scholarly journals Team Dynamics in Hospital Workflows: An Exploratory Study of a Smartphone Task Manager

10.2196/28245 ◽  
2021 ◽  
Vol 9 (8) ◽  
pp. e28245
Author(s):  
Danula Hettiachchi ◽  
Lachie Hayes ◽  
Jorge Goncalves ◽  
Vassilis Kostakos
Keyword(s):  
Task Assignment ◽  
Clinical Work ◽  
Hospital Staff ◽  
Task Type ◽  
Security And Privacy ◽  
Team Dynamics ◽  
Team Members ◽  
Staff Members ◽  
Routine Tasks ◽  
Structured Communication

Background Although convenient and reliable modern messaging apps like WhatsApp enable efficient communication among hospital staff, hospitals are now pivoting toward purpose-built structured communication apps for various reasons, including security and privacy concerns. However, there is limited understanding of how we can examine and improve hospital workflows using the data collected through such apps as an alternative to costly and challenging research methods like ethnography and patient record analysis. Objective We seek to identify whether the structure of the collected communication data provides insights into hospitals’ workflows. Our analysis also aims to identify ways in which task management platforms can be improved and designed to better support clinical workflows. Methods We present an exploratory analysis of clinical task records collected over 22 months through a smartphone app that enables structured communication between staff to manage and execute clinical workflows. We collected over 300,000 task records between July 2018 and May 2020 completed by staff members including doctors, nurses, and pharmacists across all wards in an Australian hospital. Results We show that important insights into how teams function in a clinical setting can be readily drawn from task assignment data. Our analysis indicates that predefined labels such as urgency and task type are important and impact how tasks are accepted and completed. Our results show that both task sent-to-accepted (P<.001) and sent-to-completed (P<.001) times are significantly higher for routine tasks when compared to urgent tasks. We also show how task acceptance varies across teams and roles and that internal tasks are more efficiently managed than external tasks, possibly due to increased trust among team members. For example, task sent-to-accepted time (minutes) is significantly higher (P<.001) for external assignments (mean 22.10, SD 91.45) when compared to internal assignments (mean 19.03, SD 82.66). Conclusions Smartphone-based task assignment apps can provide unique insights into team dynamics in clinical settings. These insights can be used to further improve how well these systems support clinical work and staff.

scholarly journals Team Dynamics in Hospital Workflows: An Exploratory Study of a Smartphone Task Manager (Preprint)

2021 ◽  
Author(s):  
Danula Hettiachchi ◽  
Lachie Hayes ◽  
Jorge Goncalves ◽  
Vassilis Kostakos
Keyword(s):  
Task Assignment ◽  
Clinical Work ◽  
Hospital Staff ◽  
Task Type ◽  
Security And Privacy ◽  
Team Dynamics ◽  
Team Members ◽  
Staff Members ◽  
Routine Tasks ◽  
Structured Communication

BACKGROUND Although convenient and reliable modern messaging apps like WhatsApp enable efficient communication among hospital staff, hospitals are now pivoting toward purpose-built structured communication apps for various reasons, including security and privacy concerns. However, there is limited understanding of how we can examine and improve hospital workflows using the data collected through such apps as an alternative to costly and challenging research methods like ethnography and patient record analysis. OBJECTIVE We seek to identify whether the structure of the collected communication data provides insights into hospitals’ workflows. Our analysis also aims to identify ways in which task management platforms can be improved and designed to better support clinical workflows. METHODS We present an exploratory analysis of clinical task records collected over 22 months through a smartphone app that enables structured communication between staff to manage and execute clinical workflows. We collected over 300,000 task records between July 2018 and May 2020 completed by staff members including doctors, nurses, and pharmacists across all wards in an Australian hospital. RESULTS We show that important insights into how teams function in a clinical setting can be readily drawn from task assignment data. Our analysis indicates that predefined labels such as urgency and task type are important and impact how tasks are accepted and completed. Our results show that both task sent-to-accepted (<i>P</i>&lt;.001) and sent-to-completed (<i>P</i>&lt;.001) times are significantly higher for routine tasks when compared to urgent tasks. We also show how task acceptance varies across teams and roles and that internal tasks are more efficiently managed than external tasks, possibly due to increased trust among team members. For example, task sent-to-accepted time (minutes) is significantly higher (<i>P</i>&lt;.001) for external assignments (mean 22.10, SD 91.45) when compared to internal assignments (mean 19.03, SD 82.66). CONCLUSIONS Smartphone-based task assignment apps can provide unique insights into team dynamics in clinical settings. These insights can be used to further improve how well these systems support clinical work and staff.

