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Journal articles on the topic 'Staff development teams'
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1
Wake-Dyster, Wendy. "Designing teams that work." Australian Health Review 24, no. 4 (2001): 34. http://dx.doi.org/10.1071/ah010034.
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This paper describes the development of clinical improvement teams in a multi-disciplinary acute health care setting. The process included an information-gathering phase that enabled a match of team structure and leadership to staff skills and experience. It was found that an environment that supported collaborative practice and shared decision-making was critical to staff support of the teams and the outcomes achieved.
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Roberson, Carole. "Development and delivery of a clinical leadership programme for integrated community teams." British Journal of Community Nursing 24, no. 11 (November 2, 2019): 518–22. http://dx.doi.org/10.12968/bjcn.2019.24.11.518.
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Neighbourhood teams were formed throughout Worcestershire in early 2018, which led to a change in staff roles and responsibilities, as these are multidisciplinary community teams. It became apparent during the transition that many of the staff in band 6 roles required additional support and education to enable them to develop their knowledge and skills. Therefore, a clinical leadership programme was developed specifically for these staff. The programme followed the principles of the NHS Leadership Framework and consisted of six full-day training sessions. During the programme, staff identified issues within their team and developed a plan to address these issues over the following 6–12 months. The next two cohorts of the programme included staff from out-of-hours community nursing teams. The feedback from all delegates and managers was overwhelmingly positive, and delegates continue to implement their plans.
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Williamson, Graham R., Lynne Callaghan, Emma Whittlesea, and Val Heath. "Improving student support using Placement Development Teams: staff and student perceptions." Journal of Clinical Nursing 20, no. 5-6 (October 6, 2010): 828–36. http://dx.doi.org/10.1111/j.1365-2702.2010.03287.x.
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Billington, Greg. "BCS Partner: Outsource.Dev - How to Optimise Teams When Outsourcing." ITNOW 63, no. 3 (August 16, 2021): 34–35. http://dx.doi.org/10.1093/itnow/bwab078.
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Abstract Ideas for team building and organisational structures for software development projects involving internal staff and outsourced developers, from Greg Billington MBCS, CEO and Founder of outsource.dev.
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Kacholi, Godfrey, and Ozayr H. Mahomed. "Perceptions of hospital staff on the performance of Quality Improvement teams in the regional referral hospitals in Tanzania: A cross sectional study." PLOS ONE 16, no. 2 (February 16, 2021): e0246927. http://dx.doi.org/10.1371/journal.pone.0246927.
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Background To ensure patient-centered quality care for all citizens, Quality Improvement (QI) teams have been established across all public hospitals in Tanzania. However, little is known about how hospital staff perceive the performance of hospital QI teams in Tanzania. This study assessed the perceptions of hospital staff of the performance of QI teams in selected regional referral hospitals in Tanzania. Methods This cross-sectional study was conducted in four selected regional referral hospitals between April and August 2018. A self-administered questionnaire was used to collect data from 385 hospital staff in the selected hospitals. Measures of central tendency, proportions and frequencies were used to assess level of perception of hospital staff. Bivariate and multivariate logistic regression was used to test the association between the perceptions of hospital staff of the performance of QI teams and their socio-demographic factors. Results The overall mean perception score of the performance of QI teams was 4.84 ± 1.25. Hospital staff aged 35 and over (n = 130; 68%), female hospital staff (n = 144; 64%), staff in clinical units (n = 136; 63%) and staff with post-secondary education (n = 175; 63%) perceived that the performance of QI teams was good. Improved hospital cleanliness was viewed as strength of QI teams, whilst inadequate sharing of information and inadequate reduction in patient waiting time were considered as weaknesses of QI team performance. Bivariate and multivariate logistic regression analyses showed that there was no statistical association between the perceptions of hospital staff and their socio-demographic characteristics. Conclusion The overall perception of hospital staff of the performance of QI teams was good, with the main limitation being sharing of hospital QI plans with hospital staff. Hospital staff should be involved in the development and implementation of hospital QI plans, which would promote a positive perception of staff of the performance of QI teams and enhance sustainability of QI teams.
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Taylor, Katherine Newman, and Suzanne Sambrook. "CBT for Culture Change: Formulating Teams to Improve Patient Care." Behavioural and Cognitive Psychotherapy 40, no. 4 (February 22, 2012): 496–503. http://dx.doi.org/10.1017/s1352465812000069.
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Background: Increasingly, clinical psychologists and CBT trained clinicians work with and within teams. The cognitive model enables us to formulate the processes maintaining distress, and work with people to effect change. The model tends to be used to understand individuals’ difficulties, but may be effective in making sense of problems within teams. Aims: This study aimed to (i) explore the value of the cognitive model in formulating key staff-service user relationships; and (ii) determine whether such an approach would yield useful team based interventions. Method: The cognitive interpersonal model was used to develop an idiosyncratic conceptualization of key staff-service user interactions in an in-patient setting. This then informed management team planning aimed at improving provision for service users, and staff experience. Additionally, frequency of challenging behaviours and levels of staff burnout were assessed before and after service changes, as preliminary outcome data. Results: The team formulation was effective in (i) making sense of interactions contributing to the maintenance of service users’ challenging behaviours and staff burnout, and (ii) deriving systemic interventions likely to effect change. This was then used to guide service development planning. In support of a CBT approach to understanding and intervening with teams, preliminary data indicate that staff burnout and incidents of challenging behaviours reduced over time. Conclusion: The cognitive interpersonal model can be used to formulate relationships within teams and guide systemic change. This is likely to have a beneficial impact for both service users and staff.
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Jones, Rowena, Dermot McGovern, and Bethan Reading. "Staff attitudes towards particular client difficulties in assertive outreach teams." Irish Journal of Psychological Medicine 25, no. 4 (December 2008): 131–36. http://dx.doi.org/10.1017/s0790966700011241.
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AbstractObjective: Over recent years in England there has been widespread development of assertive outreach teams supporting patients with severe mental illness living in the community. Assertive outreach staff members are exposed to a variety of new stressors and risks. This study investigated the emotional impact on keyworkers of working with assertive outreach patients. This was considered in terms of the attitudes keyworkers hold towards patients with particular types of difficulty. The study also measured individual keyworker stress.Methods: Keyworkers from three teams in Birmingham were surveyed regarding their attitudes towards individual patients. Questionnaires measuring attitudes and patient difficulties were derived for the purpose of the study. Strengths of attitudes were correlated against different patient difficulties. Keyworker stress was measured using the General Health Questionnaire, GHQ12.Results: Certain patient difficulties, in particular poor engagement, psychotic symptoms and aggression were associated with feelings of failure in keyworkers whilst drug use, particularly crack cocaine use, was associated with fear of visiting patients at home. Some 41% of keyworkers met ‘caseness’ criteria on the GHQ12. Negative attitudes appeared to be independent of GHQ scores.Conclusions: Keyworkers expressed a number of positive and negative attitudes in relation to patient difficulties. Negative attitudes did not appear to be simply a feature of keyworker stress, however it is acknowledged that the sample size was small. Keyworkers' responses suggested a sense of personal failure when their patients were unwell or poorly engaged, despite patients being selected for assertive outreach on the basis of such difficulties. Recognition of negative attitudes may help in the improvement of training and supervision of staff members.
