Das Team in der Neurorehabilitation

Neurological rehabilitation is rehabilitative therapy that is concerned with neurological patients in a multi-professional team under the leadership of a physician. The members of this interdisciplinary team work together closely with an intense exchange of knowledge and competence. This primary treatment team includes specialists in neuropsychology, speech therapy, occupational therapy and physiotherapy (including physical therapy), along with social workers and co-therapeutic nursing. Other forms of therapy may also be included. A secondary team is defined by the cooperation of the neurologist with other medical fields, e.g., neurosurgery, geriatrics, psychiatry, orthopedics and neuropediatrics. A tertiary team exists in the form of organizational cooperation between the medical und economic clinic management with insurance companies and political decision makers. Every kind of rehabilitation is basically multi-professional from an organizational viewpoint, and it is performed interdisciplinarily applying the methods of all therapeutic disciplines to create synergies. This particularly applies to neurorehabilitation, as in this field – generally following a disease or an injury to the brain as the central regulation organ – several different disorders occur in combination: sensorimotor symptoms and signs like paralysis, spasticity, dysphagia and loss of coordination; cognitive or speech disorders; or finally psychological alterations like depression or anxiety. Therefore it is particularly important that the professional team members match and coordinate their therapeutic procedures to reach common rehabilitative goals. »Multi-professional« in this context means that the representatives of the different therapeutic fields work with the patient on an advanced competency level, and »interdisciplinary« means that the members of the team work together closely with thorough cross-consultation between their disciplines. Transdisciplinary cooperation represents the highest level of team competency and includes regularly adopting the tasks and therapeutic procedures from other disciplines. All kinds of cooperation are performed under the supervision of a physician who assumes full responsibility for the rehabilitative therapy, including the prescription of medication and introduction of acute interventions, e.g., surgical procedures. This paper is only concerned with the primary – therapeutic – team. The secondary and tertiary forms of team cooperation are planned to be published separately.

Cooperative Evolution of China’s Excellent Innovative Research Groups from the Perspective of Innovation Ecosystem: Taking an “Environmental Biogeochemistry” Research Innovation Group as a Case Study

Research, understanding, and prediction of complex systems is an important starting point for human beings to tackle major problems and emergencies such as global warming and COVID-19. Research on innovation ecosystem is an important part of research on complex systems. With the rapid development of sophisticated industries, the rise of innovative countries, and the newly developed innovation theory, innovation ecosystem has become a new explanation and new paradigm for adapting to today’s global innovation cooperation network and the scientific development of complex systems, which is also in line with China’s concept of building an innovative country and promoting comprehensive innovation and international cooperation with scientific and technological innovation as the core. The Innovative Research Group at Peking University is the most representative scientific and technological innovation team in the frontier field of basic research in China. The characteristics of its organization mechanism and dynamic evolution connotation are consistent with the characteristics and evolution of innovation ecosystem. An excellent innovative research group is regarded as a small innovation ecosystem. We selected the “Environmental Biogeochemistry” Innovation Research Group at Peking University as a typical case in order to understand and analyze the evolution of cooperation among scientific and technological innovation teams, improve the healthy development as well as internal and external governance of this special small innovation ecosystem, promote the expansion of an innovation team cooperation network and the improvement of cooperation quality, promote the linkage supports of funding and management departments, and improve their scientific and technological governance abilities. Through scientometrics, visual analysis of knowledge maps, and an exploratory case study, we study the evolution process and development law of team cooperation. It is found that the main node authors of the cooperation network maintain strong cooperation frequency and centrality, and gradually strengthen with the expansion of the cooperation network and the evolution of time. Driven by the internal cooperative governance of the team and the external governance of the funding and management departments, this group has gradually formed a healthy, orderly, open, and cooperative special innovation ecosystem, which is conducive to the stability and sustainable development of the national innovation ecosystem and the global innovation ecosystem.

Talking Behind Your Back: Communication and Team Cooperation

Communication is one of the most effective devices in promoting team cooperation. However, asymmetric communication sometimes breeds collusion and hurts team efficiency. Here, we present experimental evidence showing that excluding one member from team communication hurts team cooperation; the communicating partners collude in profit allocation against the excluded member, and the latter reacts by exerting less effort. Allowing the partners to reach out to the excluded member partially restores cooperation and fairness in profit allocation, but it does not stop the partners from talking behind that member’s back even when they could have talked publicly. The partners sometimes game the system by tricking the excluded member into contributing but then grabbing all profits for themselves. This paper was accepted by Axel Ockenfels, behavioral economics and decision analysis.

An Empirical Study on Talent Management Strategies of Knowledge-Based Organizations Using Entrepreneurial Psychology and Key Competence

The empirical study reported here aims to improve the effectiveness of knowledge-based talent management in science and technology enterprises and promote the stable development of enterprises. First, the impact of entrepreneurs’ psychological cognition and personal characteristics on entrepreneurial activities is analyzed based on entrepreneurial psychology. Then, the theory of key competence is introduced to study the management mode of knowledge-based talents. The advantages of talents in enterprises are sorted out through constructing the key competency model to manage talents efficiently. The technology-based enterprise M is taken as an example for analysis by the key competence model to obtain 18 key capability indexes. Through the principal component analysis of 255 employees’ survey results, finally, four factors are extracted (business execution ability, team cooperation ability, strategic thinking ability, and management decision-making ability), which can reflect 68.92% of the total key competence. The average values of “business execution ability” and “team cooperation ability” in the first-level dimension of key competence index are 4.14 and 4.24, respectively, which can be regarded as the essential key competence. The investigation results of the academic qualifications of staff of M indicate that 6% of employees have a doctorate, 38% have a master’s degree, 37% have a Bachelor’s degree, and 19% have a junior college degree or below. Moreover, knowledge-based employees are basically satisfied with the organization and management of the company, but they are dissatisfied with the training mechanism and promotion mechanism. Therefore, enterprises should pay attention to the psychological needs of knowledge workers and the innovation of talent management. The research results are of significant value for science and technology enterprises to absorb and retain knowledge-based talents and promote the common development of enterprises and employees.

