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Academic literature on the topic 'Safety Team'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Safety Team"

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Alkathiry, Aziz zead, Khaled obid lahad alanazi, Saleh Ahmed Alobaidi, Mushabab Marzouq Zwaihi Alotaibi, Khalid Abdulrahman Alfantoukh, Tahani Mahmoud M. Riyahi, Nada Abdulrahman Altooq, et al. "Perceptions of Safety Culture and Patient Safety Events." International Journal Of Pharmaceutical And Bio-Medical Science 02, no. 12 (December 27, 2022): 663–74. http://dx.doi.org/10.47191/ijpbms/v2-i12-14.

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In order to preserve a culture of safety, inpatient care teams in hospitals need to be able to communicate effectively with one another. The purpose of this research was to investigate the relationship between the perceptions of patient safety culture and the number of safety incidents that occur in hospitals. With Schein's organizational culture model serving as a guide, researchers were able to find the connections they had hypothesized should exist between certain aspects of safety culture and actual accidents. Both the Materials and the Procedures are: The research team was successful in gaining access to the opinions of a substantial number of clinical teams regarding their safety culture. It was discovered that handoffs and transitions were a significant predictor of the reduction of safety occurrences, in contrast to other predictors, which were not found to be significant. The implications for the research on communication within clinical teams are emphasized here. In conclusion, a discussion of the data findings and a presentation of the implications that these findings have for the variables are given. The implications for healthcare teams in terms of the actions that individual team members will take in the future are also emphasized here. The directions that future research should take are suggested.
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Budianto, Tarman, Ely Susanto, Sari Sitalaksmi, and Gugup Kismono. "Team Monitoring, Does it Matter for Team Performance? Moderating role of Team Monitoring on Team Psychological Safety and Team Learning." Journal of Indonesian Economy and Business 35, no. 2 (May 20, 2020): 81. http://dx.doi.org/10.22146/jieb.54522.

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Introduction: The use of work teams is a strategy that allows organizations to move faster and more proactively. Team performance is an interesting issue that needs to be studied more extensively. Background Problems: Team psychological safety and team learning have a positive effect on team performance. But in some of the literature, psychological safety has also been shown to have a negative impact on teams when team monitoring is low. This research was conducted to investigate the moderation role of team monitoring and the influence of team learning and team psychological safety on team performance. Novelty: This research contributes new insights related with team monitoring and its interaction to team learning and team psychological safety on team performance. Team psychological safety has been proven to be able to directly influence team performance indirectly through team learning, but we tested the two separately. Research Methods: This study involved 215 respondents who joined 38 teams. The collected data were analyzed using a regression analysis and bootstrap techniques. Findings: Team monitoring has been shown to have a moderate role in influencing team learning on team performance, but it has not been proven to influence team psychological safety on team performance. The learning and psychological safety of each team proved to have a direct effect on team performance. Conclusion: This paper can guide managers since, at a certain level team monitoring can improve team performance, but too much team monitoring actually has no effect on team performance. Managers need to consider team monitoring policies carefully, to optimizing team performance by managing team learning and building team psychological safety.
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Jha, Sumi. "Team psychological safety and team performance." International Journal of Organizational Analysis 27, no. 4 (September 2, 2019): 903–24. http://dx.doi.org/10.1108/ijoa-10-2018-1567.

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Purpose The purpose of this paper is to examine the relationships between team psychological safety and team performance and to test the mediating effect of learning orientation and moderating effect of psychological empowerment on that relationship. Design/methodology/approach Data were collected from 50 teams and 345 team members from 20 different organizations. The moderated mediation analysis of psychological empowerment was tested using hierarchical regression analysis (PROCESS Macro) in SPSS. Findings The results show that higher the psychological empowerment, higher is the effect of psychological safety and learning orientation on team performance. Results supported the moderated mediation analysis of psychological empowerment. Practical implications Given that psychological empowerment and learning orientation of team members will effect team performance, organizational efforts to foster psychological empowerment should be rewarding. Focusing on channelizing team psychological safety to improve team members’ relationship, openness and comfort with each other will increase team performance. Originality/value The study incorporated learning orientation and psychological empowerment to redefine the relationship between psychological safety and team performance.
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Cauwelier, Peter, Vincent M. Ribière, and Alex Bennet. "Team psychological safety and team learning: a cultural perspective." Learning Organization 23, no. 6 (September 12, 2016): 458–68. http://dx.doi.org/10.1108/tlo-05-2016-0029.

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Purpose The purpose of this paper was to evaluate if the concept of team psychological safety, a key driver of team learning and originally studied in the West, can be applied in teams from different national cultures. The model originally validated for teams in the West is applied to teams in Thailand to evaluate its validity, and the views team members have on the antecedents of team psychological safety are analyzed. Design/methodology/approach The core of the sequential explanatory mixed method research was an experiment with nine teams from a single engineering organization (three teams from each the USA, France and Thailand). Team learning behaviors were analyzed from the conversations between team members. Team psychological safety was analyzed through a quantitative instrument and one-on-one structured interviews with each team member. Findings The results showed that the original model is confirmed for the teams from the USA and France but not confirmed for teams from Thailand. The thematic analysis of the one-on-one interviews highlights important differences between teams from the USA and France on the one hand and teams from Thailand on the other hand when it comes to the role of the team manager and the views that team members have on the diversity between them. Originality/value This research confirms that the concept of team psychological safety, and its impact on the way teams learn, needs to be adjusted if it is to be applied to teams in countries with national cultures different from those prevalent in the West. The implications are that researchers who develop theories in the social sciences field should evaluate how cultural differences impact their models, and that managers who implement learning and solutions should take national cultural differences into consideration.
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Huang, Chi-Cheng, and Pin-Chen Jiang. "Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan." Journal of Management & Organization 18, no. 2 (March 2012): 175–92. http://dx.doi.org/10.1017/s1833367200000948.