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Miguel, Karen, Colleen Snydeman, Virginia Capasso, Mary Ann Walsh, John Murphy, and Xianghong Sean Wang. "Development of a Prone Team and Exploration of Staff Perceptions During COVID-19." AACN Advanced Critical Care 32, no. 2 (June 15, 2021): 159–68. http://dx.doi.org/10.4037/aacnacc2021848.
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Objective: As intensive care unit bed capacity doubled because of COVID-19 cases, nursing leaders created a prone team to support labor-intensive prone positioning of patients with COVID-related acute respiratory distress syndrome. The goal of the prone team was to reduce workload on intensive care teams, standardize the proning process, mitigate pressure injuries and turning-related adverse events, and ensure prone team safety. Methods: Staff were trained using a hybrid learning model focused on prone-positioning techniques, pressure injury prevention, and turning-related adverse events. Results: No adverse events occurred to patients or members of the prone team. The prone team mitigated pressure injuries using prevention strategies. The prone team and intensive care unit staff were highly satisfied with their experience. Conclusion: The prone team provided support for critically ill patients, and team members reported feeling supported and empowered. Intensive care unit staff were highly satisfied with the prone team.
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Wheelan, Susan A., Christian N. Burchill, and Felice Tilin. "The Link Between Teamwork and Patients’ Outcomes in Intensive Care Units." American Journal of Critical Care 12, no. 6 (November 1, 2003): 527–34. http://dx.doi.org/10.4037/ajcc2003.12.6.527.
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• Background Links between teamwork and outcomes have been established in a number of fields. Investigations into this link in healthcare have yielded equivocal results. • Objective To examine the relationship between the level of self-identified teamwork in the intensive care unit and patients’ outcomes. • Method A total of 394 staff members of 17 intensive care units completed the Group Development Questionnaire and a demographic survey. The questionnaire is a reliable and valid measure of team development and effectiveness. Each unit’s predicted and actual mortality rates for the month in which data were collected were obtained. Pearson product moment correlations and analyses of variance were used to analyze the data. • Results Staff members of units with mortality rates that were lower than predicted perceived their teams as functioning at higher stages of group development. They perceived their team members as less dependent and more trusting than did staff members of units with mortality rates that were higher than predicted. Staff members of high-performing units also perceived their teams as more structured and organized than did staff members of lower-performing units. • Conclusions The results of this study and others establish a link between teamwork and patients’ outcomes in intensive care units. The evidence is sufficient to warrant the implementation of strategies designed to improve the level of teamwork and collaboration among staff members in intensive care units.
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Denicola, Christine, Lisa Altshuler, Gabrielle Denicola, and Sondra Zabar. "The Strategic Teamwork for Effective Practice Mentor Development Program (STEP-MDP): Expanding capacity for clinical and translational science by investing in research staff." Journal of Clinical and Translational Science 2, no. 3 (June 2018): 173–77. http://dx.doi.org/10.1017/cts.2018.28.
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IntroductionResearch staff are critical to productive translational research teams, yet their professional development is rarely formally addressed.MethodsWe created Strategic Teamwork for Effective Practice Mentor Development Program (STEP-MDP) to promote skills development and build a community of practice. We ran and evaluated the STEP-MDP for 32 participants, which consisted of workshops focusing on team communication and mentorship/coaching skills.ResultsWe found that STEP-MDP had a long-term positive impact on participants and their teams.ConclusionThis program facilitated the professional development of research staff.
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Lefoe, Geraldine E., Dominique Rene Parrish, Lynne Maree Keevers, Yoni Ryan, Jo McKenzie, and Janne Malfroy. "A CLASS Act: The teaching team approach to subject coordination." Journal of University Teaching and Learning Practice 10, no. 3 (July 1, 2013): 131–45. http://dx.doi.org/10.53761/1.10.3.8.
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Advancing the development of good practice around the teaching team has been the focus of a recently completed, nationally funded Australian grant entitled Coordinators Leading Advancement of Sessional Staff (CLASS). The project focused on developing leadership capacity of subject coordinators to provide supportive contexts for sessional staff to enhance their knowledge of teaching practice and contribute to subject improvement through a team approach. An action learning approach and notions of distributed leadership underpinned the activities of the teaching teams in the program. This paper provides an overview of a practical approach, led by the subject coordinator, to engaging sessional staff through the facilitation of a supportive network within the teaching team. It addresses some of the gaps identified in the recent literature which includes lack of role clarity for all members of the team and provides some examples of initiatives that teams engaged with to address some of the challenges identified. Resources to support this approach were developed and are shared though the project website. Recommendations for future direction include improved policy and practice at the institutional level, better recognition and reward for subject coordinators and resourcing to support the participation and professional development needs of sessional staff.
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Kingdon, David. "The mental health practitioner – bypassing the recruitment bottleneck." Psychiatric Bulletin 26, no. 9 (September 2002): 328–31. http://dx.doi.org/10.1192/pb.26.9.328.
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Lack of resources has been a major restriction on the development of mental health services. However, even with the resources currently available there are insufficient numbers of trained medical, nursing, occupational therapy, psychology and social work staff to maintain services to adequate levels in many areas. This seriously interferes with provision of services, especially in acute wards but also in other areas. It certainly restricts developments and the use of skills attained through training (e.g. from THORN psychosocial intervention courses (Gournay & Birley, 1998)). The introduction of crisis resolution and early intervention teams, as described in the NHS Implementation Guide (Department of Health, 2001a), looks likely to simply deprive in-patient wards and community teams of staff, making the new teams ineffective through lack of core services. This will occur directly by recruitment of staff from them, or competitively through taking new entrants from nursing and social work programmes. Solutions proposed have included increasing numbers of support workers and administration staff; recruitment from abroad; or increased delegation of tasks, but there remains a need for more appropriately-trained professional staff.
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Vaughan, R., K. Antczak, L. Kowalewski, and L. Feeney. "Should all community mental health teams be sectorised?" Irish Journal of Psychological Medicine 37, no. 1 (January 23, 2020): 48–54. http://dx.doi.org/10.1017/ipm.2019.60.
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ObjectivesSectorised catchment areas have characterised Irish mental health service delivery since the devolution of institutional care. Unlike other catchment areas, the Cluain Mhuire Community Mental Health Service (CMCMHS) never sectorised. With the development of Community Health Networks (CHNs) and Primary Care Centres, the CMCMHS has come under renewed pressure for structural change. We aimed to consider the implications of these proposed changes on staff and service users.MethodWe obtained demographic information comparing the CHNs with respect to attendee numbers, new referrals and admissions over a 1- year period. Secondly, we conducted an anonymous survey seeking opinions on the proposals to switch to a sector-based model and/or specialist inpatient care.ResultsReferral and admission rates differed across CHNs, broadly consistent with populations. About 36% of staff and 33% of service users supported changing to a sector-based system. In the event of a sector-based system of care being implemented, 66% of service users felt that existing service users should remain under the care of their current team. There was little support among any group for the development of specialist inpatient teams.ConclusionsWe discuss the benefits and drawbacks of sectorisation of mental health service provision. Most patients did not want to change teams either as current service users or as re-referrals (indicating it will take a significant time to transition to a sector-based system). Without clear pathways towards integration with primary care teams, the advantages of sectorisation may not outweigh the challenges associated with its implementation.
