Journal articles: '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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Davis, Carol. "Team health and safety." Nursing Standard 24, no. 2 (September 16, 2009): 24–25. http://dx.doi.org/10.7748/ns.24.2.24.s27.

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Cauwelier, Peter, Vincent Michel Ribiere, and Alex Bennet. "The influence of team psychological safety on team knowledge creation: a study with French and American engineering teams." Journal of Knowledge Management 23, no. 6 (August 12, 2019): 1157–75. http://dx.doi.org/10.1108/jkm-07-2018-0420.

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Purpose This paper aims to explore the impact of team psychological safety and team learning on the creation of team knowledge. When teams engage in learning, their interactions contribute to improved performance. Very little research evaluates whether the learning also creates new knowledge related to the task or the team itself. Design/methodology/approach The proposed model is evaluated through a mixed method research design around a team problem-solving experiment. Task- and team-related team mental models are elicited using concept mapping and questionnaires and are measured before and after the experiment. The model is evaluated in engineering teams from the USA and France. Findings The findings confirm the proposed model; team psychological safety and team learning positively impact team knowledge creation for both task- and team-related knowledge. Originality/value This research has theoretical, methodological and practical implications. The team psychological safety model is expanded, team learning is evaluated from the team interactions instead of members’ self-assessments and team knowledge is measured dynamically. Developing team psychological safety and creating team learning opportunities positively impacts the team’s knowledge.

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Mogård, Emil Viduranga, Ole Bendik Rørstad, and Henning Bang. "The Relationship between Psychological Safety and Management Team Effectiveness: The Mediating Role of Behavioral Integration." International Journal of Environmental Research and Public Health 20, no. 1 (December 27, 2022): 406. http://dx.doi.org/10.3390/ijerph20010406.

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This study explores whether there is an indirect effect of psychological safety on team effectiveness in management teams, operating through the mediating variable of behavioral integration. Whilst there exists a fair amount of research on the relationship between psychological safety and team effectiveness, few have looked at potential mechanisms that can explain this association in management teams. We propose behavioral integration to be a potential mediator. Data are collected from 1150 leaders in 160 Norwegian management teams, answering a questionnaire measuring team functioning and effectiveness. Team size ranged from 3 to 19 members. Our results show a significant indirect effect of psychological safety on management team effectiveness, mediated by behavioral integration. Thus, the more team members perceive the climate as safe in terms of speaking their mind without the fear of repercussions, the more they partake in mutual collaboration, information sharing and experience ownership in the decisions being made. This is associated with management teams performing better. We also found a positive relationship between psychological safety and behavioral integration, and—in line with previous studies—that psychological safety and behavioral integration both were positively related to team effectiveness. This study adds to the existing team research literature by expanding our knowledge about the importance of psychological safety and the way it influences management team performance at all levels throughout the organizational hierarchy.

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Rozenberg, Robert, Stanislav Szabo, and Iveta Sebescakova. "Safety Management and Formation Flying of Aerobatic Team." Indian Journal of Applied Research 3, no. 12 (October 1, 2011): 317–19. http://dx.doi.org/10.15373/2249555x/dec2013/95.

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Azil, N. A. S., and I. L. Jabar. "A Review on Issues Confronted By Safety Team In Managing Safety Practices At Malaysian Construction Industry." IOP Conference Series: Earth and Environmental Science 1067, no. 1 (October 1, 2022): 012059. http://dx.doi.org/10.1088/1755-1315/1067/1/012059.

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Abstract There are several issues in managing safety practices in Malaysian construction industry which lead to project delay, cost overrun and greatly causes increase in of injuries and accident, not only to workers, but also affected to public nearby. Managing safety practices are widely known as responsibilities of safety team compared to other organizations involved in project management of construction industry. The purpose of this study is to analyze the issues confronted by safety teams in the construction industry in managing safety practices. As a consequence, the researcher has devised two (2) objectives in order to accomplish the study’s purpose; 1) to explore the role of safety team in managing safety practices in construction industry, and, 2) to identify the issues confronted by safety team in managing safety practices in Malaysian construction industry. By focusing on the issue, the safety team will have a better understanding of the situation and will be able to deal with it throughout the construction project. This study provides issues encountered in the Malaysian construction industry when it comes to managing safety practices. The issues recognized will serve as a basis for the safety team and assist them spot unnecessary dangers and risks. The conclusions of this study will raise awareness and assist safety teams in comprehending issues that emerge in the construction industry.

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Lee, Michelle Chin Chin, and Mohd Awang Idris. "Psychosocial safety climate versus team climate." Personnel Review 46, no. 5 (August 7, 2017): 988–1003. http://dx.doi.org/10.1108/pr-01-2016-0003.

