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Driskell T, Funke G, Tolston MT, Capiola A, Driskell J. Supporting fluid teams: a research agenda. Front Psychol 2024; 15:1327885. [PMID: 38333066 PMCID: PMC10851741 DOI: 10.3389/fpsyg.2024.1327885] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/25/2023] [Accepted: 01/11/2024] [Indexed: 02/10/2024] Open
Abstract
Fluid teams are teams that are rapidly assembled from across disciplines or areas of expertise to address a near-term problem. They are typically composed of individuals who have no prior familiarity with one another, who as a team must begin work immediately, and who disband at the completion of the task. Prior research has noted the challenges posed by this unique type of team context. To date, fluid teams have been understudied, yet their relevance and application in the modern workplace is expanding. This Perspective article presents a concise overview of critical research gaps and opportunities to support selection, training, and workplace design for fluid teams.
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Affiliation(s)
| | - Gregory Funke
- Air Force Research Laboratory, Wright-Patterson Air Force Base, Dayton, OH, United States
| | - Michael T. Tolston
- Air Force Research Laboratory, Wright-Patterson Air Force Base, Dayton, OH, United States
| | - August Capiola
- Air Force Research Laboratory, Wright-Patterson Air Force Base, Dayton, OH, United States
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O'Neill TA, Flathmann C, McNeese NJ, Salas E. Human-autonomy Teaming: Need for a guiding team-based framework? COMPUTERS IN HUMAN BEHAVIOR 2023. [DOI: 10.1016/j.chb.2023.107762] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 04/05/2023]
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Heller B, Amir A, Waxman R, Maaravi Y. Hack your organizational innovation: literature review and integrative model for running hackathons. JOURNAL OF INNOVATION AND ENTREPRENEURSHIP 2023; 12:6. [PMID: 36883168 PMCID: PMC9983543 DOI: 10.1186/s13731-023-00269-0] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 11/10/2021] [Accepted: 02/17/2023] [Indexed: 06/18/2023]
Abstract
This article aims to offer a comprehensive overview of the existing literature on the hackathon phenomenon to offer scholars a common ground for future research and managers and practitioners research-based guidelines on best planning and running a hackathon. A review of the most relevant literature on hackathons was conducted to serve as the research basis for our integrative model and guidelines. This article synthesizes the research on hackathons to offer comprehensible guidelines for practitioners while also providing questions for future hackathon researchers. We differentiate between the different design characteristics of hackathons while noting their advantages and disadvantages, discuss tools and methodologies for successful hackathon setup and execution step-by-step, and provide recommendations to encourage project continuity.
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Affiliation(s)
- Ben Heller
- Baruch Ivcher School of Psychology, Reichman University (IDC), Herzliya, Israel
| | - Atar Amir
- The Adelson School of Entrepreneurship, Reichman University (IDC), Herzliya, Israel
| | - Roy Waxman
- The Adelson School of Entrepreneurship, Reichman University (IDC), Herzliya, Israel
| | - Yossi Maaravi
- The Adelson School of Entrepreneurship, Reichman University (IDC), Herzliya, Israel
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Nurses’ confidence in starting a new venture, startup or project in the context of nurse-led hackathons: Results of prehackathon survey. Nurs Outlook 2023; 71:101961. [PMID: 36989569 PMCID: PMC10042800 DOI: 10.1016/j.outlook.2023.101961] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/14/2022] [Revised: 02/21/2023] [Accepted: 02/23/2023] [Indexed: 03/30/2023]
Abstract
Background A hackathon framework has been successfully applied to solving health care challenges, including COVID-19, without much documented evidence of nurses' baseline or acquired confidence. Purpose To understand differences in baseline confidence levels in starting a new venture, startup or project in the context of nurse-led hackathons. Method A retrospective secondary analysis of a presurvey of hackathon participants from two NurseHack4Health (NH4H) events held in 2021. Discussion Male nurses and international nurses were more confident than the U.S.-based nurses. When comparing the 75% of participants who had not attended a hackathon previously to the 25% of participants who had, there was an increased confidence level among non-nurses and among participants with the previous hackathon, datathon, and ideation experience. Conclusion If hackathons can help nurses identify strengths, add new expertise and boost confidence, it may empower nurses to pursue their ideas more effectively, aid professional growth, and provide affirmation of innovator self-identity.
