Strengthening Hospital Nursing; How to Use Problem-Solving Teams Effectively

1990 ◽  
Vol 20 (7) ◽  
pp. 24???29
Author(s):  
Robert C. Dailey
Keyword(s):  
Problem Solving ◽  
Hospital Nursing ◽  
Problem Solving Teams

scholarly journals The Upward Spirals in Team Processes: Examining Dynamic Positivity in Problem Solving Teams

2013 ◽  
Vol 2013 (1) ◽  
pp. 13935
Author(s):  
Zhike Lei ◽  
Nale Lehmann-Willenbrock ◽  
Ming Ming Chiu
Keyword(s):  
Problem Solving ◽  
Team Processes ◽  
Problem Solving Teams

Individuals' psychosocial voice barriers in lean problem-solving teams

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Abdul Latif ◽  
Jan Vang ◽  
Rebeca Sultana
Keyword(s):  
Problem Solving ◽  
Team Performance ◽  
Mixed Method ◽  
Employee Voice ◽  
Role Perception ◽  
Voice Behavior ◽  
Content Type ◽  
Team Members ◽  
Problem Solving Teams ◽  
Prosocial Voice

PurposeVoice role identification and the psychosocial voice barriers represented by implicit voice theories (IVTs) affect lean team members' prosocial voice behavior and thereby lean team performance. This paper investigates how role definition and IVTs influence individual lean team-members' prosocial voice behavior during lean implementation.Design/methodology/approachThis research was conducted in four case readymade garment (RMG) factories in Bangladesh following a mixed-method research approach dominated by a qualitative research methodology. Under the mixed-method design, this research followed multiple research strategies, including intervention-based action research and case studies.FindingsThe findings suggest that voice role perception affects the voice behavior of the individual lean team members. The findings also demonstrate that voice role definition significantly influences individually held implicit voice beliefs in lean teams.Research limitations/implicationsThis research was conducted in four sewing lines in four RMG factories in Bangladesh. There is a need for a cross-sector and cross-country large-scale study that follows the quantitative research methods in different contexts.Practical implicationsThis research contributes to the operations management literature, especially in lean manufacturing, by presenting the difficulties of mobilizing employee voice in lean problem-solving teams. This work provides new knowledge to managers to address challenges and opportunities to ensure decent work and to improve productivity.Originality/valueThis research raises a key issue of employee voice and its influence on lean performance which addresses two critical areas of employee voice behavior in lean teams: team-members' voice role perception and implicit voice beliefs that influence their voice behavior in the workplace, thereby influencing team performance.

An Investigation into the Nature of Inclusion Problem-Solving Teams

2011 ◽  
Vol 46 (4) ◽  
pp. 316-334 ◽  
Author(s):  
Pamela Williamson ◽  
James McLeskey
Keyword(s):  
Problem Solving ◽  
Inclusion Problem ◽  
Problem Solving Teams

scholarly journals The Upward Spirals in Team Processes: Examining Dynamic Positivity in Problem Solving Teams

2013 ◽  
Author(s):  
Nale Lehmann-Willenbrock ◽  
Ming Ming Chiu ◽  
Zhike Lei ◽  
Simone Kauffeld
Keyword(s):  
Problem Solving ◽  
Team Processes ◽  
Problem Solving Teams

scholarly journals Collaborating With Style: Using an Agent-Based Model to Simulate Cognitive Style Diversity in Problem Solving Teams

2019 ◽  
Author(s):  
Samuel Lapp ◽  
Kathryn Jablokow ◽  
Christopher McComb
Keyword(s):  
Problem Solving ◽  
Cognitive Style ◽  
Cognitive Styles ◽  
Collaborative Problem Solving ◽  
Design Problems ◽  
Team Members ◽  
Agent Based ◽  
Collaborative Problem ◽  
Problem Solving Teams ◽  
Problem Solving Behavior

Abstract Collaborative problem solving can be successful or counterproductive. The performance of collaborative teams depends not only on team members’ abilities, but also on their cognitive styles. Cognitive style measures differences in problem-solving behavior: how people generate solutions, manage structure, and interact. While teamwork and problem solving have been studied separately, their interactions are less understood. This paper introduces the KAI Agent-Based Organizational Optimization Model (KABOOM), the first model to simulate cognitive style in collaborative problem solving. KABOOM simulates the performance of teams of agents with heterogeneous cognitive styles on two contextualized design problems. Results demonstrate that, depending on the problem, certain cognitive styles may be more effective than others. Also, intentionally aligning agents’ cognitive styles with their roles can improve team performance. These experiments demonstrate that KABOOM is a useful tool for studying the effects of cognitive style on collaborative problem solving.

scholarly journals Understanding Positivity Within Dynamic Team Interactions

2016 ◽  
Vol 42 (1) ◽  
pp. 39-78 ◽  
Author(s):  
Nale Lehmann-Willenbrock ◽  
Ming Ming Chiu ◽  
Zhike Lei ◽  
Simone Kauffeld
Keyword(s):  
Problem Solving ◽  
Team Processes ◽  
Team Interaction ◽  
Interaction Rituals ◽  
Team Interactions ◽  
Managerial Implications ◽  
And Performance ◽  
Problem Solving Teams ◽  
Solution Focused ◽  
Temporal Flow

Positivity has been heralded for its individual benefits. However, how positivity dynamically unfolds within the temporal flow of team interactions remains unclear. This is an important oversight, as positivity can be key to team problem solving and performance. In this study, we examine how team micro-processes affect the likelihood of positivity occurring within dynamic team interactions. In doing so, we build on and expand previous work on individual positivity and integrate theory on temporal team processes, interaction rituals, and team problem solving. We analyze 43,139 utterances during the meetings of 43 problem-solving teams in two organizations. First, we find that the observed overall frequency of positivity behavior in a team is positively related to managerial ratings of team performance. Second, using statistical discourse analysis, we show that solution-focused behavior and previous positivity within the team interaction process increase the likelihood of subsequent positivity expressions, whereas positivity is less likely after problem-focused behavior. Dynamic speaker switches moderate these effects, such that interaction instances involving more speakers increase the facilitating effects of solutions and earlier positivity for subsequent positivity within team interactions. We discuss the theoretical and managerial implications of micro-level team positivity and its performance benefits.

Evaluating problem-solving teams in K–12 schools: Do they work?

2018 ◽  
Vol 73 (4) ◽  
pp. 407-419 ◽  
Author(s):  
Sylvia Rosenfield ◽  
Markeda Newell ◽  
Scott Zwolski ◽  
Lauren E. Benishek
Keyword(s):  
Problem Solving ◽  
Problem Solving Teams ◽  
K 12
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