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Purpose The importance of organizational climates in enhancing employees’ job performance is well studied in the literature. The purpose of this paper is to investigate the effect of psychosocial safety climate (PSC) and team climate on job performance, particularly through job engagement, by using a multilevel survey. The study also predicted that only PSC (and not team climate) predicted job resources (i.e. role clarity and performance feedback). Design/methodology/approach A total of 412 employees from 44 teams (72.6 per cent response rate) in Malaysian private organizations participated in the current study. Findings Research findings revealed that performance feedback and role clarity mediate the relationship between PSC and job engagement, and that there is no direct effect between the variables, team climate, and job resources. As expected, the study also discovered that job engagement mediates the relationship between PSC and team climate related to job performance. Practical implications This paper suggests the importance of PSC as the precursor to better working conditions (i.e. job resources) and to indirectly boosting employees’ engagement and job performance. Originality/value The study compared two distinctive organizational climate constructs that affect the different types of job resources using multilevel approach within the Asian context.

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Xu, Xiaohong, Nhan Le, Yimin He, and Xiang Yao. "Team Conscientiousness, Team Safety Climate, and Individual Safety Performance: a Cross-Level Mediation Model." Journal of Business and Psychology 35, no. 4 (June 11, 2019): 503–17. http://dx.doi.org/10.1007/s10869-019-09637-8.

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Oh, Sunyoung, Youngshik Kim, and InHye Kim. "The effects of mild task conflict and relationship conflict on psychological safety and team effectiveness." Korean Journal of Industrial and Organizational Psychology 32, no. 1 (February 28, 2019): 83–106. http://dx.doi.org/10.24230/kjiop.v32i1.83-106.

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The present research examined the possibility that mild task conflict and relationship conflict can serve as antecedents of psychological safety climate of newly formed teams and in turn influence team effectiveness in creative performance. Specifically, we suggest that mild task conflict is positively related to psychological safety, while relationship conflict is negatively related. Furthermore, psychological safety would mediate the relationships of mild task conflict and relationship conflict to creative team performance and team attachment. This proposed model was tested using a sample of 194 participants in a total of 35 teams surveyed at 2 time periods over about 4 months. The data analysis provides evidence to support our proposed model. The results indicate that mild task conflict and relationship conflict are critical team processes to influence emergence of team psychological safety climate which promotes team effectiveness in creative task performance. Finally, theoretical and practical implications, limitation and suggestion for future research are discussed.

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Zhou, Wencang, Zhu Zhu, and Donald Vredenburgh. "Emotional intelligence, psychological safety, and team decision making." Team Performance Management: An International Journal 26, no. 1/2 (March 12, 2020): 123–41. http://dx.doi.org/10.1108/tpm-10-2019-0105.

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Purpose As teamwork becomes more prevalent in organizational decision-making, the influence of emotional intelligence (EI) on team decision-making process demands more research attention. This study aims to investigate the impact of EI on team psychological safety and decision-making performance. Design/methodology/approach Team decision-making performance and decision quality from a team decision task were obtained from 54 decision-making teams composed of 241 undergraduate business students from a Mid-Atlantic university. Regression analyses were used to test individual and team’s EI relationship with team decision performance and the mediation effect of psychological safety. Findings This study provides empirical evidence that individual EI is positively related to individual influence on team decisions. Team-level EI improves team decision-making performance through increases in psychological safety. Research limitations/implications The sample size is relatively small, and the participants were business students; therefore, the research results may lack generalizability. Future research is encouraged to explore this topic further. Practical implications As teamwork becomes more prevalent in organizational decision-making, the influence of EI on team decision-making process demands more research and managerial attention. The findings of this paper provide insights on the importance of individual/team EI and psychological safety in team decision performance. Originality/value This study furthers research showing that emotions are pertinent to social interactions, including group decision-making, and therefore suggests the desirability of investigating other social processes affecting group decision-making.

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O’Reilly, Norman. "Experimental Design Methods in Sport Management Research: The Playoff Safety Bias." Journal of Sport Management 25, no. 3 (May 2011): 217–28. http://dx.doi.org/10.1123/jsm.25.3.217.

