scholarly journals Code Blue Emergencies: A Team Task Analysis and Educational Initiative

2012 ◽  
Vol 3 (1) ◽  
pp. e4-e20 ◽  
Author(s):  
James W. Price ◽  
Oliver Applegarth ◽  
Mark Vu ◽  
John R. Price
Keyword(s):  
Team Performance ◽  
Nursing Staff ◽  
Team Training ◽  
Negative Influence ◽  
Vancouver General Hospital ◽  
Code Blue ◽  
Experience Survey ◽  
Team Functioning ◽  
Operative Recovery ◽  
Resuscitation Team

Introduction: The objective of this study was to identify factors that have a positive or negative influence on resuscitation team performance during emergencies in the operating room (OR) and post-operative recovery unit (PAR) at a major Canadian teaching hospital. This information was then used to implement a team training program for code blue emergencies. Methods: In 2009/10, all OR and PAR nurses and 19 anesthesiologists at Vancouver General Hospital (VGH) were invited to complete an anonymous, 10 minute written questionnaire regarding their code blue experience. Survey questions were devised by 10 recovery room and operation room nurses as well as 5 anesthesiologists representing 4 different hospitals in British Columbia. Three iterations of the survey were reviewed by a pilot group of nurses and anesthesiologists and their feedback was integrated into the final version of the survey. Results: Both nursing staff (n = 49) and anesthesiologists (n = 19) supported code blue training and believed that team training would improve patient outcome. Nurses noted that it was often difficult to identify the leader of the resuscitation team. Both nursing staff and anesthesiologists strongly agreed that too many people attending the code blue with no assigned role hindered team performance. Conclusion: Identifiable leadership and clear communication of roles were identified as keys to resuscitation team functioning. Decreasing the number of people attending code blue emergencies with no specific role, increased access to mock code blue training, and debriefing after crises were all identified as areas requiring improvement. Initial team training exercises have been well received by staff.

Abstract 15595: Improved Clinical Performance and Teamwork of Pediatric Interprofessional Resuscitation Teams With a Simulation-Based Educational Intervention

Circulation ◽  
2015 ◽  
Vol 132 (suppl_3) ◽  
Author(s):  
Elaine Gilfoyle ◽  
Deanna Koot ◽  
John Annear ◽  
Farhan Bhanji ◽  
Adam Cheng ◽  
...  
Keyword(s):  
Educational Intervention ◽  
Strong Correlation ◽  
Clinical Performance ◽  
Team Training ◽  
Chest Compressions ◽  
Team Members ◽  
Pediatric Resuscitation ◽  
Time To Initiation ◽  
Simulation Based ◽  
Resuscitation Team

Introduction: Human errors occur during resuscitation despite individual knowledge of resuscitation guidelines. Poor teamwork has been implicated as a major source of such error; therefore interprofessional resuscitation teamwork training is essential. Hypothesis: A one-day team training course for pediatric interprofessional resuscitation team members improves adherence to PALS guidelines, team efficiency and teamwork in a simulated clinical environment. Methods: A prospective interventional study was conducted at 4 children’s hospitals in Canada with pediatric resuscitation team members (n=300, 51 teams). Educational intervention was a one-day simulation-based team training course involving interactive lecture, group discussions and 4 simulated resuscitation scenarios followed by debriefing. First scenario of the day was conducted prior to any training. Final scenario of the day was the same scenario, with modified patient history. Scenarios included standardized distractors designed to elicit and challenge specific teamwork behaviors. Primary outcome measure was change (before and after training) in adherence to PALS guidelines, as measured by the Clinical Performance Tool (CPT). Secondary outcome measures: change in times to initiation of chest compressions and defibrillation; and teamwork performance, as measured by the Clinical Teamwork Scale (CTS). Correlation between CPT and CTS scores was analyzed. Results: Teams significantly improved CPT scores (67.3% to 79.6%, P< 0.0001), time to initiation of chest compressions (60.8 sec to 27.1 sec, P<0.0001), time to defibrillation (164.8 sec to 122.0 sec, P<0.0001) and CTS scores (56.0% to 71.8%, P<0.0001). Significantly more teams defibrillated under AHA target of 2 minutes (10 vs. 27, P<0.01). A strong correlation was found between CPT and CTS (r=0.530, P<0.0001). Conclusions: Participation in a simulation-based team training educational intervention significantly improved surrogate measures of clinical performance, time to initiation of key clinical tasks, and teamwork during simulated pediatric resuscitation. A strong correlation between clinical and teamwork performance suggests that effective teamwork optimizes clinical performance of resuscitation teams.

The impact of simulated multidisciplinary Trauma Team Training on team performance: A qualitative study

2019 ◽  
Vol 22 (1) ◽  
pp. 1-7 ◽  
Author(s):  
Margaret Murphy ◽  
Andrea McCloughen ◽  
Kate Curtis
Keyword(s):  
Qualitative Study ◽  
Team Performance ◽  
Trauma Team ◽  
Team Training ◽  
The Impact

Does Team Training Improve Team Performance? A Meta-Analysis

2008 ◽  
Vol 50 (6) ◽  
pp. 903-933 ◽  
Author(s):  
Eduardo Salas ◽  
Deborah DiazGranados ◽  
Cameron Klein ◽  
C. Shawn Burke ◽  
Kevin C. Stagl ◽  
...  
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Team Training