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AbstractR&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.
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Huang, Chi-Cheng, and Pin-Chen Jiang. "Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan." Journal of Management & Organization 18, no. 2 (March 2012): 175–92. http://dx.doi.org/10.5172/jmo.2012.18.2.175.

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AbstractR&D is uncertain work that involves the knowledge, skills, or perspectives of team members. When R&D teams develop new products or technologies, the need for psychological safety within the teams is increasingly emphasized. If R&D team members perceive that team psychological safety exists, they may be willing to offer knowledge or perspectives during the development process because they are not afraid of being rejected or embarrassed for speaking up. However, the application of the theory of team psychological safety to R&D teams is considerably limited. This study explores the antecedents and consequences of team psychological safety in R&D teams. Our research model is assessed using data from a sample of 245 team members from sixty technology R&D teams at a leading R&D institute and is analyzed using the partial least squares (PLS) method. The results of this study suggest that: (1) social capital exerts a positive and significant effect on team psychological safety; (2) team psychological safety has a positive and significant impact on team performance; (3) knowledge sharing and team learning positively and significantly mediate the relationship between team psychological safety and team performance; and (4) knowledge sharing exhibits a positive and significant effect on team learning. This study also discusses the implications of team psychological safety for R&D teams.
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Cauwelier, Peter. "Building high-performance teams through team psychological safety." Research Outreach, no. 108 (July 10, 2019): 62–65. http://dx.doi.org/10.32907/ro-108-6265.

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Yin, Jielin, Meng Qu, Miaomiao Li, and Ganli Liao. "Team Leader’s Conflict Management Style and Team Innovation Performance in Remote R&D Teams—With Team Climate Perspective." Sustainability 14, no. 17 (September 2, 2022): 10949. http://dx.doi.org/10.3390/su141710949.

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Remote work has become a new way of working due to the influence of the COVID-19 pandemic, which inevitably aggravates team conflicts caused by cognitive differences given the lack of face-to-face communication. With a team climate perspective, this paper investigates the impact of the team leader’s conflict management style on team innovation performance in remote R&D teams in China based on social cognition theory and two-dimension theory. A theoretical model is constructed which describes the mediating effect of team psychological safety and the moderating impact of team trust. Paired data from 118 remote R&D teams in China including 118 leaders and 446 members were collected. The results show that team leader’s cooperative conflict management style is conducive to enhancing team psychological safety and further effectively improves team innovation performance. Therefore, team psychological safety has a mediating effect between team leader’s cooperative conflict management style and team innovation performance. In addition, team trust has a negative moderating effect between team leader’s cooperative conflict management style and team psychological safety. Besides, this study obtains some valuable culture-related insights and provides more views for conflict management research in the cross-cultural context since the samples in this study are from China, a society with high collectivism, which is different from the western cultural context from which many conflict management theories develop.
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Mahoney, Jane S., Thomas E. Ellis, Gayle Garland, Nancy Palyo, and Pamela K. Greene. "Supporting a Psychiatric Hospital Culture of Safety." Journal of the American Psychiatric Nurses Association 18, no. 5 (September 2012): 299–306. http://dx.doi.org/10.1177/1078390312460577.

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Background: Concerns for patient safety have risen to the forefront of health care, including mental health care. Safe patient care depends, to a large extent, on high functioning teams, yet team training is lacking in basic professional training programs. To address the need for team training, one psychiatric hospital adopted the Team Strategies and Tools to Enhance Performance and Patient Safety program (TeamSTEPPS). Objectives: To describe the implementation of TeamSTEPPS throughout the organization and to describe the differences in team attributes prior to and following implementation of TeamSTEPPS. Design: Quality improvement project using a pre–post survey design. Results: TeamSTEPPS was successfully implemented, and changes in all team attributes trended in a positive direction with 5 of 7 subscales reaching significance ( p ≤ .01). Conclusions: TeamSTEPPS provided a practical approach for our hospital to systematically weave safety throughout the culture and improve team functioning and other attributes of highly effective teams.
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Salas, Eduardo, Tiffany M. Bisbey, Allison M. Traylor, and Michael A. Rosen. "Can Teamwork Promote Safety in Organizations?" Annual Review of Organizational Psychology and Organizational Behavior 7, no. 1 (January 21, 2020): 283–313. http://dx.doi.org/10.1146/annurev-orgpsych-012119-045411.

