Correction: Changes in scoring of Direct Observation of Procedural Skills (DOPS) forms and the impact on competence assessment

Endoscopy ◽  
2018 ◽  
Vol 50 (08) ◽  
pp. C9-C9
Author(s):  
Keith Siau ◽  
Paul Dunckley ◽  
Roland Valori ◽  
Mark Feeney ◽  
Neil Hawkes ◽  
...  
Endoscopy ◽  
2018 ◽  
Vol 50 (08) ◽  
pp. 770-778 ◽  
Author(s):  
Keith Siau ◽  
Paul Dunckley ◽  
Roland Valori ◽  
Mark Feeney ◽  
Neil Hawkes ◽  
...  

Abstract Background Direct Observation of Procedural Skills (DOPS) is an established competence assessment tool in endoscopy. In July 2016, the DOPS scoring format changed from a performance-based scale to a supervision-based scale. We aimed to evaluate the impact of changes to the DOPS scale format on the distribution of scores in novice trainees and on competence assessment. Methods We performed a prospective, multicenter (n = 276), observational study of formative DOPS assessments in endoscopy trainees with ≤ 100 lifetime procedures. DOPS were submitted in the 6-months before July 2016 (old scale) and after (new scale) for gastroscopy (n = 2998), sigmoidoscopy (n = 1310), colonoscopy (n = 3280), and polypectomy (n = 631). Scores for old and new DOPS were aligned to a 4-point scale and compared. Results 8219 DOPS (43 % new and 57 % old) submitted for 1300 trainees were analyzed. Compared with old DOPS, the use of the new DOPS was associated with greater utilization of the lowest score (2.4 % vs. 0.9 %; P < 0.001), broader range of scores, and a reduction in competent scores (60.8 % vs. 86.9 %; P < 0.001). The reduction in competent scores was evident on subgroup analysis across all procedure types (P < 0.001) and for each quartile of endoscopy experience. The new DOPS was superior in characterizing the endoscopy learning curve by demonstrating progression of competent scores across quartiles of procedural experience. Conclusions Endoscopy assessors applied a greater range of scores using the new DOPS scale based on degree of supervision in two cohorts of trainees matched for experience. Our study provides construct validity evidence in support of the new scale format.


2012 ◽  
Vol 24 (1) ◽  
pp. 64-81 ◽  
Author(s):  
Hayward P. Andres

This study takes a direct observation research approach to examine how the impact of collaboration mode on team productivity and process satisfaction is mediated by shared mental model. Team cognition and social impact theories are integrated to provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development and its subsequent impact on task outcomes. Partial least squares analysis revealed that technology-mediated collaboration impacts shared mental model development. The results also demonstrate that timely and accurate development of shared mental model facilitates increases in both productivity and team process satisfaction. Direct observation of team process behaviors suggests that collaboration modes differ not only in their impact on communication facilitation but efficacy-based, motivational, and social influence factors (e.g., self-efficacy and team-efficacy, perceived salience and credibility of contributions, social influence on action, etc.) as well. Shared mental model development requires quality communication among team members that are motivated to participate by a positive team climate that promotes idea convergence.


2016 ◽  
Vol 5 (2) ◽  
pp. 136
Author(s):  
Eduart Wolok

This study aims to determine the economic impact of Whale Sharks travel to revenue of Batubarani villagers in Gorontalo . This study was conducted in January-May 2016. Datacollection was done by direct observation using questionnaires . The economic impact wasanalyzed by using Keynesian Income Multiplier . The results showed that the impact of whalesharks travel to people's income Batubarani at the high category . Income Keynesian Multipliervalue is 1:52 , Type 1 Income Multiplier Ratio is 1.61 and Type 2 Income Multiplier Ratio is1.97. 


Author(s):  
Antonio Cartelli

The paper discusses the impact of IT/ICT on society by analyzing the effects it has on subjects and organizations. The recent proposal of frameworks for digital competence assessment and the construction of suitable instruments helping students in the acquisition of this competence are the main reason for the transfer to Small and Medium Enterprises (SMEs). In this paper, the author compares knowledge phenomena in subjects with the strategies of knowledge management in the organizations. A framework for benchmarking best practices in SME and organizations is also given on the basis of the results obtained in virtual campuses. The author presents instruments for the acquisition of further information from all stakeholders, and possible interventions toward the improvement of digital processes in SMEs and organizations are discussed.


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