Systematic Evaluation of Two Years of Ethics Reflection Groups. Changes Over Time Regarding Employees’ Attitudes, User Involvement, Team Cooperation and the Handling of Disagreement

"Background: Ethics reflection groups (ERG) or moral case deliberations (MCD) are increasingly used in health care as a form of clinical ethics support (CES). ERGs are often evaluated with a focus on evaluating ERG itself yet not on the impact of or change due to ERGs. Within a larger study implementation and impact of ERG was studied with use of various qualitative and qualitative research methodologies. In this presentation we present findings of the quantitative research. Research question: Are there changes over time after two years of ERG regarding employees’ normative attitudes with respect to the use of coercion, user involvement during the use of coercion, team cooperation and the handling of disagreement? Research methods: Repeated cross-sectional survey at seven wards within three different Norwegian mental health care institutions (T0-T1-T2). Results: In total, 817 surveys were included in the analyses. Of these, only 7.6 % (N= 62) have responded at all three points in time, while 76.8 % (N= 628) responded only once. Over time, adjusted for ward and profession, respondents agreed less that coercion is a form of care or security. Furthermore, respondents thought they involved patients and their family significantly more often in situations of coercion and they reported that the constructive of disagreement within the team significantly improved. More frequent ERG participation seemed associated with a more critical attitude towards the use of coercion and higher scores for user involvement, team cooperation and the constructive handling of disagreement, yet differences between ERG participation were generally small in absolute terms. Conclusion: Structural participation in ERG seems to contribute to changes in attitudes, user involvement and team cooperation. Studying changes over time and trying to find a relationship between CES interventions and outcome is difficult yet important and need to be further developed in future CES evaluation research. "

Covariant Factors of Activity-Oriented Curriculum Operation in Cooperative Learning Effectiveness

The purpose of this study is to explore the operation of an activity-oriented curriculum. Class members were grouped by their majors to complete an academic seminar together and fill in the evaluation for the two variables of cooperative learning and participation attitude, so that this study could explore the relationship between covariate factors for cooperative learning effectiveness. The subjects of this study are the master students in the Department of Visual Communication Design of a university of science and technology in central Taiwan. The course is a required course seminar. In order to properly arrange the manpower, the nominal variables in research design were formed by grouping through professional division of labor. The research tools include cooperative learning evaluation and participation attitude evaluation. The data were obtained through the questionnaire about the two variables. The two-factor covariate analysis was used to test the hypothesis. The results showed that the cooperative learning effectiveness did not vary according to the grouping type when the co-variable interference of participation attitude was excluded. It was found that the academic group had the best evaluation among all groups. Therefore, it was concluded that the students in the master class, due to their mature mental development, were generally able to put themselves in the membership’s position and pay attention to team efficiency in the learning environment of team cooperation, so as to gather the centripetal force from the group to the whole class, and jointly complete the task assigned by the course. Among the groups, the academic group had few members but heavy works. Due to proper division of labor, they completed the task on time, and the experience of being responsible for the administrative processing of the academic paper was profound, which led to the best evaluation of the cooperative learning effectiveness. Due to limited number of members, this study also received many suggestions during the review meetings, which aided in facilitating successful implementations of the subsequent course activities and enabling students to gain practical experiences from this activity.

Modeling the competencies of a top manager as part of a management team

The article substantiates that special attention should be paid to the level of development of competencies, managers, contributing to the achievement of team results when assessing the competencies of team members in the top management of a company. The adapted "20 faces" competency framework of top managers of the company was clarified by assigning different weights to competencies, whose high level of development is a prerequisite for effective activity of a manager as part of a team. An expert survey of specialists was conducted, according to the results of which the importance of competencies aimed at obtaining a team result, wellcoordinated work and obtaining a synergistic effect from the team cooperation of the company's top managers was confirmed. The aggregate indicator of the level of development of top managers' competencies was clarified by taking into account the weighting factors, which were determined as a result of an expert survey.

AGILE-METHODOLOGY IN SHIPBUILDING PROJECT MANAGEMENT IN CONDITIONS OF CLUSTER INTEGRATION

The aim of the article is to study the features of the development of cluster systems for the construction of transport vessels and develop on this basis recommendations for the use of agile methodology in the mechanisms of effective management in cluster integrations. The characteristic features of a project-oriented operating system with a matrix organizational structure have been determined. The principles of the agile methodology have been adapted to the management mechanisms of the shipbuilding cluster system. The examples of the use of agile approaches that complement and strengthen the existing matrix management structure in the shipbuilding cluster system are given. The agile approaches are implemented through: maintaining stable links in the supply chain at all stages of the life cycle of the cluster; focusing the cluster system as a whole on customer needs; creation of cross-functional teams for support and development of human resources; creation of a logistics center in accordance with the agile methodology, which is implemented through short feedback cycles and regular adaptation of supply processes; lean production ‒ from design to production at all stages. It is proposed to develop a corporate information system in business processes and supply chains of the shipbuilding cluster. Information flows connect cluster members, functions, supply chain management tasks, as well as different levels of management decision-making. Team cooperation between representatives of project organizations and the project management office of shipbuilding enterprises will ensure the development of the information system as a whole, as well as the integrity and consistency of individual elements. This confirms that the agile methodology provides flexibility in management and operational adaptation to changes in order to achieve the main goal ‒ the competitiveness of cluster integration and its elements.