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In this review, we conceptualize teamwork as the linchpin driving safety performance throughout an organization. Safety is promoted by teams through various mechanisms that interact in a complex and dynamic process. We press pause on this dynamic process to organize a discussion highlighting the critical role played by teamwork factors in the engagement of safe and unsafe behavior, identifying five team-level emergent states that enable effective teamwork and safety: psychological safety, team trust, collective efficacy, shared mental models, and situation awareness. Additionally, we consider foundational conditions that support team-driven safety, the development of safety culture, and the importance of team safety climate in shaping performance. We discuss leveraging teams to generate safety and identify directions for future research investigating the relationship between teamwork and safety. Overall, we submit that researchers and practitioners would benefit from taking a systems perspective of safety by integrating principles of team science to better understand and promote safety in organizations.
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Dissertations / Theses on the topic "Safety Team"

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Ballangrud, Randi. "Building patient safety in intensive care nursing : Patient safety culture, team performance and simulation-based training." Doctoral thesis, Karlstads universitet, Institutionen för hälsovetenskaper, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-29870.

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Aim: The overall aim of the thesis was to investigate patient safety culture, team performance and the use of simulation-based team training for building patient safety in intensive care nursing. Methods: Quantitative and qualitative methods were used. In Study I, 220 RNs from ten ICUs responded to a patient safety culture questionnaire analysed with statistics. Studies II-IV were based on an evaluation of a simulation-based team training programme. Studies II-III included 53 RNs from seven ICUs and ten RNs from a post-graduate programme (II). The data were collected with questionnaires (II) and measurement scales (III), and analysed with statistics. In Study IV, 18 RNs were interviewed and the data were analysed with a qualitative content analysis. Main findings: The RNs had positive perceptions of the overall patient safety culture in the ICUs. Hence, a potential for improvements was identified at both the unit and hospital level. Differences between types of ICUs and between hospitals were found. The dimensions at the unit level were predictors for the outcome dimensions (I). The RNs evaluated the simulation-based team training programme in a positive way. Differences with regard to scenario roles, prior simulation experience and area of intensive care practice were found (II). The expert raters assessed the teams’ performance as advanced novice or competent. There were differences between the expert raters’ assessments and the RNs’ self-assessments (III). One main category emerged to illuminate the RNs’ perceptions of simulation-based team training for building patient safety: Regular training increases the awareness of clinical practice and acknowledges the importance of structured work in teams (IV). Conclusions: Patient safety culture measurements have the potential to identify areas in need of improvement, and simulation-based team training is appropriate to create a common understanding of structured work in teams with regard to patient safety.
Baksidestext Intensive care represents potential patient safety challenges for critically ill patients. Human errors are the most common cause of incidents, and failures in team performance are identified as contributory factors. The measurements of patient safety culture and simulation-based team training are recommended initiatives to improve patient safety. The aim of the thesis was to investigate patient safety culture, team performance and the use of simulation-based team training for building patient safety in intensive care nursing. The nurses had a positive perception of the overall patient safety culture. A potential for improvements were found in incident reporting, feedback and communication about errors and organizational learning. The RNs evaluated the simulation-based team training programme in a positive way. The assessments of nurses’ team performance with respect to communication, leadership and decision-making in a simulation-based emergency situation showed a variation in competencies from advanced novice to competent. There were differences between expert raters’ assessments and nurses’ self-assessments. The nurses perceived that simulation-based team training on a regular basis increases the awareness of clinical practice and acknowledges the importance of structured teamwork.
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Zagarese, Vivian. "Leadership During Action Team Formation: The Influence of Shared Leadership Among Team Members During the Perioperative Process." Thesis, Virginia Tech, 2020. http://hdl.handle.net/10919/100875.

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There are many leadership theories that dominate the field of Industrial and Organizational Psychology, however there is a lack of understanding as to which leadership processes may be most appropriate for action teams in high stress environments. Previous research has articulated leadership behaviors, but has largely ignored the temporal processes of leadership, and how it changes throughout the operating team’s tenure. The proposed study investigates two types of leadership, namely shared and autocratic leadership, that take place during critical steps of the perioperative process and relates these leadership behaviors to team dynamics and psychological processes. Specifically, this study builds upon other studies by testing how leadership behaviors are related to levels of psychological safety and the optimization of teamwork and communication among team members. We were also interested in understanding if the surgeon’s perception of past performance of their team has an impact on the amount of trust the leader has in his/her team and if this in turn, has an impact on the type of leadership utilized during the team’s tenure. As an exemplar environment, we explored these dynamics in the operating theater, which is a high stakes environment requiring both technical and non-technical skills, such as leadership, communication, and teamwork. Results show that the correlation between the surgeon’s perceived past performance of the team and the trust the surgeon has in his/her team and the relationship between team’s trust and teamwork and communication were significant at the alpha =.1 level. All other relationships were non-significant.
M.S.
In the field of Industrial and Organizational Psychology, many leadership theories have been developed, however, there is a lack of understanding as to which type of leadership is best for teams who work in high-stress environments, such as the operating room. This study looks at two types of leadership: shared leadership and autocratic leadership. Shared leadership is when all team members emerge and have a leadership role, whereas autocratic leadership is when one person makes all the decisions without consulting other team members. Previous research has articulated leadership behaviors, but has largely ignored the temporal processes of leadership, and how it changes over time throughout the surgical procedure. This study builds upon other studies by testing how leadership behaviors are related to levels of psychological safety and the optimization of teamwork and communication among team members. We were also interested in understanding if the surgeon’s perception of past performance of their team has an impact on the amount of trust the leader has in his/her team and if this in turn, has an impact on the type of leadership utilized during the team’s tenure. As an exemplar environment, we explored these dynamics in the operating theater, which is a high stakes environment requiring both technical and non-technical skills, such as leadership, communication, and teamwork. Results show that the relationship between the surgeon’s perceived past performance of the team and the trust the surgeon has in his/her team is significant and the relationship between the trust the surgical team members have in each other and the amount that they communicate with each other is also significant.
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Young, Stephen Mark. "Attitude change following a team-based intervention to improve industrial safety." Thesis, University of Liverpool, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.298699.

