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Team Performance in Health Care

Assessment and Development

  • Gloria D. Heinemann
  • Antonette M. Zeiss

Part of the Issues in the Practice of Psychology book series (IPPS)

Table of contents

  1. Front Matter
    Pages i-xix
  2. Conceptualizing Model and Measurement

    1. Front Matter
      Pages 1-1
    2. Gloria D. Heinemann
      Pages 3-17
    3. Gloria D. Heinemann, Antonette M. Zeiss
      Pages 29-42
    4. Sara A. Brallier, Ruth Ann Tsukuda
      Pages 43-56
    5. Stephen K. Harmon, Sara A. Brallier, Glenda F. Brown
      Pages 57-70
    6. Linda O. Nichols, Alice M. DeFriese, Charlotte C. Malone
      Pages 71-88
    7. Martha S. Waite, Stephanie B. Hoffman
      Pages 89-111
  3. Reviewing and Evaluating Team Performance Instruments

    1. Front Matter
      Pages 113-113
    2. Sara A. Brallier, Steven Lovett, Thomas F. Miller
      Pages 115-122
    3. Ruth Ann Tsukuda
      Pages 123-168
    4. Stephanie B. Hoffman
      Pages 169-207
    5. Martha S. Waite, Linda O. Nichols
      Pages 209-298
    6. Glenda F. Brown, Evelyn P. Mahairas
      Pages 299-358
    7. Glenda F. Brown, Martha S. Waite
      Pages 359-384
    8. Steven Lovett, Antonette M. Zeiss, Gloria D. Heinemann
      Pages 385-400
  4. Back Matter
    Pages 401-404

About this book

Introduction

The idea ofteamwork in health care emerged at several times during the th 20 centuryas the resultofshifts in the nature and demandsofhealth care and societal needs. Examples include medical and surgical teams serving the military in World War II, primary care teams staffing Community Health Centers created by President Johnson's War On Poverty, and geriatric care teams established to serve the rapidly growing number of aging citizens. Collaborative teamwork surfaced as a rational solution to health care needs, but political and economic consensus to support widespread implementation was lacking. The increasing complexity ofproviding health care seemed best served by the skills and efforts of interdisciplinary teams, but such care was viewed as expensive so e.valuation ofits effectiveness became essential. There were major problems in conducting such evaluation, however. First, no clear theory guided the concept and practice of teamwork. Early attempts to employ theoretical constructs explaining the behavioral and organizational phenomena of teamwork borrowed from theories of group dynamics, communication, organizational development, and general systems. Further, few reliable, validated instruments existed to evaluate team process, function, or effectiveness. The best early efforts at research and evaluation came from academic centers funded by the Office of Interdisciplinary Programs of the Bureau of Health Professions (1975-78) and from the Veterans Affairs' Interprofessional Team Training & Development Program.

Keywords

Public Health assessment development management performance productivity

Editors and affiliations

  • Gloria D. Heinemann
    • 1
  • Antonette M. Zeiss
    • 2
  1. 1.Veteran’s Affairs Western New York Healthcare SystemBuffaloUSA
  2. 2.Veteran’s Affairs Palo Alto Healthcare SystemPalo AltoUSA

Bibliographic information

  • DOI https://doi.org/10.1007/978-1-4615-0581-5
  • Copyright Information Springer Science+Business Media New York 2002
  • Publisher Name Springer, Boston, MA
  • eBook Packages Springer Book Archive
  • Print ISBN 978-1-4613-5142-9
  • Online ISBN 978-1-4615-0581-5
  • Series Print ISSN 1567-7346
  • Buy this book on publisher's site