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Kumar, Hemant, Raimand Morad, and Manish Sonsati. "Surgical team: improving teamwork, a review." Postgraduate Medical Journal 95, no. 1124 (May 13, 2019): 334–39. http://dx.doi.org/10.1136/postgradmedj-2018-135943.
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Teams within surgery have been through countless cycles of refinement with an ever-increasing list of surgical team members. This results in a more dispersed team, making effective teamwork harder to achieve. Furthermore, the ad hoc nature of surgical teams means that team familiarity is not always given. The impact of this is seen across the field, with inadequacies leading to disastrous outcomes. This is a review of research that has been done into the topic of surgical teams. It will investigate barriers and consider the evidence available on how to improve the current system. Studies show an increased effectiveness of surgical teams with structures that allowed consistency in team members. The research advocates that advancements made in improving teamwork and efficiency can prove to be a low-cost but high-yield strategy for development. This can be in terms of simulated training, staff turnover management and fixed team allocation.
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Phipps, Shelley, Brinley Franklin, and Shikha Sharma. "Striving for Excellence: Organizational Climate Matters." Evidence Based Library and Information Practice 8, no. 2 (June 11, 2013): 22. http://dx.doi.org/10.18438/b8v028.
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Objective – To describe steps undertaken by the University of Connecticut Libraries to respond to the results of an organizational climate assessment. More than 80% of the Libraries’ staff members completed the ClimateQUAL® survey instrument in the spring of 2007. An organizational development consultant designed a format for focus groups to provide anonymous, but more detailed, experience-based information to help the Libraries discover, understand, and respond to the root causes of “problem” areas indicated by the survey results.
Methods – In November 2007, the consultant conducted five 90-minute, on-site focus group sessions, each with 7-15 participants. Two of the sessions were open to all staff members, while the others focused on underrepresented minority group members, team leaders, and the staff of one specific team.
Results – A summary report based on compiled data and including recommendations was submitted and discussed with the Libraries’ Leadership Group. In line with organizational development practice, recommendations were made to engage those closest to the “problems” (i.e., the staff) to design and recommend improvements to internal systems. The consultant advised the formation of six teams to address internal systems, and an initial three teams comprised of staff members from across the library were formed. These teams were charged with formulating a set of recommended actions that will contribute to a healthier organizational climate in three areas: leadership and team decision making; performance management; and hiring, merit, and promotion. The findings, recommendations, and progress-to-date of each team are summarized.
Conclusion – The ClimateQUAL® results and the follow-up with the organizational development consultant helped in identifying potential problem areas within the Libraries’ internal systems. The consultant made recommendations that led to the development of concrete roadmaps, benchmarks, and associated strategies. The Libraries’ progress on its strategic plan will serve as the barometer for gauging the effect of these changes.
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Karel, Michele J., Karen M. Benson, Youliana Piscopo, Susan Maataoui, and Kimberly Curyto. "CHALLENGES AND STRATEGIES FOR SUSTAINING A NEW DEMENTIA BEHAVIORAL CARE APPROACH IN NURSING HOMES." Innovation in Aging 3, Supplement_1 (November 2019): S380. http://dx.doi.org/10.1093/geroni/igz038.1393.
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Abstract The STAR-VA training program in Veterans Health Administration Community Living Centers (CLCs) has been helping interdisciplinary care teams understand and manage dementia-related behaviors in the nursing home setting, with promising clinical outcomes. However, sustaining a new care approach in a health care system poses multiple challenges. This presentation will discuss facilitators and barriers to STAR-VA sustainability based on CLC team and nurse leader feedback. Findings are informing development of a new site coaching program and a sustainability toolkit. Feedback to date suggests that critical STAR-VA implementation and sustainability strategies include: regularly scheduled team meetings to discuss behavioral assessment and care plans; ongoing staff training (e.g., new staff orientation); communicating care plans across shifts and in the health record; multiple nurse/shift champions; impromptu huddles; acknowledging staff successes; leadership engagement. The coaching program engages teams in setting and tracking site sustainability goals. Lessons learned will be discussed.
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Colgan, Stephen, and Keith Bridges. "The development of a community support service for the chronically mentally ill in an inner city health district." Psychiatric Bulletin 14, no. 12 (December 1990): 710–12. http://dx.doi.org/10.1192/pb.14.12.710.
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Community support teams are an important component of services for the chronically mentally ill who do not need to remain in hospital. In the autumn of 1989 the Department of Psychiatry in Central Manchester established a small team with a remit to develop such a service. The team is made up of four nursing staff (a charge nurse, staff nurse, SEN and a nursing auxiliary) with additional support provided by two occupational therapists, a clinical psychologist, consultant psychiatrist and senior registrar in rehabilitation psychiatry. This paper will briefly describe some of the experiences and problems that the service has encountered so far and some of the solutions that have been explored.
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Powell, Jackie, and Robin Lovelock. "The development of community based adult mental health services." Psychiatric Bulletin 16, no. 2 (February 1992): 73–75. http://dx.doi.org/10.1192/pb.16.2.73.
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Service initiatives such as the decentralisation of adult mental health care by way of multidisciplinary patch teams have wide-ranging implications for professional practice. The successful development of community based services demands that staff adopt different roles from those appropriate to the hospital setting.
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Cole, Ester. "Characteristics of Students Referred to School Teams: Implications for Preventive Psychological Services." Canadian Journal of School Psychology 8, no. 1 (September 1992): 23–36. http://dx.doi.org/10.1177/082957359200800103.
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A total of 274 multidisciplinary staff members in 54 elementary and secondary schools participated in a study that identified the characteristics of students referred to school teams. The results suggested that meetings addressed academic and learning needs more often than emotional or psychological concerns. Implications for the practice of school psychology and the development of team-facilitated prevention programs are discussed.
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Smith, Jason W., and Sherry L. Weber. "Multi-Agency Permitting Teams." Transportation Research Record: Journal of the Transportation Research Board 1941, no. 1 (January 2005): 129–35. http://dx.doi.org/10.1177/0361198105194100116.
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Over the past several years, the State of Washington has invested substantial time and energy to streamline the environmental regulatory and permit process. The creation of the Multi-Agency Permitting Team (MAP team) pilot is one such strategic investment. The concept is based on the idea that an interagency team composed of diverse disciplines, located within one office, will experience enhanced communication, coordination, and higher-quality, more timely permit decisions. Currently, the MAP team consists of staff from five government agencies: the U.S. Army Corps of Engineers, Washington State Department of Ecology, Washington State Department of Fish and Wildlife, Washington State Department of Transportation, and King County Department of Development and Environmental Services. Fifty-two transportation projects are assigned to the team. After initially defining how to work together, the team began communications with their customer base in an attempt to make permitting processes more consistent and predictable. The team has been using this feedback to initiate streamlining opportunities to define complete applications, to create early project coordination and MAP team permit processes, to identify improvement opportunities within each agency, and to create model business practices that will use existing project experiences to deliver future projects. These investments in early project coordination are being tracked through eight performance measures. The MAP team pilot sunsets on June 30, 2005, and, if successful, Washington State may institute the MAP team concept as a permanent business practice with the potential for growth in other transportation, intergovernmental, and private venture applications.
