Approach to Explore Program Planning by Canadian University Coaches

Based on a condition-setting approach derived from organizational psychology, the authors investigated the conditions that university sport coaches considered and implemented prior to a competitive season. Using a collective case study approach, semistructured interviews were conducted at two time points, with five head coaches across different sports. Student-athletes from each team (n = 5) and the high performance director from the institution were also interviewed. The data were analyzed thematically to highlight the relevant conditions for coaches and their individual athletes and were then generalized across teams within the institution. The authors’ results support the utility of the condition-setting approach outlined by Hackman for sport. Specifically, coaches emphasized the need to (a) create a team vision with clear objectives, (b) opt for athletes of best fit, (c) assign team roles and expectations, (d) confirm and allocate necessary resources, and (e) have competent and prepared team coaching. Despite the generalizability of these themes, the authors’ results highlight the need to consider the context, as both the university environment generally and each specific program were bound by unique constraints (e.g., funding). Herein, the authors discuss their findings in relation to the broader literature, propose future directions, and provide practical implications for sport coaches and institutions.

On future packaging Technology and Science

AbstractThis editorial introduces some recent editorial changes to the journal, including the appointment of a new Editor. It outlines the new editorial team's vision for PTS before noting some recent and forthcoming highlights.

News, Events, Publications, and Awards

News, Events, Publications, and Awards

Is collaborative innovation a double-edged sword for firms? The contingent role of ambidextrous learning and TMT shared vision

Previous research has documented the relationship between collaborative innovation and innovation performance, but such studies have presented inconsistent results. Therefore, the first aim of this study is to examine the nonlinear relationship between collaborative innovation and innovation performance. And the second is to provide an organisational learning theory and upper-echelon contingency perspective from which to examine the moderating effects of ambidextrous learning and shared vision of top management teams (TMTs) on this relationship. Using survey data from manufacturing firms located in the Yangtze River Delta region, one of the most populous and highly developed regions in China, we find that collaborative innovation has an inverted U-shaped effect on firms’ innovation performance. Further, we find that the relationship between collaborative innovation and innovation performance is steeper when firms possess high ambidextrous learning and low TMT shared vision. Overall, this work not only enhances our theoretical understanding of how collaborative innovation influences firms’ innovation performance but also provides important managerial implications for manufacturing firms’ collaborative innovation practices.

An interpretive study on the role of top managers in enterprise resource planning (ERP) business value creation

This paper contributes to the growing body of literature on enterprise resource planning (ERP) business value by investigating organizational ERP development in view of the active involvement, vision, and direction of top management teams (TMTs). A top-down approach to ERP adoption and implementation was adopted with sociomaterial and social construction assumptions about the mechanisms that generate ERP business value. A single ERP case study was analyzed in an industrial setting by interpretive means, thus providing theoretically based, detailed and interesting insights. Our research suggests that ERP benefits emerge during the TMT’s encounters with the ERP system through pragmatic action and situated improvisations. Our findings suggest that ERP adoption is strongly influenced by TMT characteristics and social processes, while complementary process-change needs are perceived by the executive participation during implementation. We also suggest that when the ERP system goes live, a synergistic relationship termed TMT-IT imbrication will create the technological infrastructure perceived as ERP value. At this postimplementation stage, various TMT characteristics and processes are proposed that greatly influence top managers’ patterns of imbrication behavior. Several propositions are developed and summarized in a framework to enhance the current understanding of managerial agency in achieving business benefits from ERP systems. The paper concludes with implications for top managers and future research directions.

A case study of change and innovation: Addiction and Mental Health Kingston, Frontenac, Lennox, and Addington.

Addiction and Mental Health Services of Kingston, Frontenac, Lennox, and Addington is emerging from years of fractured leadership and operational experiences to a new era of promise-with lessons learned along the way. A case study of change and innovation describes the journey Addiction and Mental Health Services of Kingston, Frontenac, Lennox, and Addington has been on since 2020, including making a transition from a Chief Executive Officer to a Joint Executive Leadership model to meet organizational needs, and adopting an approach to governance that is collaborative and integrates existing stakeholder governance representatives to mirror the current provincial Ontario Health Team vision of service.

Working beyond disciplines in teacher teams: teachers' revelations on enablers and inhibitors.

IntroductionHealth professions education faces transitions from monodisciplinary to integrated education and from soloist teachers to interdisciplinary teacher teams. Interdisciplinary teamwork has been found complex and prone to conflict. Teachers’ perceptions of why some teams work and learn as a real interdisciplinary team and others do not are lacking in this setting. We studied the factors that teachers perceive as enabling and/or inhibiting interdisciplinary team learning.MethodsIn this exploratory, qualitative study, we conducted 17 semi-structured, vignette-guided interviews with teachers recruited from diverse disciplines in undergraduate health professions programmes at Maastricht University, the Netherlands, through maximum variation sampling. Team learning research informed data collection and template analysis.ResultsWe identified three themes representing the factors that teachers perceived to influence interdisciplinary team learning: ‘alignment/misalignment with the educational philosophy’ (regarding personal attributes, tendencies and motivation), ‘leadership practices’ (encompassing team vision, responsibility and reflection), and ‘involvement in organisational processes’ (covering organisational decision-making, support and learning opportunities). For interdisciplinary team learning in development of integrated education, teachers emphasised their personal ability to move beyond disciplinary boundaries. Shared team leadership enabled the creation of a shared vision, shared responsibility, and team reflection. Lastly, teacher involvement in educational management, peer support and learning was considered important.DiscussionTo work beyond disciplines in health professions education, teachers should take an interest in integrated education, share responsibility and work in an environment where people continuously learn from others. Organisations can facilitate this by involving teachers in decision-making processes and providing faculty development aimed to foster shared leadership and team reflection.Supplementary InformationThe online version of this article (10.1007/s40037-020-00644-7) contains supplementary material, which is available to authorized users.

Case Study for Product Development Innovation Based on Design Thinking Approach, Demonstrated by Smart Furniture Project

The paper intends to demonstrate the functional role and application of methods provided by the design thinking mindset when the team should create an innovative product design concept in a multidiscipline environment. First, the essential description and features of a design thinking mindset are significant for the discussed topic are introduced, along with defining the specialties and expected output of the featured smart furniture project. Second, after a clear view of the applicable mindset, the paper aims to sketch the project scope by reasoning the applied design thinking methods and highlighting the product design process’s challenges. Finally, the article makes a definite conclusion for demonstrating the design thinking mindset's experienced application, completed by the detailed evaluation of research questions based on empirical data. The purpose of the article is, on the one hand, to highlight the role and significance of the design thinking mindset in an innovative project. On the other hand, emphasizing that well-chosen methods in the right team composition with a well-defined problem already carries the key to the solution. The paper's novelty is the detailed practical description confirmed by concrete results of successfully applied methods needed to design a clear vision and scope for a multidiscipline team by design thinking mindset.