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Cristancho S, Field E, Lingard L, Taylor T, Hibbert K, Thompson G, Hibbert W. Ecological interchangeability: supporting team adaptive expertise in moments of disruption. ADVANCES IN HEALTH SCIENCES EDUCATION : THEORY AND PRACTICE 2022; 27:1361-1382. [PMID: 36357657 PMCID: PMC9648894 DOI: 10.1007/s10459-022-10160-4] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Grants] [Track Full Text] [Subscribe] [Scholar Register] [Received: 05/05/2022] [Accepted: 09/06/2022] [Indexed: 06/16/2023]
Abstract
While undesirable, unexpected disruptions offer unique opportunities to enact adaptive expertise. For adaptive expertise to flourish, individuals and teams must embrace both efficiency and adaptation. While some industries do it readily, others continue to struggle with the tension between efficiency and adaptation, particularly when otherwise stable situations are unexpectedly disrupted. For instance, in healthcare settings, the efficiency mandate for strict compliance with scopes of practice can deter teams from using the adaptive strategy of making their members interchangeable. Yet, interchangeability has been hinted as a key capacity of today' teams that are required to navigate fluid team structures. Because interchangeability - as an adaptive strategy - can generate antagonistic reactions, it has not been well studied in fluid teams. Thus, in this exploratory qualitative study we sought to gain insights into how interchangeability manifests when fluid teams from five different contexts (healthcare, emergency services, orchestras, military, and business) deal with disruptive events. According to our participants, successful interchangeability was possible when people knew how to work within one's role while being aware of their teammates' roles. However, interchangeability included more than just role switching. Interchangeability took various forms and was most successful when teams capitalized on the procedural, emotional, and social dimensions of their work. To reflect this added complexity, we refer to interchangeability in fluid teams as Ecological Interchangeability. We suggest that ecological interchangeability may become a desired feature in the training of adaptive expertise in teams, if its underlying properties and enabling mechanisms are more fully understood.
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Affiliation(s)
- Sayra Cristancho
- Department of Surgery, Centre for Education Research & Innovation, Schulich School of Medicine & Dentistry, Western University, London, ON, Canada.
| | - Emily Field
- Centre for Education Research & Innovation (CERI), Western University, London, ON, Canada
| | - Lorelei Lingard
- Department of Medicine, Centre for Education Research & Innovation, Schulich School of Medicine & Dentistry, Western University, London, ON, Canada
| | - Taryn Taylor
- Department of Obstetrics and Gynecology, Centre for Education Research & Innovation, Schulich School of Medicine and Dentistry, Western University, London, ON, Canada
| | - Kathy Hibbert
- Faculty of Education, Western University, London, ON, Canada
| | - Graham Thompson
- Department of Biology, Western University, London, ON, Canada
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Ediger K, Rashid M, Law BHY. What Is Teamwork? A Mixed Methods Study on the Perception of Teamwork in a Specialized Neonatal Resuscitation Team. Front Pediatr 2022; 10:845671. [PMID: 35498772 PMCID: PMC9046838 DOI: 10.3389/fped.2022.845671] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Received: 12/30/2021] [Accepted: 03/11/2022] [Indexed: 11/24/2022] Open
Abstract
INTRODUCTION Neonatal resuscitation is a team-based activity involving many decisions and tasks. Non-technical factors, such as teamwork, are increasingly recognized as impacting how well-neonatal resuscitation is performed, and therefore influencing infant outcomes. Prior studies on teamwork in neonatal resuscitation have focused on quantification of teamwork behaviors, or the effects of team training. This study aimed to explore healthcare providers' own perception of teamwork in this specialized environment to identify perceived barriers and facilitators to effective team functioning. METHODS This single-center exploratory sequential mixed methods study used two phases. First, semi-structured interviews were conducted, and thematic analysis used to identify themes. Subsequently, interview data informed the development of quantitative surveys to explore selected themes in the wider team. RESULTS From ten semi-structured interviews, seven themes were identified including: (1) Team Composition, (2) Effective Communication, (3) Team leadership, (4) Hierarchy, (5) Team Training, (6) Debriefing, and (7) Physical Environment. Perceived teamwork facilitators include role assignment, familiarity, team composition, talking out loud to maintain shared mental models, leadership, and team training. Perceived barriers included time pressures, ad hoc team, ineffective leadership, and space limitations. Selected themes (Communication, Speaking up, Hierarchy, and Leadership) were further explored via electronic surveys distributed via email to all members of the resuscitation team. There were 105 responses; a response rate of ~53%. All respondents agreed or strongly agreed that speaking up is important; however, not all felt comfortable doing so. Neonatal fellows (14%) and nurses (12%) were most likely to report not feeling comfortable speaking up. All respondents agreed that team communication is important to an effective resuscitation. Most respondents (91.5%) agreed that a hierarchy exists within the team; 54.3% believed that hierarchy positively contributes to effective resuscitation. All respondents agreed or strongly agreed that having a clearly defined leader is important in delivery room resuscitations. Ineffective leadership was the most cited reason for poor team communication. CONCLUSIONS In this mixed methods study of perceptions of teamwork within a specialized, multi-disciplinary neonatal resuscitation team, communication, hierarchy, and leadership were positively perceived and facilitates teamwork. However, even in this environment, some nurses and trainees expressed discomfort with speaking up.