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The Playoff Safety Bias occurs when playoff appearances matter more than championships in terms of an individual’s decision-making process when choosing to consume major professional sport from a set of options, referred to as the Sequential Goal Heuristic. This paper (i) demonstrates the potential value of experimental design research in sport management and (ii) provides a consumer-based perspective of playoff structure. Adopting a consumer psychology approach, a 2 (Team performance: good team/bad team) × 3 (Goal: make playoffs every year/ win at least one championship/ maximize number of championships) design was administered via a scenario presented to 152 undergraduate students. The scenario controlled and manipulated the good team/bad team construct by varying the team’s past six season standings. Results revealed that the subjects instructed to maximize the number of playoff appearances had similar estimations of the ideal number of playoff teams, whether fans of a good or bad team. Conversely, of the subjects instructed to either (i) maximize the number of championships won or (ii) maximize the probability of winning at least one championship, fans of good teams over-estimated the optimal number of playoff teams significantly more than fans of bad teams. Implications for future research, practitioner application, and support of similar methods in sport management research are provided.

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Chen, Silu, Guanglei Zhang, Anfu Zhang, and Jieying Xu. "Collectivism-oriented human resource management and innovation performance: An examination of team reflexivity and team psychological safety." Journal of Management & Organization 22, no. 4 (December 7, 2015): 535–48. http://dx.doi.org/10.1017/jmo.2015.50.

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AbstractThis article investigated how collectivism-oriented human resource management can influence on innovation performance through team reflexivity and team psychological safety. Using a sample of 200 research-oriented teams in Chinese universities, the empirical results clearly indicate that collectivism-oriented human resource management is beneficial to teams’ innovation performance. The results of the mediating model show how team reflexivity and team psychological safety mediate the relationship between collectivism-oriented human resource management and innovation performance. The implications for researchers and practitioners are also discussed.

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Sun, Muyun, Kaiyuan He, and Ting Wen. "The Impact of Shared Leadership on Team Creativity in Innovation Teams—A Chain Mediating Effect Model." Sustainability 15, no. 2 (January 9, 2023): 1212. http://dx.doi.org/10.3390/su15021212.

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As an important outcome of team innovation, team creativity has become an important issue in academia and industry. Meanwhile, the horizontal leadership model has been preliminarily proven to be effective in improving the output of innovation performance. Multiple chain mediating effects of team psychological safety climate, cognitive motivation and social motivation on shared leadership and team creativity in innovative teams were proposed on the basis of social network theory and group dynamics theory. In this study, 178 innovation teams and 2011 innovation team members were given questionnaires, and the obtained data were empirically analyzed. The results show that shared leadership has a significant positive effect on team creativity in innovative teams; team psychological safety climates, cognitive motivation and social motivation play a partial mediating role between shared leadership and team creativity, and play a chain mediating role together. At the team level, the study verifies the positive effect of shared leadership on team creativity and reveals the complex team process.

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Kim, Youngshik, and InHye Kim. "The effects of personality and leader consideration behavior on team cohesiveness." Korean Journal of Industrial and Organizational Psychology 31, no. 1 (February 28, 2018): 195–220. http://dx.doi.org/10.24230/kjiop.v31i1.195-220.

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The purpose of this study was to investigate the effects of personality (openness, neuroticism) and leader consideration behavior on team cohesiveness. The present study tests the mediating effect of psychological safety in the relationship between personality (openness, neuroticism) and team cohesiveness. While openness and neuroticism were examined as individual-level variables, leader consideration behavior, relationship conflict, psychological safety, and team cohesiveness were analyzed in team-level. Sequential mediation effects of relationship conflict and psychological safety on the relationship between leader consideration behavior and team cohesiveness were also examined. Data were collected from a total of 35 teams comprised of 194 students using survey. The results showed that psychological safety mediated the relationship between neuroticism and team cohesiveness. However, the mediating effect of openness was not significant. Moreover, relationship conflict and psychological safety sequentially mediated the relationship between leader consideration behavior and team cohesiveness. Based on these results, implications, limitations of research, and suggestions for the future research are discussed.

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Meng, Hao, Zhi-Chao Cheng, and Tian-Chao Guo. "Positive Team Atmosphere Mediates the Impact of Authentic Leadership on Subordinate Creativity." Social Behavior and Personality: an international journal 44, no. 3 (April 12, 2016): 355–68. http://dx.doi.org/10.2224/sbp.2016.44.3.355.

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We analyzed how authentic leadership (AL) predicts subordinate creativity, taking into account the possible mediator of positive team atmosphere. Participants were 69 team leaders and 335 team members working in enterprises in China. Subordinates reported their perception of there being an atmosphere of team trust and psychological safety at work, in addition to the AL of their supervisors, whereas supervisors rated employee creativity. The main findings were as follows: (a) AL positively predicted employee creativity through the mediators of both atmosphere of team trust and psychological safety; and (b) atmosphere of team trust and psychological safety positively affected teams' knowledge sharing and, in turn, creativity. Our results enrich understanding of the processes through which AL improves subordinates' creativity. By promoting AL and a team atmosphere of trust and psychological safety, organizations may enhance employees' creative performance.