Hospital Experience with Varicella-Zoster Virus

1986 ◽  
Vol 7 (6) ◽  
pp. 312-316 ◽  
Author(s):  
Keith Krasinski ◽  
Robert S. Holzman ◽  
Rita LaCouture ◽  
Alfred Florman
Keyword(s):  
Infection Control ◽  
Varicella Zoster Virus ◽  
Hospital Staff ◽  
Control Measures ◽  
Varicella Zoster ◽  
Staff Members ◽  
Infection Control Measures ◽  
Serologic Testing ◽  
Care Workers ◽  
History Of

AbstractVaricella-zoster virus (VZV), one of the most common highly communicable agents of disease, stimulates aggressive infection control measures. In a 1-year period, at one hospital, at least 93 inpatients (82 adult patients, 11 pediatric patients) and 2 hospital staff with active varicella-zoster infections served as potential sources of nosocomial infection. Six incidents of exposure to the virus that occurred without the protection of standard infection control precautions were investigated by the infection control surveillance team. One hundred fifty-six patients and 353 hospital staff were exposed. Fifty-one patients had no history of varicella-zoster infection, but only five were susceptible by serologic testing. One hundred one staff members had no history of varicella-zoster, but only 11 were susceptible by serologic testing. These exposures resulted in three secondary varicella-zoster infections, six courses of varicella-zoster immune globulin prophylaxis and furlough of 13 staff members. Epidemiologic investigation consumed approximately 356 hours of staff time, and management of exposed persons cost approximately $41,500. Prospective knowledge of the immune status of health care workers would vastly decrease the time and effort required to control hospital VZV exposures.

Evaluation of the Team Workload Questionnaire (TWLQ) in a Team Choice Task

2017 ◽  
Vol 61 (1) ◽  
pp. 1317-1317
Author(s):  
Eric T. Greenlee ◽  
Gregory J. Funke ◽  
Lindsay Rice
Keyword(s):  
Factor Analysis ◽  
Exploratory Factor Analysis ◽  
Factor Structure ◽  
Performance Outcomes ◽  
Task Type ◽  
Choice Task ◽  
Task Demands ◽  
Future Research ◽  
Team Dynamics ◽  
Team Task

To date, conceptual explanations of workload and development of workload measures have been focused primarily on individual workload, the workload of a single operator as they perform a task. Yet, this focus on individual workload does not consider the many situations in which operators are required to collaborate, communicate, and operate as a team to achieve successful performance outcomes. In short, conceptualization and development of team workload measures have lagged behind those of individual workload. In an effort to meet the need for a conceptually-driven team workload measure, Sellers, Helton, Näswall, Funke, and Knott (2014) recently developed the team workload questionnaire (TWLQ). In developing the measure, Sellers and colleagues asked rugby players to rate their workload on TWLQ items. Subsequent exploratory factor analysis suggested that team workload was best described by three latent factors: Taskwork, the demands for task execution on the individual; Teamwork, the demands for team members to cooperate and coordinate with other teammates; and Team-Task Balancing, the demands associated with the need to manage both taskwork and teamwork – reflective of the dual task nature of working within a team. As with any novel measure of workload, it is important to continue evaluation of the measure’s sensitivity to task demands, diagnosticity regarding sources of task demands, and correlation with performance outcomes. Early research with the TWLQ has demonstrated that the measure is sensitive to changes in team task demands and the effects of training in a team UAV control task (Helton, Epling, de Joux, Funke, & Knott, 2015; Sellers, Helton, Näswall, Funke, & Knott, 2015). An additional, critical component of continued validation of the TWLQ is confirmation of the factor structure initially observed by Sellers and colleagues (2014) with data generated from a novel task. Concerns regarding generalizability are particularly germane because of variability in the nature of tasks that teams engage. Whereas some teams are tasked with executing coordinated physical activities, such as is the case in athletic contests (e.g., rugby), the task of other teams is to talk, plan, and decide (e.g., committees; McGrath, 1984). In the current study, we applied the TWLQ in a collaborative choice task (a personnel hiring decision). This team choice task required a high degree of communication, discussion, and joint decision making – team dynamics that contrast sharply with those required during an execution task. In short, the nature of the teamwork in the current study was significantly different from the teamwork evaluated by Sellers and colleagues (2014) when generating the TWLQ. Our goal in this study was to continue validation of the TWLQ by examining its factor structure with a novel dataset derived from a task requiring qualitatively different team dynamics. Confirmatory factor analysis indicated that the present data (N = 144) were a poor fit for the three-factor structure of the TWLQ. Subsequent exploratory factor analysis revealed a much more interrelated model of team workload with no clear division between the three conceptual factors described in the original validation of the TWLQ. This finding indicates that the factor structure of the TWLQ did not generalize to the present team choice task. Given that the duties of operational teams vary, it is critical that future research examine how the conceptual structure of team workload may be altered by task type.