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Brookes, Olivia, Celia Brown, Carolyn Tarrant, Julian Archer, Duncan Buckley, Lisa Marie Buckley, Ian Clement, et al. "Patient experience and reflective learning (PEARL): a mixed methods protocol for staff insight development in acute and intensive care medicine in the UK." BMJ Open 9, no. 7 (July 2019): e030679. http://dx.doi.org/10.1136/bmjopen-2019-030679.
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IntroductionPatient and staff experiences are strongly influenced by attitudes and behaviours, and provide important insights into care quality. Patient and staff feedback could be used more effectively to enhance behaviours and improve care through systematic integration with techniques for reflective learning. We aim to develop a reflective learning framework and toolkit for healthcare staff to improve patient, family and staff experience.Methods & analysisLocal project teams including staff and patients from the acute medical units (AMUs) and intensive care units (ICUs) of three National Health Service trusts will implement two experience surveys derived from existing instruments: a continuous patient and relative survey and an annual staff survey. Survey data will be supplemented by ethnographic interviews and observations in the workplace to evaluate barriers to and facilitators of reflective learning. Using facilitated iterative co-design, local project teams will supplement survey data with their experiences of healthcare to identify events, actions, activities and interventions which promote personal insight and empathy through reflective learning. Outputs will be collated by the central project team to develop a reflective learning framework and toolkit which will be fed back to the local groups for review, refinement and piloting. The development process will be mapped to a conceptual theory of reflective learning which combines psychological and pedagogical theories of learning, alongside theories of behaviour change based on capability, opportunity and motivation influencing behaviour. The output will be a locally-adaptable workplace-based toolkit providing guidance on using reflective learning to incorporate patient and staff experience in routine clinical activities.Ethics & disseminationThe PEARL project has received ethics approval from the London Brent Research Ethics Committee (REC Ref 16/LO/224). We propose a national cluster randomised step-wedge trial of the toolkit developed for large-scale evaluation of impact on patient outcomes.
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Aronson, Zvi H., Richard R. Reilly, and Gary S. Lynn. "Understanding the Role of Team Member Personal Style in Project Performance: Does the Type of Innovation Matter?" International Journal of Innovation and Technology Management 16, no. 04 (June 2019): 1940002. http://dx.doi.org/10.1142/s0219877019400029.
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Teams are progressively becoming primary in the way employees in organizations conduct work. We investigated the role of staff personal style in project performance for teams working on incremental and radical innovations. Regression results based on 149 teams suggest that, for employees, conscientiousness and agreeableness, predominantly, seem to be beneficial for new product development (NPD) performance. Slope tests promote our proposition that for speed, radical NPD might gain from extra open and stable staff. Further, exceedingly agreeable employees do not seem to provide support when new ideas are fostered, since it could be a precursor to group think and less successful innovation. We provide implications for selection and training of employees assigned to work in innovation teams.
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Ellis, Michelle, and Billie Kell. "Development, delivery and evaluation of a team building project." Leadership in Health Services 27, no. 1 (January 28, 2014): 51–66. http://dx.doi.org/10.1108/lhs-06-2012-0022.
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Purpose – The purpose of this paper is to illustrate the design, development, delivery and evaluation of a customised team building project on a paediatric unit. Design/methodology/approach – The project content was tailored to meet the developmental needs of the staff working within the units, incorporating both soft and hard leadership approaches. A personal self development approach was used, and how this could enhance team working. Theory was embedded using innovative approaches that enabled practical application facilitating both surface and deep learning. Findings – All staff participated and found themselves to have significantly developed both as individuals and as a team. They also identified the support required from management in order to fulfil their potential and to work effectively as a team. The teams have since completion of the project been more cohesive, are working more effectively and patient care has improved. Practical implications – The project demonstrated how externally developed team building projects can be an effective approach to team building and leadership skill set acquisition, which can then be utilised in the practice arena. Originality/value – Utilisation of a person centred approach to team building enables the individual to develop both as an individual and as a team – allowing them to contribute at a higher level.
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Cerny, Jiri, and Jaromir Pitas. "Perspectives and Options for the Development of Virtual Teams for Command of Units in Operations." International conference KNOWLEDGE-BASED ORGANIZATION 23, no. 1 (June 20, 2017): 66–73. http://dx.doi.org/10.1515/kbo-2017-0010.
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Abstract Team cooperation has been one of the crucial elements of effective and successful organization since the late 1960s. Function, structure and behavior within work teams are common part of organizations, firms and security structures. Increasing cooperation across fields, along with tendency to develop horizontal organizational structures, requires the capability to cross geographic and organizational boundaries. Traditional teams are not suitable for this kind of cooperation. With continual invention and application of new information technology, the communication with units during the operations is becoming simpler and faster than ever before. With the development of technologies, command and control has to evolve too. Commanders and staff on the positions of command during operation are not always skilled and informed enough to solve particular problems. The search for new potential will enable the achievement of goals of armed forces during the operations. System of command and control requires new viewpoints and new ways. The solution might be the development of the virtual teams. However, virtual teams are not understood well enough from the practical and theoretical perspective.
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Cole, Ester, Jane Siegel, and Maria Yau. "Multidisciplinary School Teams: Perceptions of Goals, Roles and Functions." Canadian Journal of School Psychology 8, no. 1 (September 1992): 37–51. http://dx.doi.org/10.1177/082957359200800104.
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This study of the functioning of multidisciplinary school teams is based on responses from 332 staff members in 43 elementary and 11 secondary schools. Respondents represented five professional groups actively involved with school teams: principals/vice-principals, teachers, psychoeducational consultants, social workers, and guidance counselors. The results indicate that elementary teams meet more frequently than secondary teams and that more frequent meetings are associated with higher levels of member satisfaction. Typically, three quarters of meetings are devoted to discussing individual students and their needs. Most respondents see team members as being actively and collaboratively engaged in decision making. Classroom teachers, however, felt less engaged as active participants. They were seen as providers of information about referred students rather than as sharers of expertise regarding strategies and interventions. Areas in which professional development needs were identified included (a) more focus on classroom and schoolwide prevention programs, (b) greater teacher involvement in decision making, and (c) more focus on intervention strategies and follow-up activities.
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Pchelintseva, M. V., and M. N. Lyapin. "Normative Provision of Biosafety of the Specialized Anti-Epidemic Teams Functioning." Problems of Particularly Dangerous Infections, no. 4(102) (August 20, 2009): 21–31. http://dx.doi.org/10.21055/0370-1069-2009-4(102)-21-31.
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Analyzed were normative and methodical documents which were in force at different stages determined as regards current tasks, staff schedule and the equipment table of the specialized anti-epidemic teams (SAET). Substantiated was the necessity to develop the new regulatory document, comprising requirements of biosafety provision of the specialized anti-epidemic teams functioning. Determined was the way of further improvement of normative and methodical provision of biosafety under conditions of practical realization of the conception of SAET modernization. It included the development of the set of regulatory documents specifying the fulfillment of the main provisions of the Standing Оrder and elaboration of management system based on risk analysis.
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Marrone, Stephen R. "Perioperative accountable care teams: Improving surgical team efficiency and work satisfaction through interprofessional collaboration." Journal of Perioperative Practice 28, no. 9 (July 23, 2018): 223–30. http://dx.doi.org/10.1177/1750458918788975.