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Chi, Shu-Cheng Steve, Chiung-Yi Huang, and Artemis Chang. "Safety Climate and Relational Conflict in the Eyes of Team Members: Examining the Role of Need for Closure." Social Behavior and Personality: an international journal 38, no. 1 (January 1, 2010): 103–14. http://dx.doi.org/10.2224/sbp.2010.38.1.103.

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This study was aimed at examining the safety climate and relational conflict within teams at the individual level. A sample of 372 respondents, divided into 50 teams, was used to test our hypothesis. It was proposed – and discovered – that team members' individual differences in need for closure mitigated the negative relationship between perceptions of team safety climate and team relational conflict. The implications of our findings and the study's limitations are discussed.

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Moake, Timothy R., Nahyun Oh, and Clarissa R. Steele. "The importance of team psychological safety climate for enhancing younger team members’ innovation-related behaviors in South Korea." International Journal of Cross Cultural Management 19, no. 3 (November 12, 2019): 353–68. http://dx.doi.org/10.1177/1470595819887192.

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Indigenous cultural nuances such as age-related hierarchies in South Korea have the potential to impact workers’ engagement in innovation-related behaviors (IRBs). We use self-categorization theory to examine both the relationship between employee age and IRBs and the cross-level interaction effects of team psychological safety climate. Using a multilevel sample of 282 South Korean employees working in 65 teams across 45 different organizations in various industries, we find that team psychological safety climate moderates the relationship between age and engaging in IRBs. More specifically, we find that when teams have a weaker psychological safety climate, age is positively related to engaging in IRBs. However, when teams have a stronger psychological safety climate, age is not related to engaging in IRBs. We discuss the implications of these findings for innovation and managing work teams in Eastern contexts.

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Krishnakumar, Divya, Rachel Caskey, and Ashley M. Hughes. "Examining the Influence of Power Distance on Psychological Safety Within Healthcare Teams." Proceedings of the International Symposium on Human Factors and Ergonomics in Health Care 10, no. 1 (June 2021): 194–98. http://dx.doi.org/10.1177/2327857921101130.

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Cultivating good teamwork practices within healthcare teams is important for providing effective patient care and preventing adverse health outcomes. Psychological safety is one factor which is instrumental in developing a positive team environment, which fosters effective teamwork. The historically hierarchical nature of healthcare ascribes status to individuals based on profession, and this power differential is a contributing factor to a team member’s psychological safety. This study seeks to identify relationships between cultural backgrounds and teamwork in healthcare through examining how power distance influences psychological safety within healthcare teams. A cross-sectional questionnaire containing the Psychological Safety Scale and the Personal Cultural Orientation Scale was fielded to sets of Internal medicine teams working in a health system located in the Midwest region of the United States ( n=17). Levels of power-distance and psychological safety were similar amongst leaders and their team members. Upon comparison, there was no correlation found between power distance and psychological safety. Moderate to significant correlations were found between other deep cultural constructs.

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Oeij, Peter R. A., Steven Dhondt, and Jeff Gaspersz. "Mindful infrastructure as an enabler of innovation resilience behaviour in innovation teams." Team Performance Management 22, no. 7/8 (October 10, 2016): 334–53. http://dx.doi.org/10.1108/tpm-12-2015-0058.

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Purpose This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and effectiveness. Do HRO principles, rooted in mindful infrastructure, enable innovation resilience behaviour (IRB)? Design/methodology/approach A study of 18 innovation projects performed by project teams was carried out. A survey by team members/leaders of these teams was completed; team members/leaders of other projects were added to achieve a larger sample. Mindful infrastructure consists of team psychological safety, team learning, complexity leadership and team voice. The analyses assessed the teams’ mindful infrastructures as a causal condition enabling IRB. Findings Applying qualitative comparative analysis (QCA), the findings indicate that mindful infrastructure enables team IRB, which is a set of team behaviours indicating their resilience when encountering critical incidents. Teams apply different “paths” to IRB. Research limitations/implications The exploratory study’s generalizability is limited. The findings nonetheless indicate the usefulness of non-linear techniques for understanding different roads to successful innovation processes. Practical implications HRO principles are applicable by non-HROs. These require investments in organisational learning. Originality/value HRO studies fail to account for the antecedents of HRO principles. This study groups these antecedents of team behaviour into a mindful infrastructure. QCA has not been applied within the domain of HROs before and only scarcely within the domain of innovation teams.