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D'Esmond, Lynn Berggren Knapp. "Distracted Practice and Patient Safety: The Healthcare Team Experience: A Dissertation." eScholarship@UMMS, 2016. https://escholarship.umassmed.edu/gsn_diss/41.

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Purpose: The purpose of this study was to explore the experiences of distracted practice across the healthcare team. Definition: Distracted practice is the diversion of a portion of available cognitive resources that may be needed to effectively perform/carry out the current activity. Background: Distracted practice is the result of individuals interacting with the healthcare team, the environment and technology in the performance of their jobs. The resultant behaviors can lead to error and affect patient safety. Methods: A qualitative descriptive (QD) approach was used that integrated observations with semi-structured interviews. The conceptual framework was based on the distracted driving model and a completed concept analysis. Results: There were 22 observation sessions and 32 interviews (12 RNs, 11 MDs, and 9 Pharmacists) completed between December, 2014 and July 2015. Results suggested that distracted practice is based on the main theme of cognitive resources which varies by the subthemes of individual differences; environmental disruptions; team awareness; and “rush mode”/time pressure. Conclusions and Implications: Distracted practice is an individual human experience that occurs when there are not enough cognitive resources available to effectively complete the task at hand. In that moment an individual shifts from thinking critically, being able to complete their current task without error, to not thinking critically and working in an automatic mode. This is when errors occur. Additional research is needed to evaluate intervention strategies to reduce and prevent distracted practice.
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Clack, Katinka. "Empowering leadership and safety behaviour in extreme work environments." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/62690.

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Research purpose The purpose of this study is to examine the extent to which both employees and leaders in extreme environments perceive the same levels of safety participation. Furthermore, this study examines the association between empowering leadership and team performance as well as empowering leadership and safety participation. Research design, approach and methods This study follows a quantitative approach as its main purpose is to establish relationships between constructs. As such, correlations and multiple regression analyses were conducted. Convenience sampling was applied to obtain the data. Firefighters and their immediate line officers (lieutenants) were surveyed. Five fire departments in small to medium cities were chosen in the Great Lakes and south-eastern regions in the United States (US). Questionnaires were distributed to 263 firemen, of which 186 were firefighters and 78 were their line officers/lieutenants. Main findings Results indicated that a positive association does not exist between firefighters' perceptions of safety participation and their leaders' perception of safety participation when control variables are added. Therefore, no significant relationship exists between firefighters' perceptions of safety participation and their leaders' perception of safety participation. Furthermore, the results also showed a positive association does not exist between empowering leadership and safety participation when control variables are added. Consequently, no significant relationship exists between firefighters' reports of empowering leadership and lieutenants' reports of safety participation. Lastly, regarding empowering leadership and team performance, the results did not support a direct relationship between these two constructs. Limitations The results should be interpreted bearing in mind that they are applicable to the United States of America and may not be generalised to the South African context. Additionally, very little research has been conducted on empowering leadership and safety behaviour in extreme environments, and therefore the literature review was limited to other organisational environments. Lastly, only three cultural groups (White, Black and Hispanic) and only men participated in this study, so results may not be generalisable to other demographic groups. The study was only positioned in extreme environments, specifically in firefighting, therefore it is unclear whether the results can be generalised to other work environments. Future Research It is suggested that this study is replicated, firstly because little research has been done in extreme environments but, secondly, that it also be specifically replicated in South Africa. Indicated by the data, a lieutenant's age has a positive association with how he perceives his team's safety participation. This could be due to various reasons. For example, the more experienced the lieutenant the more comfortable he gets towards the extreme environment. Lastly, it is suggested that research is conducted to determine other leadership styles which could be effective in extreme environments. Conclusion Insight was given into the empowering leadership style in terms of team performance and safety behaviour. Furthermore, the relation between firefighters' perceptions of safety participation and their leaders' perceptions of safety participation was not confirmed.
Dissertation (MCom)--University of Pretoria, 2017.
Human Resource Management
MCom
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Walker, Raquel Maria. "Improving Perinatal Team Communication to Decrease Patient Harm With Team Strategies and Tools to Enhance Performance and Patient Safety Training." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3265.

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During childbirth, multiple providers deliver care at the bedside that requires optimal teamwork and communication to prevent patient harm. The complexity of caring for obstetrical patient demands a well-coordinated team to relay information and respond to conditions that can change quickly during childbirth. A patient safety strategy to prevent perinatal harm is Team Strategies and Tools to Enhance Performance and Patient Safety (TeamSTEPPS) training. TeamSTEPPS is an evidence-based program based on crew resource management (CRM) principles developed in the aviation and military industries. This process improvement project used the Plan-Do-Study-Act framework and Kotter's change theory to implement TeamSTEPPS training after an increase in patient safety events from 2014 to 2016. A convenience sample of 200 physicians, nurses, respiratory therapists, scrub techs, and patient care techs from perinatal units completed the training in a community hospital setting. The Teamwork Perceptions Questionnaire administered pre- and posttraining show a statistical improvement in teamwork, communication, and situational awareness among nursing staff that correlated with a decrease in safety events. Project limitations include lack of a control group for comparison and lack of physician involvement with training. The positive social impact of TeamSTEPPS training is the decrease in maternal and newborn adverse events surrounding childbirth due to perinatal teams using CRM principles. Over the long term, TeamSTEPPs training may become the standard team training method to improve birth outcomes and support the establishment of a patient safety culture, which may be replicated in perinatal centers around the world.
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Spitulnik, Jay J. "Physician Collaboration and Improving Health Care Team Patient Safety Culture: A Quantitative Approach." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6486.