THE PHYSICIAN, THE BATTERED CHILD, AND THE LAW

PEDIATRICS ◽  
1963 ◽  
Vol 31 (6) ◽  
pp. 899-902
Author(s):  
Fowler V. Harper
Keyword(s):  
Social Workers ◽  
Juvenile Court ◽  
Hospital Staff ◽  
Abused Children ◽  
Public And Private ◽  
State Legislation ◽  
After Effects ◽  
Staff Members ◽  
Battered Child ◽  
Welfare Workers

THE PROBLEM of physical and mental injuries inflicted on infants and small children has increasingly attracted the attention of physicians and welfare workers within the past few years. A bibliography prepared by the Children's Bureau in August of last year compiled a substantial number of scholarly articles in scientific journals dealing with abused children. Careful case studies reveal the seriousness of the problem, and several surveys, its extent. What informed persons have suspected and what many doctors and social workers have believed, has been demonstrated, viz., that parents too often are their children's worst enemies. It may be because one or more parent is psychotic, of extremely low intelligence, of uncontrollable temper, or was himself an abused child with serious psychiatric after-effects. The assumption that, generally, a child is "better off" in the home, surrounded by the loving care of his parents is no doubt sound enough, but the exceptions are sufficiently numerous to warrant more attention by appropriate agencies and professional individuals, public and private, than they have received. The Children's Bureau held two conferences devoted to this matter during the year 1962. Participants included well-qualified pediatricians, social workers, psychiatrists, lawyers, judges, juvenile court staff personnel, administrative and professional hospital staff members, and others concerned with child health and welfare. There was general agreement that the physician is perhaps the first person who will obtain knowledge of a situation involving inflicted injuries on a child, that he should report his findings to an appropriate investigating authority for further action, and that state legislation is necessary to impose a legal obligation on the physician in this regard.

A feasibility study of a peer discussion group intervention for patients with pancreatobiliary cancer and their caregivers

2021 ◽  
pp. 1-8
Author(s):  
Yuko Yanai ◽  
Reiko Ando Makihara ◽  
Naoko Matsunaga ◽  
Rieko Shimizu ◽  
Sayaka Tominaga ◽  
...  
Keyword(s):  
Psychological Distress ◽  
Feasibility Study ◽  
Group Intervention ◽  
Hospital Staff ◽  
Discussion Group ◽  
Staff Members ◽  
Tract Cancer ◽  
Peer Discussion ◽  
Third Line ◽  
Study Participants

Abstract Objectives The purpose of this feasibility study was to examine the impacts of a peer discussion group intervention called “the pancreatobiliary cancer salon” on psychological distress among patients with pancreatobiliary cancer and their caregivers. Methods We recruited patients with pancreatic or biliary tract cancer and their caregivers. We conducted a within-group pre–post comparison study. Participants were grouped by the type of cancer and treatment. Each group consisted of four to five patients or caregivers. Hospital staff members facilitated group discussions where participants freely talked for 1 h. We evaluated participants’ psychological condition using the Profile of Mood States (POMS) and their impressions of the pancreatobiliary cancer salon. Results We analyzed data from 42 patients and 27 caregivers who joined the salon for the first time. Thirty-five patients (83.3%) had pancreatic cancer. Thirty-one patients (71.4%) had unresectable pancreatobiliary cancer and 14 patients (33.3%) were being treated with second-line or third-line chemotherapy at the time of the survey. Twenty-two patients (52.4%) participated in the salon within 6 months after diagnosis. Most participating caregivers were the patient's spouse/partner (51.9%) or child (34.6%). Both patients and caregivers experienced high levels of satisfaction with the pancreatobiliary cancer salon. Both patients and caregivers had significantly lower psychological distress as assessed by POMS after the salon. Significance of results A peer discussion group intervention might be well-received and has potential to benefit for patients with pancreatobiliary cancer and their caregivers.

EP.TU.672Privacy and security in surgical communication: Is Signal app the future?

2021 ◽  
Vol 108 (Supplement_7) ◽  
Author(s):  
Hock Ping Cheah ◽  
Samantha Quah ◽  
Kenneth Wong
Keyword(s):  
Clinical Care ◽  
Good Alternative ◽  
Security And Privacy ◽  
Junior Doctors ◽  
Patient Privacy ◽  
User Privacy ◽  
Main Method ◽  
Team Members ◽  
Private Data ◽  
Efficiency And Effectiveness

Abstract Aims Electronic communication amongst surgical team members improves the team's ability to care for patients. Security and privacy of patient data are significant concerns. Recent controversy involving private data collection with WhatsApp has led to many users changing to other forms of messaging apps to protect user privacy. The aim of this study is the analyse the efficiency and effectiveness of the Signal messaging app in a research setting in Australia. Methods Members of our research group comprising three junior doctors and a supervising consultant surgeon used the Signal app as our main method of communication to discuss matters relating to our various research projects. No patient details were discussed in the messaging app. Results A total of 234 personal and 148 group messages were sent during the study period in a group and personal message setting. Most messages including picture files sent were received within one minute by the recipient. We did encounter a 24 hour period where Signal encountered some technical difficulties and some messages did not go through. Conclusion Signal messaging app is a good alternative to WhatsApp messaging app with better user privacy protection. With more user uptake on Signal app, it has the potential to be used for clinical care as Signal also provides end-to-end encryption to protect patient privacy.