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Harvey, Jean-François, Kevin J. Johnson, Kate S. Roloff, and Amy C. Edmondson. "From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning." Human Relations 72, no. 11 (January 8, 2019): 1726–51. http://dx.doi.org/10.1177/0018726718817812.

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Do teams with motivation to learn actually engage in the behaviors that produce learning? Though team learning orientation has been found to be positively related to team learning, we know little about how and when it actually fosters team learning. It is obviously not the only factor that may impact learning in teams. Team psychological safety, or the way team members feel about taking interpersonal risks, is another important factor associated with team learning. Team open-mindedness, or the degree of curiosity that teams have for new ideas, is also likely to impact team learning. So far, these factors have been investigated independently of each other. In this article, we draw from theory on team development and goal achievement to develop a model of team learning that includes them. We report the results from a time-lagged, survey-based study designed to test our model. We found that the relationship between team learning orientation and team learning is mediated by team psychological safety. Yet, this is only true when team open-mindedness is low, not when it is high. We thus reveal initial patterns of interaction and discrimination among key factors that are related to team learning in ways that contribute to both theory and practice.

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Ganesh, M. P., and Meenakshi Gupta. "Impact of procedural justice perception on team commitment." Journal of Advances in Management Research 12, no. 2 (August 3, 2015): 176–91. http://dx.doi.org/10.1108/jamr-07-2014-0045.

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Purpose – The purpose of this paper is to understand the impact of procedural justice on team members’ commitment and the role of task routineness and participatory safety in this relationship. Design/methodology/approach – Survey method was used to collect data from 177 respondents from 33 software development teams. Participatory Safety Scale from Anderson and West’s Team Climate Inventory, Colquitt’s Procedural Justice Scale, a modified version of Mowday et al.’s Organizational Commitment Scale and Daft and Macintosh’s Task Routineness Scale were used to measure the variables studied. Regression analysis was used to test the main, mediating and moderating effects. Findings – Results showed a significant positive impact of procedural justice perception on participatory safety dimensions and team commitment. Task routineness did not show any significant moderation effect. Perception of participatory safety had a partial mediation effect. Research limitations/implications – A relatively smaller sample size, purposive sampling technique and absence of relevant control variables are the key limitations of this study. Practical implications – The findings will provide managers insights on designing the team tasks and procedures to nurture participatory safety and commitment in teams. Originality/value – The study is unique in terms of selection of variables, design (moderation and mediating effects) and the context (software development teams). The study provides a holistic picture of team dynamics by studying variables related to procedures, task and psychological states of the individual.

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Stucky, Christopher H., Marla J. De Jong, and Felichism W. Kabo. "Military Surgical Team Communication: Implications for Safety." Military Medicine 185, no. 3-4 (October 28, 2019): e448-e456. http://dx.doi.org/10.1093/milmed/usz330.

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Abstract Introduction Medical error is the third leading cause of death in the United States, contributing to suboptimal care, serious patient injury, and mortality among beneficiaries in the Military Health System. Recent media reports have scrutinized the safety and quality of military healthcare, including surgical complications, infection rates, clinician competence, and a reluctance of leaders to investigate operational processes. Military leaders have aggressively committed to a continuous cycle of process improvement and a culture of safety with the goal to transform the Military Health System into a high-reliability organization. The cornerstone of patient safety is effective clinician communication. Military surgical teams are particularly susceptible to communication error because of potential barriers created by military rank, clinical specialty, and military culture. With an operations tempo requiring the military to continually deploy small, agile surgical teams, effective interpersonal communication among these team members is vital to providing life-saving care on the battlefield. Methods The purpose of our exploratory, prospective, cross-sectional study was to examine the association between social distance and interpersonal communication in a military surgical setting. Using social network analysis to map the relationships and structure of interpersonal relations, we developed six networks (interaction frequency, close working relationship, socialization, advice-seeking, advice-giving, and speaking-up/voice) and two models that represented communication effectiveness ratings for each participant. We used the geodesic or network distance as a predictor of team member network position and assessed the relationship of distance to pairwise communication effectiveness with permutation-based quadratic assignment procedures. We hypothesized that the shorter the network geodesic distance between two individuals, the smaller the difference between their communication effectiveness. Results We administered a network survey to 50 surgical teams comprised of 45 multidisciplinary clinicians with 522 dyadic relationships. There were significant and positive correlations between differences in communication effectiveness and geodesic distances across all five networks for both general (r = 0.819–0.894, P < 0.001 for all correlations) and task-specific (r = 0.729–0.834, P < 0.001 for all correlations) communication. This suggests that a closer network ties between individuals is associated with smaller differences in communication effectiveness. In the quadratic assignment procedures regression model, geodesic distance predicted task-specific communication (β = 0.056–0.163, P < 0.001 for all networks). Interaction frequency, socialization, and advice-giving had the largest effect on task-specific communication difference. We did not uncover authority gradients that affect speaking-up patterns among surgical clinicians. Conclusions The findings have important implications for safety and quality. Stronger connections in the interaction frequency, close working relationship, socialization, and advice networks were associated with smaller differences in communication effectiveness. The ability of team members to communicate clinical information effectively is essential to building a culture of safety and is vital to progress towards high-reliability. The military faces distinct communication challenges because of policies to rotate personnel, the presence of a clear rank structure, and antifraternization regulations. Despite these challenges, overall communication effectiveness in military teams will likely improve by maintaining team consistency, fostering team cohesion, and allowing for frequent interaction both inside and outside of the work environment.