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Studies have found links between physician relationships with nurses, patient safety culture, and patient outcomes, but less is known about a similar link between physician relationships with allied health professionals (AHPs), patient safety culture, and patient outcomes. The purpose of this exploratory quantitative, survey study was to investigate whether physician interactions with AHPs contribute to improved patient-safety culture, AHP empowerment, and self-efficacy. Based on a theoretical framework consisting of structural empowerment, psychological empowerment, and self-efficacy, it was hypothesized that self-efficacy is predicted by structural and psychological empowerment and self-efficacy predicts a positive patient safety culture. The AHP Survey of Physician Collaboration was constructed using psychometrically sound items from instruments that have studied similar phenomena. A purposive sample with 95 respondents consisted of occupational and physical therapists currently working in hospitals. Pearson Product-Moment correlation, standard multiple regression analysis, independent groups t-tests, and one-way between groups analyses of variance were employed. Although the survey results did not indicate a statistically significant relationship between psychological empowerment and patient-safety culture, findings in this study indicated that patient-safety culture has a significant positive correlation with structural empowerment and self-efficacy. Structural empowerment and self-efficacy were found to significantly predict patient-safety culture. The results did not show differences based on gender, profession, age, or years of service. By illustrating the nature of the relationship between physicians and AHPs, the results of this study can affect social change through enhancing the ability to reduce the number of preventable negative health outcomes in hospitals.
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Gregg, Lisa. "Collaboration in family violence intervention: A process evaluation of the hamilton Family Safety Team." The University of Waikato, 2007. http://hdl.handle.net/10289/2520.

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The Family Safety Team (FST) is a collaborative intervention developed to address family violence in New Zealand. Interagency collaborations are effective at addressing the social supports for battery, improving the systems and responses of agencies that address battery, and improving cohesion and consistency across agencies. The FST has a particular focus on justice system agencies. The purpose of this research was to evaluate the Hamilton FST. The research was conducted using in-depth interviews with FST members and others directly involved with the project, archival research using police family violence files, observation of FST meetings, and a focus group with battered women. The evaluation was constructed around four aims: to identify any barriers to establishing the FST, to assess the strengths and weaknesses of the Hamilton FST, to determine the adequacy of the FST structure, and to assess the extent to which the FST has improved the ability of agencies to enhance the safety and autonomy of battered women and hold offenders accountable. An overall finding of this evaluation was that people are feeling very positive about the Hamilton FST. The evaluation found that the FST has increased contact and communication between community and government agencies, and there was improvement in each agency's awareness of the policies, processes and protocols of other agencies in the FST. The evaluation found some limitations in the amount of monitoring and measurable outcomes from the FST, but this was understandable considering the infancy of the project and the time taken for members to understand their roles and the function of the FST. However, there were some positive developments in police responsiveness: an improved police attitude towards family violence cases, and an increase in cases coded as family violence. An important finding of this evaluation was that the Hamilton FST is functioning as a genuine collaboration. This seemed to be due to: mutual respect and an equal distribution of power among FST members, trusted working relationships, recognising each member for their area of expertise, and the role of the coordinator. There are, however, some limitations of the FST model that FST members need to acknowledge.
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Leak, Michelle A. "Teaming Up for Patient Safety| A Case Study of Social Interactions among Surgical Team Members." Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3688016.

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Despite increased awareness of the link between teamwork and medical errors, and increased development of interventions aimed at improving team performance, the incidence of preventable errors in hospitals, and in the surgical environment particularly, remains high. Absent from interdisciplinary team development efforts is empirical evidence informed by the voices of surgical team members specific to their day- to- day experiences of teamwork. For this reason, a case study of interdisciplinary teamwork among Orthopedic Surgery team members was conducted from June to December 2013 to: (a) discover how teamwork behaviors are enacted in the surgical environment to affect the incidence of preventable surgical errors; and (b) understand the experience of teamwork from the perspective of surgical team members.

The case study data included 37 one-on-one interviews with Orthopedic Surgery team members (including two supervisors), and observations by the researcher guided by the Observational Teamwork Assessment for Surgery (OTAS) instrument. This study finds that while mindfulness is a prerequisite to safety behaviors that are found in the surgical setting, there is a dynamic interplay between processes of collective mindfulness and traditional teamwork behaviors wherein one continuously informs, shapes, and reinforces the other. Noting contributions of the this study to practice, the opportunity exists to expand the present inquiry beyond Orthopedic Surgery to include other surgical specialties as well as non-surgical practices within the hospital and clinic environments.