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The purpose of this performance improvement project was to design, implement and evaluate an interprofessional education initiative intended to improve surgical team efficiency, communication and work satisfaction. The development of interprofessional perioperative accountable care teams in three surgical specialties, cardiothoracic, neurosurgery and orthopedics, demonstrated a reduction in turnover time, increased staff, patient and surgeon satisfaction, and increased operating room (OR) revenue generated by the surgical specialties within one year of implementation.
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Indermun, Vartikka, and Dolly Elizabeth Mthembu. "The Effects of Performance Management and Development on the Performance of Modern Public Sector Organisations." JOURNAL OF SOCIAL SCIENCE RESEARCH 8, no. 1 (June 24, 2015): 1529–34. http://dx.doi.org/10.24297/jssr.v8i1.6622.
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Performance management in the modern public sector organisations is the use of interrelated strategies and activities to improve the performance of individuals, teams and organisations. Performance management is an essential tool that is relevant at all levels in all public sector organisations. It provides a means to improve organisational performance by linking and aligning individual, team and organisational objectives and results. It also provides a means to recognise and reward good performance and to manage under-performance.This article explores the effects of performance management and development on modern public sector organisations including factors that limit the implementation of such measures in the promotion and retention of staff. Performance management in the modern public sector organisations can be described as work in progress. Significant progress has been made but major challenges remain, especially on the issues of credibility and staff engagement.
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Baldwin, Sharin, Rachel Stephen, Philippa Bishop, and Patricia Kelly. "Development of the Emotional Wellbeing at Work Virtual Programme to support UK health visiting teams." Journal of Health Visiting 8, no. 12 (December 2, 2020): 516–22. http://dx.doi.org/10.12968/johv.2020.8.12.516.
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The Covid-19 pandemic has changed the way in which health visiting services are delivered in the UK. Health visitors are now having to work more remotely, with virtual methods for service delivery as well as using personal protective equipment where face-to-face contacts are necessary. This rapid change has resulted in many health visiting staff working under greater levels of pressure, feeling isolated, anxious and unsettled. This article discusses a virtual programme that has been funded by the RCN Foundation and developed by the Institute of Health Visiting to support the emotional wellbeing of health visiting teams in the UK. It outlines the background to the project, the theoretical underpinnings to inform the programme model and the evaluation process that will be used to further refine the programme before wider implementation.
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Thies, Linda C. "Building Staff Capacity through Reflecting on Collaborative Development of Embedded Academic Literacies Curricula." Journal of University Teaching and Learning Practice 13, no. 5 (December 1, 2016): 82–105. http://dx.doi.org/10.53761/1.13.5.8.
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Most Australian universities articulate some policies around the integration of graduate learning outcomes in courses. This paper draws on a Federal Government funded project that adopted a developmental approach to students’ acquisition of course learning outcomes, through the embedding of academic literacies in course curricula. The project was part of a Higher Education Participation and Partnership Program (HEPPP), which focused on courses with a high proportion of students from a low socio-economic status (SES) background. However, the project took an inclusive approach to curriculum development by focusing on the needs of all students. In describing this project, the paper aims to explore the challenges and advantages of collaborative curriculum development. The findings, which are based on individual interviews with the project partners suggest that increased collaboration between course team members and professional staff, and the opportunity to reflect built the capacity of all staff, specifically their understanding of academic literacies. Evaluation of the project helped to confirm that a curriculum renewal process needs to ensure that members of course teams have time to fully engage in collaborative reflection. The evaluation supported a move to a more cooperative approach to curriculum development.
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Derrett, Sarah, Kathryn E. Gunter, Ari Samaranayaka, Sara J. Singer, Robert S. Nocon, Michael T. Quinn, Mary Breheny, et al. "Development and Testing of the Provider and Staff Perceptions of Integrated Care (PSPIC) Survey." Medical Care Research and Review 76, no. 6 (December 12, 2017): 807–29. http://dx.doi.org/10.1177/1077558717745936.
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This article discusses development and testing of the Provider and Staff Perceptions of Integrated Care Survey, a 21-item questionnaire, informed by Singer and colleagues’ seven-construct framework. Questionnaires were sent to 2,936 providers and staff at 100 federally qualified health centers and other safety net clinics in 10 Midwestern U.S. states; 332 were ineligible, leaving 2,604 potential participants. Following 4 mailings, 781 (30%) responded from 97 health centers. Item analyses, exploratory factor analysis, and confirmatory factor analysis were undertaken. Exploratory factor analysis suggests four latent factors: Teams and Care Continuity, Patient Centeredness, Coordination with External Providers, and Coordination with Community Resources. Confirmatory factor analysis confirmed these factor groupings. For the total sample, Cronbach’s alpha exceeded 0.7 for each latent factor. Descriptive responses to each of the 21 Provider and Staff Perceptions of Integrated Care questions appear to have potential in identifying areas that providers and staff recognize as care integration strengths, and areas that may warrant improvement.
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Fulbright, Ron. "Incorporating Innovation into Iterative Software Development Using the Inventive Problem Solving Methodology." International Journal of Innovation Science 5, no. 4 (December 1, 2013): 203–12. http://dx.doi.org/10.1260/1757-2223.5.4.203.
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Iterative software methodologies allow development teams to be agile in their response to changing requirements. However, the software development team is usually at the mercy of requirements changes, rather than being part of the project engineering staff defining the changes to the solution architecture. Therefore, projects tend to implement inferior solutions. Integrating a project-level innovation technique called Inventive Problem Solving into agile software development methodologies such as the spiral model, the Rational Unified Process, and Scrum, allows the development team to affect the overall solution architecture utilizing their expertise in information technology to the maximum benefit. As a result, more creative, innovative, and efficient solutions to the problem are conceived and implemented.
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K.W. Wong, Kelwin, Mohan Kumaraswamy, Gangadhar Mahesh, and Florence Y.Y. Ling. "Building integrated project and asset management teams for sustainable built infrastructure development." Journal of Facilities Management 12, no. 3 (July 1, 2014): 187–210. http://dx.doi.org/10.1108/jfm-05-2013-0025.
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Purpose – This paper aims to investigate the relevance of the relationally integrated value networks (RIVANS) concept for integrating project management (PM) and asset management (AM) for total asset management (TAM). The specific objectives are to test the RIVANS for TAM concept postulated by Kumaraswamy (2011) and Kumaraswamy et al. (2012); discover ways to enable PM and AM teams to work in an integrated manner; and recommend strategies and operational measures to promote greater team integration in the industry. Design/methodology/approach – This study is based in Hong Kong with parallel studies in the UK, Singapore and Sri Lanka. Through a comprehensive questionnaire, a case study on an organization engaged in both design and construction and operations and maintenance (O&M) works, interviews and hosting a workshop (all conducted with experienced industry practitioners and experts), a set of recommendations are derived to guide the industry toward greater team integration. Findings – Early involvement of O&M staff is important for better anticipating obstacles and learning from past experiences, but PM and AM teams generally work independently with limited interaction. Priorities of the stakeholders are often different. Knowledge management is increasingly important, but knowledge sharing is not always a priority. The three focus areas in the set of recommendations developed from Hong Kong are: organizational/management structure, procurement strategies and operational mechanisms; fostering culture of team building and providing additional means of communication; and informal communication tools. Originality/value – There has been little research into the communication, interaction and integration between PM and AM priorities and teams. However, increasing industry emphasis on sustainable buildings, end-user satisfaction and designing for maintainability dictates that PM and AM teams must work closer together, hence the imperative for mapping useful directions to be pursued.