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Chang, Huseok, Juanxiu Piao, and Juhee Han. "The Time-lagged Study of Safety Leadership and Safety Behavior in a Hotel: Safety Motivation as a Mediator and Safety Attitude as a Moderator." Korean Academy of Organization and Management 46, no. 4 (November 30, 2022): 195–223. http://dx.doi.org/10.36459/jom.2022.46.4.195.

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Safety behavior is highly likely to be influenced by not only individual level factors, but also organizational or group level factors. However, in Korea, few studies have been conducted to classify each of factors on safety behavior. This study examines the effect of team leader’s safety leadership as a group level factor on safety behavior mediated through safety motivation and team member’s safety attitude as an individual level factor. This study was conducted in China from January to June 2022 with 512 subjects from 95 teams of 5-star hotels. Hierarchical Linear Modeling (HLM) for multi-level analysis is used to analyze the mechanisms by which safety leadership and safety attitudes influence safety behavior through safety motivation. The research results indicate that safety leadership and safety attitude can predict safety behavior. Safety motivation also played a mediating role in the relationship between safety leadership and safety behavior. This study, which conducted the time-lagged study, suggests that management should build appropriate safety leadership, continuously check the effectiveness of leadership through regular monitoring, and improve safety-related performance through encouraging safety attitudes and motivation.

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Cho, Youngsam. "Team diversity, perspective taking, and employee creativity: The importance of psychological safety." Social Behavior and Personality: an international journal 50, no. 2 (February 9, 2022): 1–11. http://dx.doi.org/10.2224/sbp.11042.

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I investigated how and when cognitive team diversity motivates employees to engage in creativity, and proposed perspective taking as a psychological mechanism underlying the relationship, and psychological safety as a boundary condition for the effect of cognitive team diversity on perspective taking. I assessed the proposed relationships with data from 151 Korean employees in research and development teams. Results show that cognitive team diversity significantly predicted employee creativity, and perspective taking mediated this relationship. Further, psychological safety moderated the link between cognitive team diversity and perspective taking, such that the relationship was effective only under conditions of high psychological safety. Theoretical and practical implications are discussed.

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Hilt, Alexander D., Ad A. Kaptein, Martin J. Schalij, and Jan van Schaik. "Teamwork and Safety Attitudes in Complex Aortic Surgery at a Dutch Hospital: Cross-Sectional Survey Study." JMIR Human Factors 7, no. 2 (April 8, 2020): e17131. http://dx.doi.org/10.2196/17131.

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Background Improving teamwork in surgery is a complex goal and difficult to achieve. Human factors questionnaires, such as the Safety Attitudes Questionnaire (SAQ), can help us understand medical teamwork and may assist in achieving this goal. Objective This paper aimed to assess local team and safety culture in a cardiovascular surgery setting to understand how purposeful teamwork improvements can be reached. Methods Two cardiovascular surgical teams performing complex aortic treatments were assessed: an endovascular-treatment team (ETT) and an open-treatment team (OTT). Both teams answered an online version of the SAQ Dutch Edition (SAQ-NL) consisting of 30 questions related to six different domains of safety: teamwork climate, safety climate, job satisfaction, stress recognition, perceptions of management, and working conditions. In addition, one open-ended question was posed to gain more insight into the completed questionnaires. Results The SAQ-NL was completed by all 23 ETT members and all 13 OTT members. Team composition was comparable for both teams: 57% and 62% males, respectively, and 48% and 54% physicians, respectively. All participants worked for 10 years or more in health care. SAQ-NL mean scores were comparable between both teams, with important differences found between the physicians and nonphysicians of the ETT. Nonphysicians were less positive about the safety climate, job satisfaction, and working climate domains than were the physicians (P<.05). Additional education on performed procedures, more conjoined team training, as well as a hybrid operating room were suggested by participants as important areas of improvement. Conclusions Nonphysicians of a local team performing complex endovascular aortic aneurysm surgery perceived safety climate, job satisfaction, and working conditions less positively than did physicians from the same team. Open-ended questions suggested that this is related to a lack of adequate conjoined training, lack of adequate education, and lack of an adequate operating room. With added open-ended questions, the SAQ-NL appears to be an assessment tool that allows for developing strategies that are instrumental in improving quality of care.

