By Donna O. Farley,Melony E. Sorbero,Susan L. Lovejoy, et al.The RAND Corporation|RAND Corporation||Adult NonfictionMedicalLanguage(s): EnglishOn sale date: 03.09.2013Street date: 03.09.2013
To learn the way health center exertions and supply devices can in achieving potent and sustainable teamwork practices and what kind of such practices have an effect on employees stories and sufferer results, RAND researchers studied 5 devices as they carried out advancements of their teamwork practices over a one-year interval. They pointed out a few key components required via any given method for teamwork development yet no regular template for implementation.
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Extra info for Achieving Strong Teamwork Practices in Hospital Labor and Delivery Units
Its basic approach was structured and strongly proactive. Site 2: This site is an academic medical center in an urban area and is a referral center for other hospitals (many of them difficult-delivery cases). The unit had begun teamwork improvement in the year before this study started, but its momentum had eroded. It used this study to inject new energy into the work to further its progress. The L&D unit took an approach of pursuing incremental progress by implementing subsets of teamwork practices over time, rather than working with many practices at once.
Finally, their self-reported teamwork status at the end of the study was compared with data collected in an observation study, also conducted at the end of the study. In the outcome evaluation, we analyzed two categories of outcomes—patient-safety knowledge and perceptions of the staff working in the L&D units, and adverse outcomes experienced by mothers and infants served by the units. Data for measuring staff perceptions and knowledge, and changes in them over time, were collected in a staff survey conducted twice during the study period.
Nielsen et al. considered several possible explanations for these negative results, including ineffectiveness of the training, need for more-intensive training, inadequate time allowed for implementation of the practices learned, and inadequate timeline for observing outcome effects. , 2007). A central issue of the clinical trial study was that the intervention defined for the study was only the initial teamwork training (with no subsequent implementation support for the L&D units). This issue led to the following specific study design issues: After the teamwork training was completed, the intervention sites were left on their own to implement teamwork practices, with no training or support on the QI methods required to make improved teamwork a reality.
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