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Chitwood, Tara Marshall. "SECOND VICTIM: SUPPORT FOR THE HEALTHCARE TEAM." Case Western Reserve University Doctor of Nursing Practice / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=casednp1554820138107259.

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Books on the topic "Safety Team"

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Improving patient safety through teamwork and team training. New York: Oxford University Press, 2012.

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Modeland, Vern. America's food safety team: A look at the lineup. Pullman: Cooperative Extension, College of Agriculture & Home Economics, Washington State University, 1990.

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Oregon. Governor's Health Care Safety Net Policy Team. Governor's Health Care Safety Net Policy Team: Enhancing the safety net through data driven policy. Salem, OR: Office for Oregon Health Policy and Research, Dept. of Human Services, Health Systems Planning, 2004.

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Taylor, Bill. Effective Environmental, Health, and Safety Management Using the Team Approach. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2005. http://dx.doi.org/10.1002/0471739405.

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Taylor, Bill. Effective Environmental, Health, and Safety Management Using the Team Approach. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2005. http://dx.doi.org/10.1002/0471739405.

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Sawczuk, Basil. Risk avoidance for the building team. London: E & FN Spon, 1996.

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United States. Dept. of Energy. Assistant Secretary for Environment, Safety, and Health. Tiger team assessment of the Argonne Illinois site. [Washington, D.C.]: U.S. Dept. of Energy, [Office of] Environment, Safety, and Health, 1990.

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Samaranayake, Lakshman P. Infection control for the dental team. Copenhagen: Munksgaard, 1991.

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Samaranayake, Lakshman P. Infection control for the dental team. Copenhagen, Denmark: Munksgaard, 1991.

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United States. Dept. of Energy. Assistant Secretary for Environment, Safety, and Health. Tiger team assessment, Oak Ridge K-25 site. Washington, DC: U.S. Dept. of Energy, Office of Environment, Safety and Health, 1991.

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Book chapters on the topic "Safety Team"

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King, Hal. "The Food Safety Management Team." In Food Safety Management, 9–14. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-6205-7_2.

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White, John. "Team and Relationship Building." In Health and Safety Management, 143–46. Boca Raton : Taylor & Francis, CRC Press, 2018.: CRC Press, 2018. http://dx.doi.org/10.1201/b22392-19.

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Paige, John T. "Team Training." In The SAGES Manual of Quality, Outcomes and Patient Safety, 537–59. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-94610-4_28.

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Omotosho, Philip, and Dana D. Portenier. "Team Training." In The SAGES Manual of Quality, Outcomes and Patient Safety, 443–49. Boston, MA: Springer US, 2011. http://dx.doi.org/10.1007/978-1-4419-7901-8_44.

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George, Robert, Lawrence Lau, and Kwan-Hoong Ng. "Team Approach to Optimize Radiology Techniques." In Radiological Safety and Quality, 161–76. Dordrecht: Springer Netherlands, 2013. http://dx.doi.org/10.1007/978-94-007-7256-4_9.

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Allen, Richard, and Kenneth Crump. "Chemotherapy Handling, Safety, and Disposal." In Cancer Chemotherapy for the Veterinary Health Team, 57–69. West Sussex, UK: John Wiley & Sons Ltd,., 2013. http://dx.doi.org/10.1002/9781118785621.ch5.

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Rojhani, Solomon. "Team Management in Healthcare: Basics." In Resident’s Handbook of Medical Quality and Safety, 253–61. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-24190-6_27.

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Sasou, Kunihide, Ken’ichi Takano, and Seiichi Yoshimura. "A Definition and Modeling of Team Errors." In Probabilistic Safety Assessment and Management ’96, 523–28. London: Springer London, 1996. http://dx.doi.org/10.1007/978-1-4471-3409-1_84.

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Olasky, Jaisa, and Daniel B. Jones. "Simulation and OR Team Performance." In The SAGES Manual of Quality, Outcomes and Patient Safety, 561–74. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-94610-4_29.

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Khaitan, Leena, and Joseph Youssef. "The Consistent Operating Room Team." In The SAGES Manual of Quality, Outcomes and Patient Safety, 907–21. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-94610-4_47.

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Conference papers on the topic "Safety Team"

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Rattanataworn, Luk. "PW 1889 Accident investigation team mueng sukhothai." In Safety 2018 abstracts. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/injuryprevention-2018-safety.216.

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Arias, Daniel. "Management Team Role in Safety Performance Improvement." In SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2008. http://dx.doi.org/10.2118/111603-ms.

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Talishinskiy, Rustam. "PW 2868 Azerbaijan medical team on rescue operation after bam earthquake 2003." In Safety 2018 abstracts. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/injuryprevention-2018-safety.710.

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Wang, Duan-xu, and Yan Hong. "Work support and team creativity: The mediating effect of team psychological safety." In EM2010). IEEE, 2010. http://dx.doi.org/10.1109/icieem.2010.5645894.

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Li, Yun-Mei, Yan Cao, and Da-Wei Li. "The Mechanism of the Impact of Team Climate and Team Psychological Safety on Team Innovation Performance." In 2015 International Conference on Management Science and Management Innovation (MSMI 2015). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msmi-15.2015.38.

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Wang, Yanqing, and Chaoqun Liu. "Study on Flight Crew’s Team Situation Awareness Based on Team and Task Process." In 2019 5th International Conference on Transportation Information and Safety (ICTIS). IEEE, 2019. http://dx.doi.org/10.1109/ictis.2019.8883854.