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Leong, Katharina Brigitte Margarethe Siew, Mirelle Hanskamp-Sebregts, Raymond A. van der Wal, and Andre P. Wolff. "Effects of perioperative briefing and debriefing on patient safety: a prospective intervention study." BMJ Open 7, no. 12 (December 2017): e018367. http://dx.doi.org/10.1136/bmjopen-2017-018367.

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ObjectivesThis study was carried out to improve patient safety in the operating theatre by the introduction of perioperative briefing and debriefing, which focused on an optimal collaboration between surgical team members.DesignA prospective intervention study with one pretest and two post-test measurements: 1 month before and 4 months and 2.5 years after the implementation of perioperative briefing and debriefing, respectively.SettingOperating theatres of a tertiary care hospital with 875 beds in the Netherlands.ParticipantsAll members of five surgical teams participated in the perioperative briefing and debriefing.InterventionThe implementation of perioperative briefing and debriefing from July 2012 to January 2014.Primary and secondary outcomesThe primary outcome was changes in the team climate, measured by the Team Climate Inventory. Secondary outcomes were the experiences of surgical teams with perioperative briefing and debriefing, measured with a structured questionnaire, and the duration of the briefings, measured by an independent observer.ResultsTwo and a half years after the introduction of perioperative briefing and debriefing, the team climate increased statistically significant (p≤0.05). Members of the five surgical teams strongly agreed with the positive influence of perioperative briefing and debriefing on clear agreements and reminding one another of the agreements of the day. They perceived a higher efficiency of the surgical programme with more operations starting on time and less unexpectedly long operation time. The perioperative briefing took less than 4 min to conduct.ConclusionsPerioperative briefing and debriefing improved the team climate of surgical teams and the efficiency of their work within the operating theatre with acceptable duration per briefing. Surgical teams with alternating team compositions have the most benefit of briefing and debriefing.

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NIENABER, ANN-MARIE I., VERENA HOLTORF, JENS LEKER, and GERHARD SCHEWE. "A CLIMATE OF PSYCHOLOGICAL SAFETY ENHANCES THE SUCCESS OF FRONT END TEAMS." International Journal of Innovation Management 19, no. 02 (April 2015): 1550027. http://dx.doi.org/10.1142/s1363919615500279.

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This paper contributes to the discussion about initiative in teams at the front end of new product development processes (innovative teams). In contrast to the general opinion presented in the literature, this study points out that unstructured innovative teams are as much initiative in developing new ideas or in finding quick solutions when compared to structured innovative teams. Therefore we analyse the relationship between teamwork quality and team initiative in structured and unstructured teams at the front end of a new product development process and, in particular, we focus on a climate of psychological safety. To examine this relationship, data were collected by surveying 100 team members from different departments in a multinational company. It has been pointed out in the literature previously that where a team leader provides little structure at the micro level for team members there is a negative effect on the displays of initiative in the very early stages of the innovation process. However we can demonstrate that this effect can be reduced by a climate of psychological safety. Thus, it can be stated that unstructured teamwork combined with a climate of psychological safety is the way for teams at the front end of a new product development process to be successful.

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Lozhkin, H. V. "TEAM SAFETY: PSYCHOLOGICAL ASPECT OF ANALYSIS." Habitus, no. 37 (2022): 154–58. http://dx.doi.org/10.32843/2663-5208.2022.37.28.

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Hawkes, N. "Patient safety team of the year." BMJ 350, apr22 11 (April 22, 2015): h1922. http://dx.doi.org/10.1136/bmj.h1922.

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Berkowitz, Randi E., Robert Schreiber, and Michael K. Paasche-Orlow. "Team Improvement and Patient Safety Conferences." Journal of Nursing Care Quality 27, no. 3 (2012): 258–65. http://dx.doi.org/10.1097/ncq.0b013e31824623a4.

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Gandhi, Tejal K., Erin Graydon-Baker, Janet Nally Barnes, Camilla Neppl, Carl Stapinski, Jon Silverman, William Churchill, Paula Johnson, and Michael Gustafson. "Creating an Integrated Patient Safety Team." Joint Commission Journal on Quality and Safety 29, no. 8 (August 2003): 383–90. http://dx.doi.org/10.1016/s1549-3741(03)29046-8.