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Reed, Stephanie J., and Mary Ann Merz. "Integrated Service Teams in Psychiatric Rehabilitation: A Strategy for Improving Employment Outcomes and Increasing Funding." Journal of Applied Rehabilitation Counseling 31, no. 4 (December 1, 2000): 40–46. http://dx.doi.org/10.1891/0047-2220.31.4.40.
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As best practices in psychiatric rehabilitation call for integrated mental health and vocational services, the financial climate demands creative use of multiple funding streams. Rehabilitation providers are faced with the essential challenge of developing systems to efficiently meet complex service needs with complex funding mechanisms. Independence Center, a clubhouse model psychiatric rehabilitation program in St. Louis, Missouri, has implemented a new team approach, which involves cross-training all program staff to facilitate the integration of mental health and vocational services. The goal of this system redesign was to create teams of staff and members that together provide a broad range of services, including intensive community support/case management, psychosocial rehabilitation, peer support, transitional employment, job development, and long-term employment supports. Benefits and challenges to practitioners and consumers in the new structure are described. Initial outcomes are presented along with recommendations for improving service quality and optimizing use of funding sources.
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PONOMAREV, Alexander V., and Nikita A. KOSTIN. "ABOUT THE PROGRAM OF THE STAFF OF THE URFU STUDENT TEAMS ON THE FORMATION OF FUTURE SKILLS." PRIMO ASPECTU, no. 3(47) (September 15, 2021): 55–59. http://dx.doi.org/10.35211/2500-2635-2021-3-47-55-59.
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The article emphasizes the importance of the skills of the future in the training of a modern specialist in the labor market. A list of relevant skills of the future is given. A research design is presented in the development of a program for the formation of the skills of the future in the environment of student teams. The article analyzes the scientific literature on the topic of this study, describes the portrait of a soldier of the student detachments of UrFU in the context of the skills of the future. Conclusions are made about the skills of the future that are in demand by the fighters of student teams. Technologies for the formation of the skills of the future in the environment of student teams are proposed. The article presents a program for the formation of the skills of the future among the student teams of the Ural Federal University. The program consists of 4 modules: an information module, which includes 4 lectures from the speakers of the UPI, Ural State University-Ural Federal University Alumni Association and the Ural Federal University's Center of Universal Competencies "4K", an interactive module consisting of four trainings, a project module including "Creative Laboratory". The practical module contains five activities aimed at building the skills of the future. The results of testing some of the elements of the program for the formation of skills in the environment of student teams are presented. The conclusion is made about the significant potential of the movement of student teams in the formation of the skills of the future.
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Feuerborn, Laura L., Ashli D. Tyre, and Mladen Zečević. "Factor Validation of the Staff Perceptions of Behavior and Discipline (SPBD) Survey." Remedial and Special Education 40, no. 1 (January 15, 2019): 32–39. http://dx.doi.org/10.1177/0741932518775741.
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The implementation of schoolwide positive behavior interventions and supports (SWPBIS) requires a shift from a reliance on reactionary discipline to prevention-oriented supports, and it requires that staff adopt and regularly apply the practices throughout the building. This level of systemic change in staff thinking and practice is challenging to achieve and sustain, but data can assist teams in navigating the process. The Staff Perceptions of Behavior and Discipline (SPBD) is a needs assessment survey developed to measure staff beliefs, needs, and concerns for discipline and behavioral support practices. This tool can help teams make data-informed decisions, and target professional development to fit the needs and concerns of staff in their building. This study reexamines the internal consistency and factor structure of the SPBD using an expanded data set of 147 schools, including elementary, middle, and high schools across several geographic regions in the United States. The results corroborate the SPBD’s existing factor structure over alternative factor structures and support the internal consistency of each subscale. Implications for practice and future research are provided.
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Gates, Steve. "Time to take negotiation seriously." Industrial and Commercial Training 38, no. 5 (August 1, 2006): 238–41. http://dx.doi.org/10.1108/00197850610677689.
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PurposeThe aim of this paper is to provide an overview of the skills needed for successful negotiations. It seeks to identify the benefits of training key staff in negotiations skills, including the difference it can make to a company's bottom line. It also aims to look at the risks to business of not developing these skills.Design/methodology/approachThe paper uses a mixture of case studies, examples, quotes and opinion.FindingsThe paper finds that only 5 per cent of the UK's training budget is spent on negotiations skills development. However, developing negotiation skills makes a significant difference to the performance of all staff, both in internal and external negotiations. Many big companies now appreciate the value of negotiation skills development and are leading the way in developing all staff in this way.Practical implicationsAll businesses should think about investing in negotiation skills development. Otherwise they are at risk of costing their company a significant margin.Originality/valueThis paper looks for the first time at the skills gap in UK businesses in terms of negotiation skills development. It will be of value to anyone involved in internal and external negotiations, including sales and buying teams, Human Resources staff and senior managers and directors. It will be of value in helping them decide how to make the best use of training.
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Hall-Ellis, Sylvia D., and Deborah S. Grealy. "The Dreyfus Model of Skill Acquisition: A Career Development Framework for Succession Planning and Management in Academic Libraries." College & Research Libraries 74, no. 6 (November 1, 2013): 587–603. http://dx.doi.org/10.5860/crl12-349.
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Succession planning and management are critical parts of strategic planning for libraries in the twenty-first century. Making certain that the right people are in place with the prerequisite training and experience to assume leadership positions is a vital part of strategic planning and talent management in libraries that rely on teams of people working in flatter structures and greater accountability. The Dreyfus Model of Skill Acquisition framework suggests that mentoring, coaching, and professional development empower staff for movement up organizational career ladders as part of succession planning and management. To maximize human capital, administrators need to determine skill development levels among staff so that they can identify skill “gaps” internally, create new career ladders, identify emerging stars, and enhance evidence of values for staff contributions.
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Blanks, Thomas, Nicholas Woodier, Bryn Baxendale, Mark Fores, and Lynn Fullerton. "A qualitative evaluation of the role of simulation in policy development for service improvement." BMJ Simulation and Technology Enhanced Learning 4, no. 1 (July 22, 2017): 19–22. http://dx.doi.org/10.1136/bmjstel-2017-000219.
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ObjectiveTo evaluate the efficacy of simulation-based techniques to prospectively assess developing polices prior to implementation.MethodsA self-selected sample of nursing staff from a local, acute hospital reviewed a draft intravenous drug administration policy before simulating drug administration of either an infusion or direct injection. The participants completed a postsimulation questionnaire regarding the new policy and simulation, took part in a semistructured interview and were observed during the simulation with their consent.Results10 staff attended the simulation. The emergent themes identified a wide range of factors relating to the everyday usability and practicalities of the policy. There were issues surrounding inconsistent language between different clinical teams and training requirements for the new policy.ConclusionSimulation, using simple scenarios, allows the safe evaluation of new policies before publication to ensure they are appropriate for front-line use. It engages staff in user-centred design in their own healthcare system.
