COLLABORATIVE CREATIVITY IN AD HOC VIRTUAL TEAMS: TESTING AND EVALUATING THE ACCEPTANCE AND USABILITY OF SELECTED CREATIVITY TECHNIQUES IN A VIRTUAL WORKSPACE

Creativity in the context of marketing and as the prerequisite of innovation is a group achievement, not merely a solitary feat. Whereas “group” in the past meant convening in one place, using tools and techniques to be creative together, it recently evolved into meet-ing in virtual places, sometimes with complete strangers, working together to achieve a shared goal, using state-of-the-art information and communication technologies. What stays the same is the need to use creativity techniques, to try to trigger and enhance individual and collaborative creativity, and to gather a greater number of ideas in a short time. This article addresses the acceptance and usability of some of the most popular creativity techniques for virtual ideation in a digital workspace, as well as prominent inhibiting and enhancing factors to virtual creative teamwork. In a laboratory experiment, three selected creativity techniques were tested and the participants were afterwards interviewed about their experiences via an anonymous online survey. The results indicate that creative collaboration is possible and effective also in virtual ad hoc teams. The techniques tested were easily applied and general-ly accepted by the participants and yielded numerous ideas.

How are global banks responding to the COVID-19 pandemic?

The COVID-19 pandemic has put pressure on financial systems and banks, which have had to review their management strategies and adapt them to the new global crisis. Banks’ responses to COVID-19 can be traced back to the introduction of a portfolio of corporate policies, such as: the creation of ad hoc teams for the prevention and control of the effects of the pandemic within the company; the adoption of measures to support the community in which the bank operates; the protection and support of its employees and clients. The goal of this research is to understand how bank governance is reacting to the COVID-19 era, to determine which were the most used measures to contain the crisis. The results of this analysis, in fact, can make it possible to define best practices for the corporate governance of banks in times of pandemic crisis and provide useful elements for reflection to the banking regulatory and supervisory authorities

The sorcerer’s apprentice

Purpose The purpose of this paper is to illuminate the challenges of ad hoc teams in the corporate setting. Design/methodology/approach Review of the literature about teams, agile methodologies, scrums, etc. was carried out. Findings While ad hoc teams can create value, their proliferation has had unintended consequences. Research limitations/implications The literature review is, by its nature, selective not comprehensive. Practical implications Based on the recommendations cited, corporations will be able to make better decisions about when to initiate special teams. Social implications By doing so, companies will eliminate the frustrations employees feel in certain types of teams and improve their quality of life. Originality/value Although the subject of ad hoc teams has been extensively covered, this viewpoint takes a fresh look at the overall consequences of their proliferation.

Building efficacy beliefs through team task engagement and past task performance in contemporary teams

It is important for organizations to identify the drivers for effective collaboration in contemporary teams, such as self-managed ad hoc teams. Therefore, we aimed to investigate (1) the influence of team task engagement and mastery experiences on collective efficacy beliefs and (2) the temporal relationship between team task engagement and task performance over time. We postulate that to build collective efficacy in contemporary teams over time, it is necessary to enhance positive emotional states (i.e., team task engagement) and mastery experiences (teams’ past task performance). The study adopted a three-wave longitudinal design in which 575 individuals nested within 112 self-managed ad hoc teams participated in a decision-making task. Results showed that team task engagement and past task performance positively predicted future collective efficacy. Moreover, team task engagement positively predicted teams’ task performance over time. This study contributes to the understanding of the antecedents of team effectiveness, specifically in contemporary teams. JEL CLASSIFICATION: C92; J24; O15

Non-technical skills in out-of-hospital cardiac arrest management: A scoping review

IntroductionCurrent United Kingdom resuscitation guidance advocates the use of non-technical skills (NTS) such as teamwork, decision-making and communication for ad-hoc teams managing an out-of-hospital cardiac arrest (OHCA). It is unknown which NTS are advantageous or commonly used, or if there is supporting literature. This scoping review sought to establish a literature base and identify key NTS relevant to ad-hoc teams managing an OHCA.MethodsArksey and O’Malley’s five-stage framework was used to perform a scoping review to identify relevant literature from the medical domain. Thematic analyses were used to identify relevant NTS in relation to OHCA management.ResultsA total of 12 articles were identified and selected for detailed analysis. The articles represented a range of study designs, with most commenting on observed simulated practice from in-hospital practice. There was a paucity of literature for NTS associated with ad-hoc OHCA teams. Three common NTS were identified: leadership, teamwork and communication, with improved team performance associated with a hands-off team leader. Barriers were also identified and included low confidence in communicating and hierarchical difficulties in resuscitation teams. Conclusion We believe this scoping review provides the first comprehensive review of its kind and identifies important knowledge gaps, NTS themes and recommendations for paramedic-led OHCA teams. Three NTS from in-hospital cardiac arrest management can be related to OHCA management, but further research is needed to identify specific NTS for ad-hoc teams managing an OHCA.