Removing Space and Time

2011 ◽  
pp. 14-23
Author(s):  
Christie L. McDaniel
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Communication Barriers ◽  
Team Cohesion ◽  
Team Dynamics ◽  
Team Members ◽  
Face To Face ◽  
Managerial Styles ◽  
Geographic Boundaries ◽  
The World

Virtual teams are become more and more popular as the world becomes more connected; furthermore, research is suggesting that virtual teams are as effective as face-to-face teams (Baker, 2002). This chapter compares and contrasts virtual teams with face-to-face teams in order to determine what differences exist as the workplace become virtual. It investigates how relationships between team members change when geographic boundaries are removed and how managers should adjust managerial styles when leading a virtual team. Also, a discussion of team dynamics—including the development of trust, team cohesion, and communication barriers—is included. Tips and techniques for developing an effective team are provided for virtual team managers.

Team dynamics within activity-based working

2020 ◽  
Vol 18 (3) ◽  
pp. 181-194
Author(s):  
Megan Divett
Keyword(s):  
Decision Making ◽  
Team Dynamics ◽  
Cross Sectional ◽  
Time Activity ◽  
Content Type ◽  
Team Members ◽  
Team Interaction ◽  
Open Plan ◽  
Team Productivity ◽  
The Way

Purpose This paper aims to evaluate perceptions of leaders and team members on productivity, satisfaction and leader-led team dynamics within an activity-based, flexible environment compared to an open plan workplace. Design/methodology/approach This study uses cross-sectional (N = 1,275) and longitudinal survey data (N = 138) collected from three offices in Australia. Baseline responses were collected 3–12 months prior to the transition into a new environment and comparison responses were collected after at least three months of working in the new environment. Paired sample t-tests and linear regression were used. Findings Team members were more satisfied and felt more productive within the activity-based working (ABW) environment compared to the open plan workplace. Leaders were more satisfied and felt team productivity improved, yet individual productivity for leaders remained the same. Occupants felt the key drivers of productivity were team Interaction and decision-making. Research limitations/implications This study focused on one activity-based building based in Australia that was consciously designed for individual focus, team working and cross-team collaboration. This style of workplace may not be representative of all activity-based environments. Originality/value Most research into ABW has relied on cross-sectional data. This study also adopts a within group, longitudinal approach to directly compare the perceptions of the same individuals over time. Activity-based environments are changing the way we think of leaders and the way they encourage productivity. This study showed that despite relinquishing an office, leaders were more satisfied and equally productive within an activity-based environment. The study also showed that teams realise greater productivity by focussing on team interaction and effective decision-making.

Eat Smart! Workplace Cafeteria Program Evaluation of the Nutrition Component

2006 ◽  
Vol 67 (2) ◽  
pp. 85-90 ◽  
Author(s):  
Jody Dawson ◽  
John J. M. Dwyer ◽  
Susan Evers ◽  
Judy Sheeshka
Keyword(s):  
Program Implementation ◽  
Eating Habits ◽  
Design Method ◽  
Eating Behaviour ◽  
Hospital Staff ◽  
Observational Research ◽  
Healthy Foods ◽  
Staff Members ◽  
Before And After ◽  
Nutrition Component

Purpose: The nutrition component of the Eat Smart! Workplace Cafeteria Program (ESWCP) in a hospital was evaluated. We assessed staff’s frequency of visits to and purchases in the hospital cafeteria, attitudes about the program, short-term eating behaviour change, and suggestions to improve the ESWCP. Methods: Questionnaires were sent to hospital staff members who were not on leave (n=504). Dillman’s Tailored Design Method was used to design and implement the survey. Four mail-outs were used and yielded a 51% response rate. Results: Eighty-seven percent of respondents visited the hospital cafeteria at least once a week in an average seven-day week, and 69% purchased one to five meals or snacks there each week. Eighty-six percent of respondents said that they were aware of the hospital’s program. Notices on cafeteria tables were the primary method of learning about the program (67%). Reported program benefits included increased knowledge about healthy eating, convenience of having healthy foods in the cafeteria, and increased energy. Conclusion: Many respondents were aware of the program, provided positive comments about it, and reported positive changes in eating habits. However, future observational research is warranted to note foods served and sold before and after program implementation, as well as to examine whether results can be generalized to other settings.

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