Developing and maintaining the resilience of interdisciplinary cancer care teams: an interventional study

Latent profiles of team resilience and their relationship with team performance and turnover intentions among nurses

BACKGROUND

Global healthcare systems are increasingly being challenged by a critical shortage of nurses, which is further aggravated by suboptimal team performance and elevated turnover rates among nursing staff. Team resilience has emerged as a crucial protective factor that offers substantial benefits and the potential to improve adverse work outcomes. This study sought to elucidate the profiles of nurses' team resilience and examine their relationship with team performance and turnover intention.

METHODS

A total of 217 nursing teams comprising 1,618 nurses were recruited through stratified convenience sampling from five tertiary and five secondary hospitals in Shandong Province, China. Team resilience was evaluated using the Analyzing and Developing Adaptability and Performance in Teams to Enhance Resilience Scale, while team performance was measured using the Team Effectiveness Scale. Additionally, turnover intention was assessed using the self-administered question, "Have you thought of quitting the job?" Latent profile analysis was used to identify distinct profiles of team resilience. A regression analysis was conducted to examine the associations between team resilience profiles, team performance, and turnover intention.

RESULTS

Three latent profiles of team resilience among nurses were identified: worst (Class 1, 21.659%), mid-range (Class 3, 43.318%), and best (Class 2, 35.023%). Compared with Class 1, Classes 2 (beta = 0.922, p < 0.001; odds ratio [OR] = 0.154, p < 0.001) and 3 (beta = 0.463, p < 0.001; OR = 0.258, p < 0.01) exhibited significantly better team performance and lower turnover intention.

CONCLUSIONS

This study investigated the potential profiles of nurse team resilience, identifying subgroups characterized by underperformance and elevated turnover intention. Hospital administrative decision-makers and nursing managers should enhance investment in nursing resources and strategically allocate resources as well as tailor or optimize team interventions based on the heterogeneity observed in team resilience to foster positive changes in adverse work outcomes.

Team Care for the Care Team: A Scoping Review of the Relational Dimensions of Collaboration in Healthcare Contexts

Examining team care for the care team, this scoping literature review highlights the relational and compassionate dimensions of collaboration and teamwork that can alleviate healthcare worker suffering and promote well-being in challenging contexts of care. Its goal is to provide greater conceptual clarity about team care and examine the contextual dimensions regarding the needs and facilitators of team care. Analysis of the 48 retained texts identified three broad types of communicative practice that constitute team care: sharing; supporting; and leading with compassion. The environmental conditions facilitating team care included a caring team culture and specific and accessible organizational supports. These results are crystallized into a conceptual model of team care that situates team care within a system of team and organizational needs and anticipated outcomes. Gaps in the literature are noted and avenues for future research are suggested.

The association between team resilience and team performance in nurses during COVID-19 pandemic: a network analysis

BACKGROUND

Compared to other healthcare workers, nurses are more vulnerable to the potentially devastating effects of pandemic-related stressors. Studies have not yet investigated the deeper characteristics of the relationship between team resilience and team performance among nurses during the COVID-19 pandemic. This study aimed to elucidate the characteristics of team resilience and performance networks among nurses during the pandemic.

METHODS

A cross-sectional study involving 118 nursing teams comprising 1627 practice nurses from four tertiary-A and secondary-A hospitals in Shandong Province, China, was conducted. Analyzing and Developing Adaptability and Performance in Teams to Enhance Resilience Scale and the Team Effectiveness Scale were used to measure team resilience and performance, respectively. The estimation of the network model and calculation of related metrics, network stability and accuracy, and network comparison tests were performed using R 4.0.2.

RESULTS

Node monitoring had the highest centralities in the team resilience and performance network model, followed by node anticipation, cooperation satisfaction, and cooperation with other departments. Moreover, node cooperation satisfaction and learning had the highest levels of bridge centrality in the entire network.

CONCLUSION

Monitoring, anticipation, cooperation satisfaction, cooperation with other departments, and learning constituted core variables maintaining the team resilience-performance network structure of nurses during the pandemic. Clinical interventions targeting core variables may be effective in maintaining or promoting both team resilience and performance in this population.

Investigating a Participatory Intervention in Multidisciplinary Cancer Care Teams Using an Integrative Organizational Model: A Study Protocol

Multidisciplinary teams encounter many challenges that can lead to higher levels of distress and burnout. This trend is acutely prevalent among multidisciplinary cancer care teams who frequently contend with increased task complexity and numbers of patients. Resilience is emerging as a critical resource that may optimize team members’ psychological health and wellbeing, work efficiency, and organizational agility, while reducing burnout. Accordingly, the proposed study aims to implement and evaluate a promising participatory interventional approach that fosters team resilience. Specifically, the effects of the intervention on participating team members will be compared to a control group of non-participating team members. This intervention’s core components include skills training, patient-centered meetings, talking spaces, and an agile problem-solving approach. The proposed study also seeks to determine whether enhanced resilience improves team mental health status and organizational outcomes. A participatory interventional approach will be implemented and assessed at three-time intervals [i.e., pre-intervention deployment (N = 375), 12 months post-deployment (N = 236), and 24 months post-deployment (N = 146)] across five cancer care teams in three Quebec healthcare institutions. A mixed methods design will be used that includes observations, semi-structured interviews, focus groups, and self-report questionnaires. Direct observation will document team functioning and structural resources (e.g., meetings, conflict management, and leadership). Semi-structured interviews will explore participants’ experience with activities related to the participatory interventional approach, its perceived benefits and potential challenges. Focus groups will explore participants’ perceptions of their team’s resilience and the effectiveness of the intervention. Questionnaires will assess support, recognition, empowerment, organizational justice, individual resilience, psychological safety, work climate, team resilience, workplace burnout, engagement, quality of work life, wellbeing, and organizational citizenship behaviors, and sociodemographic variables. Moreover, objective measures including absenteeism and staff turnover will be obtained via human resource records. Structural equation modeling will be used to test the study’s hypotheses. The proposed protocol and related findings will provide stakeholders with quantitative and qualitative data concerning a participatory interventional approach to optimize team effectiveness. It will also identify critical factors implicated in favorable organizational outcomes in connection with multidisciplinary cancer care teams. Expected results and future directions are also presented herein.

Building resilience in oncology teams: Protocol for a realist evaluation of multiple cases

Background

Teams caring for people living with cancer face many difficult clinical situations that are compounded by the pandemic and can have serious consequences on professional and personal life. This study aims to better understand how a multi-component intervention builds resilience in oncology teams. The intervention is based on a salutogenic approach, theories and empirical research on team resilience at work. This intervention research involves partnership between researchers and stakeholders in defining situations of adversity and solutions appropriate to context.

Methods

The principles of realist evaluation are used to develop context-mechanism-outcome configurations of a multi-component intervention developed by researchers and field partners concerned with the resilience of oncology teams. The multiple case study involves oncology teams in natural contexts in four healthcare establishments in Québec (Canada). Qualitative and quantitative methods are employed. Qualitative data from individual interviews, group interviews and observation are analyzed using thematic content analysis. Quantitative data are collected through validated questionnaires measuring team resilience at work and its effect on teaming processes and cost-effectiveness. Integration of these data enables the elucidation of associations between intervention, context, mechanism and outcome.

Discussion

The study will provide original data on contextual factors and mechanisms that promote team resilience in oncology settings. It suggests courses of action to better manage difficult situations that arise in a specialized care sector, minimize their negative effects and learn from them, during and after the waves of the pandemic. The mechanisms for problem resolution and arriving at realistic solutions to professional workforce and team effectiveness challenges can help improve practices in other settings.