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Sharpe, M., D. McNear, and J. Bosma. "The Development of a Scale to Facilitate Reading Mode Decisions." Journal of Visual Impairment & Blindness 89, no. 1 (January 1995): 83–89. http://dx.doi.org/10.1177/0145482x9508900112.
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This article describes the first phase of a project to develop an empirically based scale to help multidisciplinary teams decide whether individual children need to start or continue braille instruction. In this phase, a national sample of 225 respondents rated items in two versions of the inventory, and the project staff identified five factors on which subsequent subscales were based. In the next phase, efforts will be made to norm the scale and to determine its reliability, validity, and usefulness to the field.
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Rawlinson, Traci, Todd Bartholet, and Heidi Tonne. "Training staff in a virtual unit." Journal of Clinical Oncology 36, no. 30_suppl (October 20, 2018): 119. http://dx.doi.org/10.1200/jco.2018.36.30_suppl.119.
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119 Background: Nebraska Medicine, a 600 bed academic medical center, had 24 inpatient oncology beds. In order to grow the oncology population, planning for the Fred and Pamela Buffett Cancer Center began. The new center would include 108 inpatient beds on four units: acute, specialty, progressive, and intensive levels of care. A year in advance, plans were initiated to onboard newly hired nurses of various clinical backgrounds with the goal of creating a competent, cohesive health care team. Despite challenges of a nursing shortage in a competitive market and construction of the facility underway, the oncology leadership team developed innovative ways to orient the large number of new staff. Collaboration with existing inpatient units throughout the organization was instrumental in achieving this goal. Methods: The oncology leadership team developed a process to deploy nursing staff into a variety of inpatient units throughout the organization. A partnership was established involving inpatient managers and hospital educators to track progress and learning needs of each individual during the orientation process. Key components were consistent communication between the leadership teams, and ensuring exposure to the relevant oncology patients, procedures and providers. To provide additional support, an existing Oncology Nurse Fellowship program was adapted and utilized to educate on the holistic care of oncology patients. Day in the life scenarios were developed to expose staff to the new space. Lead Nurses for each inpatient unit received additional development training. Team building exercises and staff meetings contributed to creating positive working relationships. Results: A year later 73 nurses and 48 patient care technicians (PCT), along with the inter-professional team, were prepared to competently and holistically care for patients upon opening of the cancer center. Collaboration with 14 units, including the hospital float pool, yielded impressive results. 84 nurses participated in the Oncology Nurse Fellowship program and 62 PCT’s attended Oncology 101, a specific training for PCTs. Conclusions: Through collaboration and innovation, it is possible to orient clinical staff to create a competent, cohesive team before a physical nursing unit exists.
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Tatsuki, Shigeo. "The Development and Validation of Disaster Response Competency Profile Indices." Journal of Disaster Research 3, no. 6 (December 1, 2008): 429–41. http://dx.doi.org/10.20965/jdr.2008.p0429.
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This study aimed to identify observable and measurable traits that were shared among highly competent disaster responders, to construct screening instruments that assess disaster responder competencies, and to examine the construct as well as predictive validity of the instruments. Focus group interviews of competent disaster responders were conducted in order to capture statements that typified their characteristics. Conceptual clustering of the statements produced three distinct categories, and they were found being associated with three major disaster response functions: 1) incident commander, 2) management staff (intelligence, planning, and logistics), and 3) operations personnel. The following cross-validation interviews formed the basis from which to construct a preliminary multiple-choice instrument as well as two other types. Three different instruments measuring three different competencies were then administered to fifty disaster responders, and thirty-three questionnaires were returned. This provided multitrait-multimethod (MTMM) data and the structural equation modeling (SEM) validated the construct validity of the scales, which were named the Disaster Response Competency Profile Indices (DRCPI). The second study compared simulated disaster responses performed by the most competent teams of incident commander, management staff, and operations personnel, as determined by means of the instrument, with those performed by the least competent. The team results were successfully predicted by the DRCPI.
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Clark, Charlotte R., and Tavey M. Capps. "Synergy of the (Campus) Commons: Integrating Campus-Based Team Projects in an Introductory Sustainability Course." Sustainability 12, no. 3 (February 8, 2020): 1224. http://dx.doi.org/10.3390/su12031224.
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Faculty and staff at Duke have collaborated to teach a one-semester, introductory, undergraduate course on sustainability ten times over 12 years, including both theoretical and applied project-based content. This article describes the overall process and rhythm of the course, and provides a unique contribution by summarizing our process to accomplish on-campus sustainability projects where three- to five-person student teams collaborate with on-campus clients throughout the semester, researching questions posed by the client, and ultimately providing recommendations. The faculty/staff partnership on the instructional team permits five to six projects to be designed each year, with a much broader array of clients and authentic research questions than could be envisioned by an academic faculty member alone. Having a strong connection with the Sustainable Duke staff provides the trust with other staff on campus that project results can endure past the semester time period if warranted.
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Veretennykova, Hanna, and Viktoriia Tomakh. "Analysis of the enterprise`s readiness to implement modern tools of corporate culture development." Development Management 18, no. 4 (February 22, 2021): 1–9. http://dx.doi.org/10.21511/dm.18(4).2020.01.
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Corporate culture is a unique attribute of the enterprise that positively affects the socio-economic results of its activity and develops under the influence of external and internal factors. The paper suggests a group of factors influencing corporate culture that determine the effectiveness and speed of its development. This group includes the level of competence of HR managers; the level of influence on staff of formal and informal leaders and their attitude to changes; the presence of cultural bugs, the attitude of the existing culture to changes, the degree of hierarchy, the speed of communication channels, the level of staff satisfaction with the situation, the presence of feedback. An analysis of global trends of enterprises’ corporate culture development allowed formulating the following areas of its improvement for the domestic enterprises: formation of a passionate employee, ensuring a balance between work and personal life, an individual approach to personal development and the effectiveness of staff activities, the organization of a virtual office, diversification as a part of teams, and reduction of hierarchy levels. The assessment of the domestic enterprises readiness to implement measures in the framework of the identified areas indicates that the most enterprises are ready to introduce modern tools for the development of corporate culture. At the same time, the necessity was revealed to introduce the individual approach to identify areas for improving professional skills and ensuring a balance between work and personal life of employees.
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Jones, Lindsay, and Phyllis Annesley. "“Part of being human”: evaluating the 4Ps model to support inpatient staff teams in reflecting on interpersonal dynamics." Journal of Mental Health Training, Education and Practice 14, no. 4 (June 27, 2019): 232–41. http://dx.doi.org/10.1108/jmhtep-09-2018-0055.
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Purpose An innovative training approach was developed to enable staff working with complex cases, including personality disorder, to reflect on and work with the interpersonal dynamics of their interactions with service users. The aim of this approach is to support effective, compassionate and boundaried care. An overview of the model and development of the training is provided along with presentation and discussion of outcome data. Implications for future practice are also considered. Design/methodology/approach One-day workshops were provided within inpatient forensic women’s services. Nine workshops were delivered with 96 multidisciplinary staff having attended in total. Evaluation tools were developed to ascertain participants’ feedback regarding the training including its relevance and potential for impact on practice. Feedback was analysed using a mixture of quantitative and qualitative methods. Findings The evaluation demonstrated that the training was well received by a motivated group of participants and was felt to be relevant to their clinical practice. Research limitations/implications The evaluation is limited by the lack of a follow-up to assess the longer-term impacts of the training and whether the positive effects of the training were maintained. Practical implications The findings demonstrate that the training can be delivered within a short time frame, which makes the training efficient and cost effective. Social implications The training can develop practitioners’ skills in delivering compassionate and boundaried care in line with key NHS drivers for staff working with complex service users. Originality/value The 4Ps model enables staff with little or no psychotherapy training to deliver psychologically informed care which takes account of interpersonal dynamics and positively contributes to relational security, with an emphasis on reflecting on self and others.