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Cole, Courtney, Kathryn Jablokow, Susan Mohammed, and Scarlett Miller. "The Impact of Gender on Individual Perceptions and Team Psychological Safety in Engineering Design Teams." In ASME 2022 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2022. http://dx.doi.org/10.1115/detc2022-89910.

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Abstract Improving team interactions in engineering to model gender inclusivity has been at the forefront of many initiatives in both academia and industry. However, there has been limited evidence on the impact of gender-diverse teams on psychological safety. This is important because psychological safety has been shown to be a key facet for the development of innovative ideas, and has also been shown to be a cornerstone of effective teamwork. But how does the gender diversity of a team impact the development of psychological safety? The current study was developed to explore just this through an empirical study with 38 engineering design student teams over the course of an 8-week design project. These teams were designed to be half heterogeneous (either half-male and half-female, or majority male) or other half homogeneous (all male). We captured psychological safety at five time points between the homogenous and heterogenous teams and also explored individual dichotomous (peer-review) ratings of psychological safety at the end of the project. Results indicated that there was no difference in psychological safety between gender homogenous and heterogenous teams. However, females perceived themselves as more psychologically safe with other female team members compared to their ratings of male team members. Females also perceived themselves to be less psychologically safe with male team members compared to male ratings of female team members, indicating a discrepancy in perceptions between genders. These results point to the need to further explore the role of minoritized groups in psychological safety research and to explore how this effect presents itself (or is covered up) at the team level.
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Yuksen, Chaiyaporn, Yuwares Sittichanbuncha, Ponlawat Kanchayawong, Jirayoot Patchkrua, and Supassorn Aussavanodom. "PA 13-7-2910 EMS quality and safety of ramathibodi emergency medical service team." In Safety 2018 abstracts. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/injuryprevention-2018-safety.83.

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Hobbs, Kerianne L., Chris Cargal, Eric Feron, and Richard S. Burns. "Early Safety Analysis of Manned-Unmanned Team System." In 2018 AIAA Information Systems-AIAA Infotech @ Aerospace. Reston, Virginia: American Institute of Aeronautics and Astronautics, 2018. http://dx.doi.org/10.2514/6.2018-1984.

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Sakulrak, Saluckjit, Sutep Kerdsomnuk, Stapon Sriwan, and Thanyaporn Limjittrakorn. "PW 1646 Situations of child drowning and prevention by ‘merit maker’ team in surin province." In Safety 2018 abstracts. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/injuryprevention-2018-safety.422.

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Reports on the topic "Safety Team"

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Sievers, Cindy S. Worker Safety and Security Teams Team Member Handbook. Office of Scientific and Technical Information (OSTI), June 2012. http://dx.doi.org/10.2172/1043505.

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Rasmussen, Richard. Nuclear Emergency Support Team Public Health and Safety. Office of Scientific and Technical Information (OSTI), January 2022. http://dx.doi.org/10.2172/1839344.

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Loignon, Andrew, and Stephanie Wormington. Psychologically Safe for Some, but Not All? The Downsides of Assuming Shared Psychological Safety among Senior Leadership Teams. Center for Creative Leadership, 2022. http://dx.doi.org/10.35613/ccl.2022.2048.

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"In this Research Insights paper, we challenge the assumption that team members perceive similar levels of psychological safety and consider how different patterns of psychological safety matter for team effectiveness. Based on data from 278 intact senior leadership teams, our results provide three key insights: More than half (62%) of senior leadership teams in our sample demonstrated significant variability around their team’s psychological safety. We identified six prototypical patterns of psychological safety among teams, with only one representing a shared view of psychological safety. Other patterns represented dissenting views of greater or less psychological safety. Patterns of psychological safety matter for team effectiveness. Teams whose members report greater agreement around psychological safety exhibit some of the highest levels of performance and lowest levels of interpersonal conflict. Based on these findings, we consider important implications for how leaders can cultivate psychological safety in their teams."
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GANTER, JOHN H., CRAIG D. DEAN, and BRYON K. CLOER. Fast Pragmatic Safety Decisions: Analysis of an Event Review Team of the Aviation Safety Action Partnership. Office of Scientific and Technical Information (OSTI), May 2000. http://dx.doi.org/10.2172/759430.

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Davis, Adam Christopher. Statistical Analysis of the Worker Engagement Survey Administered at the Worker Safety and Security Team Festival. Office of Scientific and Technical Information (OSTI), August 2015. http://dx.doi.org/10.2172/1212626.

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Balali, Vahid. Connected Simulation for Work Zone Safety Application. Mineta Transportation Institute, July 2022. http://dx.doi.org/10.31979/mti.2021.2137.