P073: Emergency department trauma team in situ simulations at an urban, academic centre to improve team communication and detect latent safety threats

Innovation Concept: Effective communication for ad hoc teams is critical to successful management of multisystem trauma patients, to improve situational awareness and to mitigate risk of error. OBJECTIVES 1. Improve communication of ad hoc teams. 2. Identify system gaps. INNOVATION Team in situ simulations provide a unique opportunity to practice communication and assess systems in the real environment. Our trauma team consists of residents and staff from emergency services, general surgery, orthopedics, anaesthesia, nursing and respiratory therapy. Methods: A team of subject matter experts (SME's) from trauma, nursing, emergency medicine and simulation co-developed curriculum in response to a needs assessment that identified gaps in systems and team communication. The simulation occurred in the actual trauma bay. The on-call trauma team was paged and expected to manage a simulated multisystem trauma patient. Once the team arrived, they participated in a briefing, manikin-based simulation and a communication and system focused debriefing. Curriculum, Tool, or Material: Monthly scenarios consisted of management of a blunt trauma patient, emergency airway and massive hemorrhage protocol. Teams were assessed on communication skills and timeliness of interventions. Debriefing consisted of identification of system gaps and latent safety threats. Feedback was given by each discipline followed by SME's. Information was gathered from participant evaluations (5-point Likert scale and open ended questions) and group debrief. Feedback was themed and actions taken to co-create interventions to communication gaps and latent safety threats. As a result, cricothyroidotomy trays were standardized throughout the hospital to mitigate confusion, time delay and unfamiliarity during difficult airway interventions. Participants felt the exercise was an effective means of practicing interprofessional communication and role clarity, and improved their attitude towards the same. Conclusion: In situ simulation-based education with ad hoc trauma teams can improve interprofessional communication and identify latent safety threats for the management of multisystem trauma patients.

Who Am I as a Healthcare Provider?

The U.S. healthcare delivery system relies on the formation of ad hoc teams of highly-trained, experienced, providers of various specialties. The providers work in interprofessional teams that converge to address situations around acute patient care. Various models of virtual training provide structured opportunities for interprofessional education, whereby learners engage with roles and responsibilities essential for their professions and active collaboration with other team members. This learning is transformative as it influences the development of professional identity and teamwork skills needed for successful collaborative practice in interprofessional teams. This chapter explores the role of training health care professional students using virtual simulations and the emerging potential of virtual and augmented reality for health professional education.

Infrastructure governance for the Anthropocene

Transitioning infrastructure governance for accelerating, increasingly uncertain, and increasingly complex environments is paramount for ensuring that critical and basic services are met during times of stability and instability. Yet the bureaucratic structures that dominate infrastructure organizations and their capacity to respond to increasing complexity remain poorly understood. To change infrastructure governance, it is critical to understand current conditions, the barriers to change, and the strategies needed to shift priorities and leadership strategy. The emergence of modern infrastructure bureaucratic and organizational structure is first explored. The need to rethink infrastructure as knowledge enterprises capable of making sense of changing conditions, and not simply as basic service providers, is discussed. Next, transformation of infrastructure governance is presented as both a challenge of organizational change as identity and power and leadership capacity to shift between stable and unstable conditions. Infrastructure bureaucracies should create capabilities to shift between periods of stability and instability, emphasizing flexibility where ad hoc teams are given power to make sense of changing conditions and steer the organization appropriately. Additionally, several critical factors must be addressed within organizational power structures, identities, and processes to facilitate change. Allowing infrastructure governance to persist in its current form is likely increasingly problematic for the future and may result in an increasing inability to maintain relevance.

Effective Strategies for Teaching Teamwork

Teamwork is essential for health care providers, who must work together to ensure safe and effective patient care. The ability to function effectively as a team is especially important in critical care, where ad hoc teams are brought together for short-term management of crisis situations. Teamwork training has been widely implemented, but ongoing education and practice are needed to maintain and improve competency. This article reviews some of the literature on team science and provides recommendations for enhancing training to promote development of a shared mental model. Strategies such as ensuring multidisciplinary participation, clarifying team resources and goals, and creating practice scenarios can increase the effectiveness of training for critical care teams. Evaluation can provide immediate feedback on learning outcomes and may facilitate subsequent transfer of learning to the clinical setting. Interventions that improve a team’s ability to work toward a common goal can improve outcomes for critically ill patients.