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Affiliation(s)
- Krystyna Ediger
- Department of Pediatrics, University of Alberta, Edmonton, AB, Canada
| | - Marghalara Rashid
- Department of Pediatrics, University of Alberta, Edmonton, AB, Canada
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The Society of Critical Care Medicine at 50 Years: ICU Organization and Management. Crit Care Med 2021; 49:391-405. [PMID: 33555776 DOI: 10.1097/ccm.0000000000004830] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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Côté A, Abasse KS, Laberge M, Gilbert MH, Breton M, Lemaire C. Orthopedist involvement in the management of clinical activities: a case study. BMC Health Serv Res 2021; 21:299. [PMID: 33794873 PMCID: PMC8017788 DOI: 10.1186/s12913-021-06299-2] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 06/16/2020] [Accepted: 03/21/2021] [Indexed: 11/10/2022] Open
Abstract
BACKGROUND The rapid shift in hospital governance in the past few years suggests greater orthopedist involvement in management roles, would have wide-reaching benefits for the efficiency and effectiveness of healthcare delivery. This paper analyzes the dynamics of orthopedist involvement in the management of clinical activities for three orthopedic care pathways, by examining orthopedists' level of involvement, describing the implications of such involvement, and indicating the main responses of other healthcare workers to such orthopedist involvement. METHODS We selected four contrasting cases according to their level of governance in a Canadian university hospital center. We documented the institutional dynamics of orthopedist involvement in the management of clinical activities using semi-structured interviews until data saturation was reached at the 37th interview. RESULTS Our findings show four levels (Inactive, Reactive, Contributory and Active) of orthopedist involvement in clinical activities. With the underlying nature of orthopedic surgeries, there are: (i) some activities for which decisions cannot be programmed in advance, and (ii) others for which decisions can be programmed. The management of unforeseen events requires a higher level of orthopedist involvement than the management of events that can be programmed. CONCLUSIONS Beyond simply identifying the underlying dynamics of orthopedists' involvement in clinical activities, this study analyzed how such involvement impacts management activities and the quality-of-care results for patients.
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Affiliation(s)
- André Côté
- Centre de recherche en gestion des services de santé, Université Laval, Québec City, Canada.,Faculté des sciences de l'administration (FSA), Université Laval, Québec, QC, G1V 0A6, Canada.,Centre de recherche en soins et services de première ligne- Université Laval, Québec, Canada.,Centre de recherche du centre hospitalier de l'Université Laval, Québec, Canada.,Centre de recherche intégrée pour un système apprenant en santé et services sociaux, Québec, Canada
| | - Kassim Said Abasse
- Centre de recherche en gestion des services de santé, Université Laval, Québec City, Canada. .,Faculté des sciences de l'administration (FSA), Université Laval, Québec, QC, G1V 0A6, Canada. .,Centre de recherche en soins et services de première ligne- Université Laval, Québec, Canada. .,Centre de recherche du centre hospitalier de l'Université Laval, Québec, Canada. .,Centre de recherche intégrée pour un système apprenant en santé et services sociaux, Québec, Canada.
