Healthy teams: Analyzing and Improving Team Performance in Long

148 Pages·2012·1.36 MB·English

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Martina Buljac- Samardžić
Healthy Teams
Analyzing and Improving Team Performance
in Long-Term Care
Martina Buljac- Samardžić
ISBN: 978-94-6169-202-3
Cover design: Jelena Buljac
Layout and printing: Optima Grafische Communicatie, Rotterdam, The Netherlands
Healthy Teams
Analyzing and Improving Team Performance
in Long-Term Care
Gezonde teams
Het analyseren en verbeteren van teamfunctioneren
in de langdurige zorg
Proefschrift
ter verkrijging van de graad van doctor aan de
Erasmus Universiteit Rotterdam
op gezag van de
rector magnificus
Prof.dr. H.G. Schmidt
en volgens besluit van het College voor Promoties.
De openbare verdediging zal plaatsvinden op
donderdag 8 maart 2012 om 15.30 uur
door
Martina Buljac- Samardžić
geboren te Rotterdam
ProMoTIeCoMMISSIe
Promotor: Prof.dr. J. Paauwe
Overige leden: Prof.dr. R. Huijsman, MBA
Prof.dr. N.S. Klazinga
Prof.dr. R. Peccei
Copromotoren: Dr. J.D.H. van Wijngaarden
Dr. M. van Woerkom
Contents
Chapter 1 General introduction 7
Chapter 2 Are ‘real teams’ healthy teams? 31
Chapter 3 Team safety and innovation by learning from errors 51
Chapter 4 Team reflection: a mediator or a moderator in the relationship 73
between team coaching and team performance?
Chapter 5 Perceptions of team workers in youth care of what makes 99
teamwork effective
Chapter 6 Interventions to improve team effectiveness: a systematic review 119
Chapter 7 Conclusion and Discussion 143
Summary 165
Samenvatting 173
Curriculum Vitae 181
Dankwoord 189
1
General introduction

Introduction
InTroDuCTIon
1
The role of teams in long-term care settings
Teamwork will lead to superior outcomes in health care; is often suggested. It is expected
that in synergistic teamwork, teams create something greater than the sum of the individual
contributions (Andreatta, 2010; Nurmi, 1996). Due to the increasing demand of long-term
care (LTC) services and the increasing complexity of clients, teams have become key players
in LTC; both mono-disciplinary and multi-disciplinary teams. Research has primarily focused
on multi-disciplinary teams in acute care; mono-disciplinary teams and the LTC sector have
received less attention. Predictors of team performance and interventions to improve team
performance in LTC remain uninvestigated. It is therefore important to gain insight into how
high team performance and improvement in the LTC sector can be achieved. In the following
sections we will discuss the LTC setting, teams in this setting, and the overall research aim.
Long-term care
LTC includes a broad array of supportive medical, personal, and social services delivered to
people unable to meet basic living needs due to illness or disability. LTC clients have functional
limitations due to impairments in, for example, communication or understanding, activity
limitations that render them unable to carry out activities of daily living, or participatory
restrictions such as not being able to work (WHO, 2002). Because of the variety of limitations,
clients may experience, LTC organizations provide various forms of care (Sloane & Zimmer-
man, 2005). Their goal is to maintain the best possible quality of life for their clients with the
greatest possible degree of independence, autonomy, participation, personal fulfillment, and
dignity, be it at home or in care facilities (Harrington et al., 1991; WHO, 2000). Examples of LTC
organizations are facilities for the disabled, nursing homes, rest homes, and home care. Box 1
gives details on LTC in the Netherlands.
Increasing demand and complexity of long-term care services
The number of people with chronic diseases and/or disabilities is increasing because of
demographic and epidemiological transitions, i.e. increasing life expectancy, an ageing
population (which is also applicable for the physically and intellectually disabled), and a low
premature mortality, respectively (WHO, 2002; Yoo et al., 2004). In established market econo-
mies such as the Netherlands, the WHO estimated that in 2010 7.8 percent of the working
adult population and 4.7 percent of the total population will require LTC and the percentages
will likely increase to 10.4 and 5.3 percent respectively in 2050 (WHO, 2002). Labour trends
such as staff turnover and personnel shortage will make it even more difficult to meet the
demand (Harrington et al., 1991; Sloane & Zimmerman, 2005; WHO, 2000). Therefore optimal
use of available resources, especially teams, is crucial. In addition, LTC is a complex setting
9