Uncovering cognitive and affective sources of satisfaction homogeneity in work teams

2017 ◽  
Vol 21 (4) ◽  
pp. 646-668 ◽  
Author(s):  
Benjamin Haarhaus
Keyword(s):  
Job Satisfaction ◽  
Team Performance ◽  
Work Teams ◽  
Working Environment ◽  
Team Members ◽  
Path Analyses ◽  
And Performance ◽  
Team Functioning ◽  
Core Self ◽  
Level Satisfaction

Shared satisfaction in teams is crucial for team functioning and performance. However, it is still unclear how and why team members’ job satisfaction transforms into a shared team property. Based on affective events theory, I test hypotheses about situational, dispositional, and social antecedents of satisfaction homogeneity with a comprehensive model. Path analyses based on data from 415 team members working in 110 teams suggest that job satisfaction homogeneity primarily depends on characteristics of the working environment. Experiencing similar affective job events increased the likelihood of shared satisfaction by inducing shared affect. Team members’ personality traits (core self-evaluations) had indirect and small effects on satisfaction homogeneity. Unlike earlier studies, there was no evidence that social interaction leads to agreement in job satisfaction. Additionally, I partly replicated the finding that satisfaction homogeneity moderates the team-level satisfaction–team performance relationship.

Critical Issues in Enhancing Team Performance in Computer-Based Systems

1980 ◽  
Vol 24 (1) ◽  
pp. 536-536
Author(s):  
Robert C. Williges ◽  
Beverly H. Williges
Keyword(s):  
Team Performance ◽  
Traffic Control ◽  
Individual Performance ◽  
Research Literature ◽  
Communication Structure ◽  
Critical Issues ◽  
Successful Team ◽  
Computer Based ◽  
Team Functioning ◽  
Complex Computer

Many complex, computer-based systems are characterized as requiring successful team rather than individual performance. In systems such as combat information centers, air traffic control centers, and aircrew cockpits, the various individuals must coordinate their performance with other individuals in a relatively rigid task and communication structure in order to complete their mission successfully. Given the widespread existence of requirements for team functioning, it is surprising that the research literature dealing with team performance is so limited.

Using Personal-Disclosure Mutual-Sharing to Enhance Group Functioning in a Professional Soccer Academy

2013 ◽  
Vol 27 (3) ◽  
pp. 233-243 ◽  
Author(s):  
Andrew L. Evans ◽  
Matthew J. Slater ◽  
Martin J. Turner ◽  
Jamie B. Barker
Keyword(s):  
Social Identity ◽  
Collective Efficacy ◽  
Team Performance ◽  
Positive Influence ◽  
Future Research ◽  
Team Outcomes ◽  
Professional Soccer ◽  
Single Bout ◽  
Team Functioning ◽  
Personal Disclosure

The present study examined the effects of personal-disclosure mutual-sharing (PDMS) on a diverse set of group factors in a previously unexplored context. During a single bout of PDMS, 14 soccer-academy athletes voluntarily disclosed unknown personal stories to fellow teammates. Social identity, friendships identity content, results identity content, and collective efficacy were measured at baseline, post-PDMS, follow-up, and maintenance phases. In addition, team performance over the competitive season was assessed via goal difference and goal discrepancy. Data indicated that a short-term significant increase in friendships identity content and a sustained improvement in team performance occurred after the PDMS session, and social identity, results identity content, and collective efficacy remained elevated across all intervention phases. Data suggest that PDMS fosters immediate increases in aspects of team functioning that may exert a positive influence upon team performance. Future research would benefit from ascertaining the exact mechanisms in which PDMS encourages changes in team outcomes observed within the current study.

How Organizational Identity Affects Team Functioning: The Identity Instrumentality Hypothesis

2015 ◽  
Vol 44 (4) ◽  
pp. 1530-1550 ◽  
Author(s):  
Jessica R. Mesmer-Magnus ◽  
Raquel Asencio ◽  
Peter W. Seely ◽  
Leslie A. DeChurch
Keyword(s):  
Path Analysis ◽  
Team Performance ◽  
Organizational Identity ◽  
Team Behavior ◽  
Team Identity ◽  
Total N ◽  
Affective Constructs ◽  
Cooperative Team ◽  
Team Functioning ◽  
The Relationship

How does organizational identity affect team functioning? We articulate and test an identity instrumentality hypothesis that suggests that organizational identity (1) directly predicts those aspects of team functioning that enable, and are instrumental in, employees’ fulfillment of their identity with the organization; and (2) indirectly predicts other aspects of team functioning not instrumental to organizational identity fulfillment. Underlying this hypothesis is the idea that some aspects of team functioning, such as team performance and cooperative team behaviors, are important to individuals’ fulfillment of their organizational identity because the implications of these behaviors extend beyond the immediacy of the team, whereas other aspects of team functioning (e.g., team affect) are not instrumental to organizational identity fulfillment because they are relevant mainly within the team context. We test the identity instrumentality hypothesis by using meta-analytic path analysis conducted on effect estimates obtained from 132 independent studies (total N = 28,024) of organizational and team identity. As hypothesized, we find that whereas team identity fully mediates the relationship between organizational identity and team affective constructs (i.e., aspects of team functioning not instrumental to the fulfillment of organizational identity), organizational identity uniquely and directly affects cooperative team behavior and team performance, which are those aspects of team functioning that are instrumental to the fulfillment of organizational identity.

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