| | - Maude Laberge
- Faculté des sciences de l'administration (FSA), Université Laval, Québec, QC, G1V 0A6, Canada.,Centre de recherche en soins et services de première ligne- Université Laval, Québec, Canada.,Centre de recherche du centre hospitalier de l'Université Laval, Québec, Canada.,Département d'opérations et systèmes de décision
- , Faculté des sciences de l'administration (FSA) Université Laval, Québec, QC, G1V 0A6, Canada
| | - Marie-Hélène Gilbert
- Centre de recherche en gestion des services de santé, Université Laval, Québec City, Canada.,Faculté des sciences de l'administration (FSA), Université Laval, Québec, QC, G1V 0A6, Canada
| | - Mylaine Breton
- Université de Sherbrooke, Longueuil Campus, Sherbrooke, Canada
| | - Célia Lemaire
- EM Strasbourg Business School, Université de Strasbourg, HuManiS (UR 7308), Strasbourg, France
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Braune K, Rojas PD, Hofferbert J, Valera Sosa A, Lebedev A, Balzer F, Thun S, Lieber S, Kirchberger V, Poncette AS. Interdisciplinary Online Hackathons as an Approach to Combat the COVID-19 Pandemic: Case Study. J Med Internet Res 2021; 23:e25283. [PMID: 33497350 PMCID: PMC7872325 DOI: 10.2196/25283] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.7] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/23/2020] [Revised: 01/02/2021] [Accepted: 01/16/2021] [Indexed: 12/24/2022] Open
Abstract
Background The COVID-19 outbreak has affected the lives of millions of people by causing a dramatic impact on many health care systems and the global economy. This devastating pandemic has brought together communities across the globe to work on this issue in an unprecedented manner. Objective This case study describes the steps and methods employed in the conduction of a remote online health hackathon centered on challenges posed by the COVID-19 pandemic. It aims to deliver a clear implementation road map for other organizations to follow. Methods This 4-day hackathon was conducted in April 2020, based on six COVID-19–related challenges defined by frontline clinicians and researchers from various disciplines. An online survey was structured to assess: (1) individual experience satisfaction, (2) level of interprofessional skills exchange, (3) maturity of the projects realized, and (4) overall quality of the event. At the end of the event, participants were invited to take part in an online survey with 17 (+5 optional) items, including multiple-choice and open-ended questions that assessed their experience regarding the remote nature of the event and their individual project, interprofessional skills exchange, and their confidence in working on a digital health project before and after the hackathon. Mentors, who guided the participants through the event, also provided feedback to the organizers through an online survey. Results A total of 48 participants and 52 mentors based in 8 different countries participated and developed 14 projects. A total of 75 mentorship video sessions were held. Participants reported increased confidence in starting a digital health venture or a research project after successfully participating in the hackathon, and stated that they were likely to continue working on their projects. Of the participants who provided feedback, 60% (n=18) would not have started their project without this particular hackathon and indicated that the hackathon encouraged and enabled them to progress faster, for example, by building interdisciplinary teams, gaining new insights and feedback provided by their mentors, and creating a functional prototype. Conclusions This study provides insights into how online hackathons can contribute to solving the challenges and effects of a pandemic in several regions of the world. The online format fosters team diversity, increases cross-regional collaboration, and can be executed much faster and at lower costs compared to in-person events. Results on preparation, organization, and evaluation of this online hackathon are useful for other institutions and initiatives that are willing to introduce similar event formats in the fight against COVID-19.
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Affiliation(s)
- Katarina Braune
- Department of Paediatric Endocrinology and Diabetes, Charité - Universitätsmedizin Berlin, Corporate Member of Freie Universität Berlin, Humboldt-Universität zu Berlin, and Berlin Institute of Health, Berlin, Germany.,Hacking Health Berlin, Berlin, Germany.,Berlin Institute of Health, Berlin, Germany
| | | | | | - Alvaro Valera Sosa
- Hacking Health Berlin, Berlin, Germany.,CityLAB Berlin, Building Health Lab, Berlin, Germany.,Department of Design and Typologies, Technische Universität Berlin, Berlin, Germany
| | | | - Felix Balzer
- Charité - Universitätsmedizin Berlin, Corporate Member of Freie Universität Berlin, Humboldt-Universität zu Berlin, and Berlin Institute of Health, Department of Anesthesiology and Intensive Care Medicine, Berlin, Germany.,Einstein Center Digital Future, Berlin, Germany
| | | | - Sascha Lieber
- Charité - Universitätsmedizin Berlin, Corporate Member of Freie Universität Berlin, Humboldt-Universität zu Berlin, and Berlin Institute of Health, Department of Anesthesiology and Intensive Care Medicine, Berlin, Germany.,Executive Board, Charité - Universitätsmedizin Berlin, Corporate Member of Freie Universität Berlin, Humboldt-Universität zu Berlin, and Berlin Institute of Health, Berlin, Germany
| | - Valerie Kirchberger
- Executive Board, Charité - Universitätsmedizin Berlin, Corporate Member of Freie Universität Berlin, Humboldt-Universität zu Berlin, and Berlin Institute of Health, Berlin, Germany
| | - Akira-Sebastian Poncette
- Hacking Health Berlin, Berlin, Germany.,Berlin Institute of Health, Berlin, Germany.,Charité - Universitätsmedizin Berlin, Corporate Member of Freie Universität Berlin, Humboldt-Universität zu Berlin, and Berlin Institute of Health, Department of Anesthesiology and Intensive Care Medicine, Berlin, Germany.,Einstein Center Digital Future, Berlin, Germany
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