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Hickner, Andy, Christopher R. Friese, and Margaret Irwin. "Development and Testing of a Literature Search Protocol for Evidence Based Nursing: An Applied Student Learning Experience." Evidence Based Library and Information Practice 6, no. 3 (September 14, 2011): 28. http://dx.doi.org/10.18438/b8p34h.
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Objective – The study aimed to develop a search protocol and evaluate reviewers' satisfaction with an evidence-based practice (EBP) review by embedding a library science student in the process.
Methods – The student was embedded in one of four review teams overseen by a professional organization for oncology nurses (ONS). A literature search protocol was developed by the student following discussion and feedback from the review team. Organization staff provided process feedback. Reviewers from both case and control groups completed a questionnaire to assess satisfaction with the literature search phases of the review process.
Results – A protocol was developed and refined for use by future review teams. The collaboration and the resulting search protocol were beneficial for both the student and the review team members. The questionnaire results did not yield statistically significant differences regarding satisfaction with the search process between case and control groups.
Conclusions – Evidence-based reviewers' satisfaction with the literature searching process depends on multiple factors and it was not clear that embedding an LIS specialist in the review team improved satisfaction with the process. Future research with more respondents may elucidate specific factors that may impact reviewers' assessment.
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Duggan, Betty. "Introducing Partnered Collaboration into a Native American Gallery Renewal Project in a State Museum." Practicing Anthropology 33, no. 2 (April 1, 2011): 28–34. http://dx.doi.org/10.17730/praa.33.2.m01130g7550k6l71.
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It is August 2007, and I am sitting a few rows up and to the side in a partially darkened auditorium, looking down on a rectangle of folding tables. Beside and behind me are perhaps a hundred museum staff members. Around the tables, men and women in business attire gather, arranging folders, notepads, and laptops. Two fiddle with the PowerPoint projector, while others wait, sitting quietly, or whispering to a neighbor. The meeting is called to order, introductions made, the printed agenda handed around, and protocols for commenting are laid out. With the two teams now facing each other, presentations by the contracted design firm begin, with points raised by and clarified for the museum team in between. Today's presentations explain the firm's general design plans, their own team leaders' duties and deadlines for exhibit content development and design production, and preparatory assignments and deadlines for Museum staff in its anthropology and history sections for their respective content development deadlines.
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Abner Kukeyinge, Shopati, Kabwebwe Honore Mitonga, and Isaacs Albert Johannes. "Staff members’ satisfaction level with the ministry of health and social services strategic plan implementation at three intermediate public hospitals in Namibia." International Journal of Health 5, no. 1 (March 6, 2017): 48. http://dx.doi.org/10.14419/ijh.v5i1.7310.
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This research aims to explore the staff remembers satisfaction level with strategic decisions implementation in the three intermediate public hospitals in Namibia. Reviewing the literature, 27 variables were identified. The items were then reduced using exploratory factor analysis, which is evaluated using Principal Axis Factoring with Direct Oblimin rotation. Using exploratory factor analysis, variables were categorized into 5 implementation perspectives. This model, in the order of effect, identified Service Provision with a predictor importance of (0.79), Human Resources Management (0.07), Governance (0.06), Financial Management (0.05) while, the Infrastructure Development and Management with predictor importance of (0.03) is the least important. This implies that the Service Provision theme is perceived by the MoHSS staff as having the largest impact of implementation satisfaction and quality of service perceptions at the three intermediate public hospitals. The radar chart also shows that the respondents perceived levels of satisfaction with strategy implementation is rated less than desired levels (yellow) of implementation superiority. The only item perceived to perform better than minimum level (blue) is related infrastructures development and management (IDM-2), Improve health facilities to be responsive to emerging needs’’. This implies that the strategic plans implementation level failed to meet the minimum satisfaction level of the operational staff and hospitals management teams. This further implied that top management shall be recognized that operational staff and hospitals management teams can turn strategic plan implementation into success.
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Chelagat, Tecla, Joseph Onyango, Gilbert Kokwaro, and Jim Rice. "From strategy to action: a qualitative study on salient factors influencing knowledge transfer in project-based experiential learning in healthcare organisations in Kenya." BMJ Open 9, no. 9 (September 2019): e031100. http://dx.doi.org/10.1136/bmjopen-2019-031100.
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ObjectivesKnowledge transfer is recognised as a key determinant of organisational competitiveness. Existing literature on the transfer of knowledge and skills imply diminutive return on investment in training and development due to the low application of learnt knowledge. Following devolution of health services provision to new counties in Kenya in 2013, Strathmore Business School designed an experiential facility improvement project-based leadership training programme for healthcare managers in the new counties. Selected healthcare management teams participated in the leadership training to improve health systems performance in the devolved counties in Kenya. Despite similar training, the projects implementation contexts were different, leading to different implementation completion rates. The aim of this study was to investigate the reasons for this disparity and then recommend solutions.DesignA qualitative study using semi-structured interviews. A thematic framework approach was used in data analysis.Setting and participantsThirty-nine projects teams constituting; 33 successful and 6 unsuccessful project teams, were purposively selected based on their project implementation success rates at the end of the leadership training. The managers had undertaken a team-based institutional improvement project. The prioritised projects were housed within; 23 public, 10 faith-based and 6 private health facilities in 19 counties in Kenya.ResultsOur findings indicate projects completion rates were influenced by (training design, work environment climate, trainee characteristics, team-based coaching and leveraging on occurring opportunities). Transfer barriers were (inadequate management support, inadequate team and staff support, high staff turnover, misalignment of board’s verses manager’s priorities, missing technical expertise, endemic strikes, negative politics and poor communication). Recommendations were (need-driven curriculum, effective allocation and efficient utilisation of resources, proper prioritisation, effective communication, longitudinal coaching and work-teams recruitment).ConclusionThe findings reveal that unless training interventions are informed by a need-driven curriculum customised to real-world work teams, the potential knowledge and skill transfer can be thwarted.
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Eason, Ken. "Local Sociotechnical System Development in the NHS National Programme for Information Technology." Journal of Information Technology 22, no. 3 (September 2007): 257–64. http://dx.doi.org/10.1057/palgrave.jit.2000101.
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The National Programme for Information Technology is implementing standard electronic healthcare systems across the National Health Service Trusts in England. This paper reports the responses of the Trusts and their healthcare teams to the applications in the programme as they are being implemented. It concludes that, on the basis of the data available, it is likely that the emergent behaviour of healthcare staff will serve to minimise the impact of the systems. The paper looks at the opportunities within the programme to undertake local sociotechnical system design to help staff exploit the opportunities of the new electronic systems. It concludes that there are opportunities and offers one case study example in a Mental Health Trust. However, it concludes that there are many aspects of the technical systems themselves and also of the approach to implementation, that limit the opportunities for local sociotechnical systems design work.