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Arenas Jiménez, Maria Dolores, and Manuel Macía-Heras. "Safety on haemodialysis: Team work paradigm." Nefrología (English Edition) 38, no. 1 (January 2018): 1–3. http://dx.doi.org/10.1016/j.nefroe.2018.01.005.

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Childress, Susan B. "Team Communication: It's About Patient Safety." Journal of Oncology Practice 11, no. 1 (January 2015): 23–25. http://dx.doi.org/10.1200/jop.2014.002477.

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Boddington, Ros, Howard Arthur, Dave Cummings, Sue Mellor, and Denis Salter. "Team Resource Management and patient safety." Clinical Governance: An International Journal 11, no. 1 (January 2006): 58–68. http://dx.doi.org/10.1108/14777270610647038.

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Pfeifer, Lauren E., and Judith A. Vessey. "Psychological safety on the healthcare team." Nursing Management (Springhouse) 50, no. 8 (August 2019): 32–38. http://dx.doi.org/10.1097/01.numa.0000558490.12760.08.

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Malakis, Stathis, and Tom Kontogiannis. "Team adaptation and safety in aviation." Safety Science 158 (February 2023): 105985. http://dx.doi.org/10.1016/j.ssci.2022.105985.

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McNamara, Sharon A. "Patient Safety Requires a Team Approach." AORN Journal 92, no. 4 (October 2010): 466–68. http://dx.doi.org/10.1016/j.aorn.2010.06.013.

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Swift, Jayne, and William Holloway. "Foster a Team-Based Safety Culture." Opflow 34, no. 4 (April 2008): 20–21. http://dx.doi.org/10.1002/j.1551-8701.2008.tb01977.x.

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Ortega, Aída, Miriam Sánchez-Manzanares, Francisco Gil, and Ramón Rico. "Team Learning and Effectiveness in Virtual Project Teams: The Role of Beliefs about Interpersonal Context." Spanish journal of psychology 13, no. 1 (May 2010): 267–76. http://dx.doi.org/10.1017/s113874160000384x.

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There has been increasing interest in team learning processes in recent years. Researchers have investigated the impact of team learning on team effectiveness and analyzed the enabling conditions for the process, but team learning in virtual teams has been largely ignored. This study examined the relationship between team learning and effectiveness in virtual teams, as well as the role of team beliefs about interpersonal context. Data from 48 teams performing a virtual consulting project over 4 weeks indicate a mediating effect of team learning on the relationship between beliefs about the interpersonal context (psychological safety, task interdependence) and team effectiveness (satisfaction, viability). These findings suggest the importance of team learning for developing effective virtual teams.

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Liu, Yuwen. "Team Psychological Safety, Initiative and Creativity in R&D Teams." Academy of Management Proceedings 2017, no. 1 (August 2017): 12866. http://dx.doi.org/10.5465/ambpp.2017.117.

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Blumenthal, Karen J., Alyna T. Chien, and Sara J. Singer. "Relationship among team dynamics, care coordination and perception of safety culture in primary care." Family Practice 35, no. 6 (May 18, 2018): 718–23. http://dx.doi.org/10.1093/fampra/cmy029.

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Abstract Background There remains a need to improve patient safety in primary care settings. Studies have demonstrated that creating high-performing teams can improve patient safety and encourage a safety culture within hospital settings, but little is known about this relationship in primary care. Objective To examine how team dynamics relate to perceptions of safety culture in primary care and whether care coordination plays an intermediating role. Research Design This is a cross-sectional survey study with 63% response (n = 1082). Subjects The study participants were attending clinicians, resident physicians and other staff who interacted with patients from 19 primary care practices affiliated with Harvard Medical School. Main Measures Three domains corresponding with our main measures: team dynamics, care coordination and safety culture. All items were measured on a 5-point Likert scale. We used linear regression clustered by practice site to assess the relationship between team dynamics and perceptions of safety culture. We also performed a mediation analysis to determine the extent to which care coordination explains the relationship between perceptions of team dynamics and of safety culture. Results For every 1-point increase in overall team dynamics, there was a 0.76-point increase in perception of safety culture [95% confidence interval (CI) 0.70–0.82, P < 0.001]. Care coordination mediated the relationship between team dynamics and the perception of safety culture. Conclusion Our findings suggest there is a relationship between team dynamics, care coordination and perceptions of patient safety in a primary care setting. To make patients safer, we may need to pay more attention to how primary care providers work together to coordinate care.

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Journal articles on the topic 'Safety Team'

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