Showing papers on "Psychological safety published in 1988"
TL;DR: The study describes team member responses to a questionnaire regarding bases of social power used within 19 interdisciplinary clinical team meetings and their relationship with team decision-making style, participation in team decisions, and team meeting productivity.
Abstract: Power and restrictive participation are often identified as primary issues which can retard the productivity of work groups. The study describes team member responses to a questionnaire regarding bases of social power used within 19 interdisciplinary clinical team meetings and their relationship with team decision-making style, participation in team decisions, and team meeting productivity. Physicians were found to effect almost all treatment decisions, and autocratic decision making was found to be more prevalent than consensual decision making. It is suggested that the generally held belief that the interdisciplinary team approach is equivalent with shared decision making and broad-based participation needs careful re-examination. Implications of the findings for shared decision making in health care teams and work groups in general are discussed. The importance for managers and team leaders to understand and appropriately facilitate the dynamics of power in work groups is emphasized.
69 citations
IBM1
TL;DR: In this paper, a critical review of team building as a tool for improving the performance of management systems is presented, which examines teams and team effectiveness from an operational view-point and encourages the reader to look for what is wrong rather than who is to blame.
5 citations
TL;DR: Team building is often conducted in management groups with little diagnosis of a team's actual needs prior to the event, because of the paucity of reliable diagnostic techniques available to consultants and managers in the area.
Abstract: Team building is often conducted in management groups with little diagnosis of a team's actual needs prior to the event One of the reasons for this is the paucity of reliable diagnostic techniques available to consultants and managers in the area
4 citations
TL;DR: To introduce a new member successfully, a team should consider the interviewing and hiring process, the gradual introduction of the person to the team work, and the fact that the new person needs to understand the goals of the team.
Abstract: Practical means are provided of integrating a new team member into an effective team. To be effective, teams must manage goals, roles, processes and relationships. Goals need to be held in common and be quantifiable. Roles of members need to be clearly stated for the process to be managed. The leader needs to be accepted, the decision‐making responsibilities need to be clear and communications need to be effective. The team members need to be able to work together and handle difficulties in the relationships. To introduce a new member successfully, a team should consider the interviewing and hiring process, the gradual introduction of the person to the team work, and the fact that the new person needs to understand the goals of the team.
2 citations