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Every year, over 60,000 work zone crashes are reported in the United States (FHWA 2016). Such work zone crashes have resulted in over 4,400 fatal and 200,000 non-fatal injuries in the last 5 years (FHWA 2016, BLS 2014). Apart from the physical and emotional trauma, the annual cost of these injuries exceeds $4 million-representing significant wasted resources. To improve work zone safety, this research developed a system architecture for unveiling high-risk behavioral patterns among highway workers, equipment operators, and drivers within dynamic highway work zones. This research implemented the use of a connected virtual environment, which is an immersive hyper-realistic and virtual environment where multiple agents (e.g. workers, drivers, and equipment handlers) control independent simulators but experience an interactive and shared experience. For this project, the team conducted an in-depth analysis of accident investigation, simulated accident scenarios, and tested diverse interventions to prevent high-risk behavior. Overall, the research improved understanding of behavioral patterns that lead to injuries and fatalities of highway workers in order to better protect them in high-risk work environments. As part of making transportation smarter, this project contributes to smart behavioral safety analysis.
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Almulihi, Qasem, and Asaad Shujaa. Does Departmental Simulation and Team Training Program Reduce Medical Error and Improve Quality of Patient Care? A Systemic Review. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, March 2022. http://dx.doi.org/10.37766/inplasy2022.3.0006.

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Review question / Objective: This systematic review aimed to assess whether human simulations or machine stimulations programs would help to prevent medical errors and improve patient safety. Information sources: The search terms “Medical Simulation” [Mesh], “Medication Errors” [Mesh], “Patient safety” [Mesh] were implemented, to be as specific and selective as possible. We searched for all the publications in the Medline database, Web of Science, and Google Scholar from 2000 (when the idea of simulation in healthcare to prevent ME was employed for the first time by the Institute of Medicine (IOM)) to Feb 2022 with only English language-based literature Electronic databases.
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Chahine, Ricardo, Prince Adu Gyamfi, Nandhesh Subash, Wonsang Cho, Krista O. Kelley, Stacey L. Connaughton, and Konstantina Gkritza. Design of Educational Material and Public Awareness Campaigns for Improving Work Zone Driver Safety. Purdue University, 2022. http://dx.doi.org/10.5703/1288284317375.

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This project aims to help improve work zone driver safety in Indiana through driver education and public awareness campaigns. The project focused on two specific objectives: (1) to design a public awareness campaign to increase drivers’ knowledge and influence positive attitudes about work zone driver safety practices; and (2) to prepare educational materials to be incorporated into driver’s education or training curriculum prior to taking driving test and getting a driver’s license issued. The campaign was informed by formative research, conducted using a survey to assess public knowledge and attitudes. Based on these results, campaign messages were designed. The team also designed an education curriculum which consists of three modules and fourteen knowledge questions. This report concludes with recommendations to INDOT for the successful implementation of the public awareness campaign and educational materials, that might be applicable to other states as well.
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Tom, Joe, Marcelo Garcia, and Haode Wang. Review of Methodologies to Assess Bridge Safety During and After Floods. Illinois Center for Transportation, May 2022. http://dx.doi.org/10.36501/0197-9191/22-008.

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This report summarizes a review of technologies used to monitor bridge scour with an emphasis on techniques appropriate for testing during and immediately after design flood conditions. The goal of this study is to identify potential technologies and strategies for Illinois Department of Transportation that may be used to enhance the reliability of bridge safety monitoring during floods from local to state levels. The research team conducted a literature review of technologies that have been explored by state departments of transportation (DOTs) and national agencies as well as state-of-the-art technologies that have not been extensively employed by DOTs. This review included informational interviews with representatives from DOTs and relevant industry organizations. Recommendations include considering (1) acquisition of tethered kneeboard or surf ski-mounted single-beam sonars for rapid deployment by local agencies, (2) acquisition of remote-controlled vessels mounted with single-beam and side-scan sonars for statewide deployment, (3) development of large-scale particle image velocimetry systems using remote-controlled drones for stream velocity and direction measurement during floods, (4) physical modeling to develop Illinois-specific hydrodynamic loading coefficients for Illinois bridges during flood conditions, and (5) development of holistic risk-based bridge assessment tools that incorporate structural, geotechnical, hydraulic, and scour measurements to provide rapid feedback for bridge closure decisions.
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Tarko, Andrew P., Mario A. Romero, Vamsi Krishna Bandaru, and Cristhian Lizarazo. TScan–Stationary LiDAR for Traffic and Safety Applications: Vehicle Interpretation and Tracking. Purdue University, 2022. http://dx.doi.org/10.5703/1288284317402.

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To improve traffic performance and safety, the ability to measure traffic accurately and effectively, including motorists and other vulnerable road users, at road intersections is needed. A past study conducted by the Center for Road Safety has demonstrated that it is feasible to detect and track various types of road users using a LiDAR-based system called TScan. This project aimed to progress towards a real-world implementation of TScan by building two trailer-based prototypes with full end-user documentation. The previously developed detection and tracking algorithms have been modified and converted from the research code to its implementational version written in the C++ programming language. Two trailer-based TScan units have been built. The design of the prototype was iterated multiple times to account for component placement, ease of maintenance, etc. The expansion of the TScan system from a one single-sensor unit to multiple units with multiple LiDAR sensors necessitated transforming all the measurements into a common spatial and temporal reference frame. Engineering applications for performing traffic counts, analyzing speeds at intersections, and visualizing pedestrian presence data were developed. The limitations of the existing SSAM for traffic conflicts analysis with computer simulation prompted the research team to develop and implement their own traffic conflicts detection and analysis technique that is applicable to real-world data. Efficient use of the development system requires proper training of its end users. An INDOT-CRS collaborative process was developed and its execution planned to gradually transfer the two TScan prototypes to INDOT’s full control. This period will be also an opportunity for collecting feedback from the end user and making limited modifications to the system and documentation as needed.
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