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Illusions of team working in health care

Research output: Contribution to journalJournal article

Published

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Illusions of team working in health care. / West, Michael; Lyubovnikova, Joanne.

In: Journal of Health Organization and Management, Vol. 27, No. 1, 2013, p. 134-142.

Research output: Contribution to journalJournal article

Harvard

West, M & Lyubovnikova, J 2013, 'Illusions of team working in health care', Journal of Health Organization and Management, vol. 27, no. 1, pp. 134-142. https://doi.org/10.1108/14777261311311843

APA

West, M., & Lyubovnikova, J. (2013). Illusions of team working in health care. Journal of Health Organization and Management, 27(1), 134-142. https://doi.org/10.1108/14777261311311843

Vancouver

West M, Lyubovnikova J. Illusions of team working in health care. Journal of Health Organization and Management. 2013;27(1):134-142. https://doi.org/10.1108/14777261311311843

Author

West, Michael ; Lyubovnikova, Joanne. / Illusions of team working in health care. In: Journal of Health Organization and Management. 2013 ; Vol. 27, No. 1. pp. 134-142.

Bibtex

@article{f3adb549bf1b4f64869dbdaebcee2234,
title = "Illusions of team working in health care",
abstract = "Purpose – The ubiquity and value of teams in healthcare are well acknowledged. However, in practice, healthcare teams vary dramatically in their structures and effectiveness in ways that can damage team processes and patient outcomes. The aim of this paper is to highlight these characteristics and to extrapolate several important aspects of teamwork that have a powerful impact on team effectiveness across healthcare contexts. Design/methodology/approach – The paper draws upon the literature from health services management and organisational behaviour to provide an overview of the current science of healthcare teams. Findings – Underpinned by the input-process-output framework of team effectiveness, team composition, team task, and organisational support are viewed as critical inputs that influence key team processes including team objectives, leadership and reflexivity, which in turn impact staff and patient outcomes. Team training interventions and care pathways can facilitate more effective interdisciplinary teamwork. Originality/value – The paper argues that the prevalence of the term “team” in healthcare makes the synthesis and advancement of the scientific understanding of healthcare teams a challenge. Future research therefore needs to better define the fundamental characteristics of teams in studies in order to ensure that findings based on real teams, rather than pseudo-like groups, are accumulated.",
keywords = "Collaboration, Errors, Health care, Patient safety , Team effectiveness , Team processes , Team working , Teams, Teamwork",
author = "Michael West and Joanne Lyubovnikova",
year = "2013",
doi = "10.1108/14777261311311843",
language = "English",
volume = "27",
pages = "134--142",
journal = "Journal of Health Organization and Management",
issn = "1477-7266",
publisher = "Emerald Group Publishing Ltd.",
number = "1",

}

RIS

TY - JOUR

T1 - Illusions of team working in health care

AU - West, Michael

AU - Lyubovnikova, Joanne

PY - 2013

Y1 - 2013

N2 - Purpose – The ubiquity and value of teams in healthcare are well acknowledged. However, in practice, healthcare teams vary dramatically in their structures and effectiveness in ways that can damage team processes and patient outcomes. The aim of this paper is to highlight these characteristics and to extrapolate several important aspects of teamwork that have a powerful impact on team effectiveness across healthcare contexts. Design/methodology/approach – The paper draws upon the literature from health services management and organisational behaviour to provide an overview of the current science of healthcare teams. Findings – Underpinned by the input-process-output framework of team effectiveness, team composition, team task, and organisational support are viewed as critical inputs that influence key team processes including team objectives, leadership and reflexivity, which in turn impact staff and patient outcomes. Team training interventions and care pathways can facilitate more effective interdisciplinary teamwork. Originality/value – The paper argues that the prevalence of the term “team” in healthcare makes the synthesis and advancement of the scientific understanding of healthcare teams a challenge. Future research therefore needs to better define the fundamental characteristics of teams in studies in order to ensure that findings based on real teams, rather than pseudo-like groups, are accumulated.

AB - Purpose – The ubiquity and value of teams in healthcare are well acknowledged. However, in practice, healthcare teams vary dramatically in their structures and effectiveness in ways that can damage team processes and patient outcomes. The aim of this paper is to highlight these characteristics and to extrapolate several important aspects of teamwork that have a powerful impact on team effectiveness across healthcare contexts. Design/methodology/approach – The paper draws upon the literature from health services management and organisational behaviour to provide an overview of the current science of healthcare teams. Findings – Underpinned by the input-process-output framework of team effectiveness, team composition, team task, and organisational support are viewed as critical inputs that influence key team processes including team objectives, leadership and reflexivity, which in turn impact staff and patient outcomes. Team training interventions and care pathways can facilitate more effective interdisciplinary teamwork. Originality/value – The paper argues that the prevalence of the term “team” in healthcare makes the synthesis and advancement of the scientific understanding of healthcare teams a challenge. Future research therefore needs to better define the fundamental characteristics of teams in studies in order to ensure that findings based on real teams, rather than pseudo-like groups, are accumulated.

KW - Collaboration

KW - Errors

KW - Health care

KW - Patient safety

KW - Team effectiveness

KW - Team processes

KW - Team working

KW - Teams

KW - Teamwork

U2 - 10.1108/14777261311311843

DO - 10.1108/14777261311311843

M3 - Journal article

VL - 27

SP - 134

EP - 142

JO - Journal of Health Organization and Management

JF - Journal of Health Organization and Management

SN - 1477-7266

IS - 1

ER -