Teamwork and implementation of innovations in healthcare and human service settings: a systematic review.

Background: Implementation of new practices in team-based settings requires teams to work together to respond to new demands and changing expectations. However, team constructs and team-based implementation approaches have received little attention in the implementation science literature. This systematic review summarizes empirical research examining associations between teamwork and implementation outcomes when evidence-based practices and other innovations are implemented in healthcare and human service settings.

Team Functioning and Performance in Child Advocacy Center Multidisciplinary Teams.

The quality of teamwork in Child Advocacy Center (CAC) multidisciplinary teams is likely to affect the extent to which the CAC model improves outcomes for children and families. This study examines associations between team functioning and performance in a statewide sample of CAC teams. Multidisciplinary team members ( = 433) from 21 CACs completed measures of affective, behavioral, and cognitive team functioning.

Team functioning and implementation of innovations in healthcare and human service settings: a systematic review protocol.

Background: Healthcare and human services increasingly rely on teams of individuals to deliver services. Implementation of evidence-based practices and other innovations in these settings requires teams to work together to change processes and behaviors. Accordingly, team functioning may be a key determinant of implementation outcomes.

Psychological Safety in Intensive Care Unit Rounding Teams.

Psychological safety is the condition by which members of an organization feel safe to voice concerns and take risks. Although psychological safety is an important determinant of team performance, little is known about its role in the intensive care unit (ICU). To identify the factors associated with psychological safety and the potential influence of psychological safety on team performance in critical care.

Conflict across representational gaps: Threats to and opportunities for improved communication.

Often, the senders and receivers of scientific communication have different knowledge bases. While such communication is essential for solving the complex social and technological problems that affect multiple stakeholders, a diversity of knowledge among communicators can create representational gaps (rGaps). rGaps occur when senders make assumptions that receivers do not, creating conflict over the meaning and value of the information communicated.

Teamwork in the intensive care unit.

Intensive care units (ICUs) provide care to the most severely ill hospitalized patients. Although ICUs increasingly rely on interprofessional teams to provide critical care, little about actual teamwork in this context is well understood. The ICU team is typically comprised of physicians or intensivists, clinical pharmacists, respiratory therapists, dieticians, bedside nurses, clinical psychologists, and clinicians-in-training.

Can conflict be energizing? a study of task conflict, positive emotions, and job satisfaction.

Scholars have assumed that the presence of negative emotions during task conflict implies the absence of positive emotions. However, emotions researchers have shown that positive and negative emotions are not 2 ends of a bipolar continuum; rather, they represent 2 separate, orthogonal dimensions. Drawing on affective events theory, we develop and test hypotheses about the effects of task conflict on positive emotions and job satisfaction.

Measuring teamwork and conflict among emergency medical technician personnel.

Objective: We sought to develop a reliable and valid tool for measuring teamwork among emergency medical technician (EMT) partnerships.

Methods: We adapted existing scales and developed new items to measure components of teamwork. After recruiting a convenience sample of 39 agencies, we tested a 122-item draft survey tool (EMT-TEAMWORK).

Conflicting social motives in negotiating groups.

Negotiators' social motives (cooperative vs. individualistic) influence their strategic behaviors. In this study, the authors used multilevel modeling and analyses of strategy sequences to test hypotheses regarding how negotiators' social motives and the composition of the group influence group members' negotiation strategies.

Unilateral concessions from the other party: concession behavior, attributions, and negotiation judgments.

This article examines the effects of the other party's concession behavior on a negotiator's satisfaction and judgments. The timing of the concessions (immediate, gradual, delayed) and the justifications provided by the other party (negotiator skill vs. external constraints) were manipulated using a scenario method (Study 1) and a role-playing experiment (Study 2).

Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis.

This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, results revealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction. In contrast to what has been suggested in both academic research and introductory textbooks, however, results also revealed strong and negative (instead of the predicted positive) correlations between task conflict team performance, and team member satisfaction.