The Experts below are selected from a list of 264 Experts worldwide ranked by ideXlab platform
Dawei Liu - One of the best experts on this subject based on the ideXlab platform.
-
cross Functional Team processes and patient Functional improvement
Health Services Research, 2005Co-Authors: Jeffrey A. Alexander, Richard Lichtenstein, Kimberly Jinnett, Rebecca S Wells, James L. Zazzali, Dawei LiuAbstract:Cross-Functional Teams (CFTs), also known as multidisciplinary Teams, play an important role in the U.S. health care system (Fried, Topping, and Rundall 2000). Indeed, the IOM has recently identified improving the performance of CFTs as a major challenge for providers in the 21st century health system (IOM 2001). In mental health care, CFTs can help health providers effectively synthesize and apply knowledge from a variety of disciplines to the complex problems of treating the seriously mentally ill. By definition, CFTs are composed of individuals from different disciplines who have varied backgrounds and interpretive schemes for analyzing problems (Dougherty 1992). Relationships among CFT members are intended to be nonhierarchical, so that all members may contribute their knowledge according to situational demands rather than traditional organizational roles (Donellon 1993; Vinokur-Kaplan 1995). Compared with more traditional forms of organization, CFTs are associated with more creative solutions, better quality decisions, increased organizational effectiveness, and lower turnover rates among treatment staff (Wagner 1994; Dean, LaVallee, and McLaughlin 1999; Fried, Topping, and Rundall 2000). Teams also provide members with greater opportunities for learning and professional growth, a greater sense of empowerment (Kanter 1977; Edmondson, Bohmer, and Pisano 2001), and greater job satisfaction (Bettenhausen 1991). However, in order for CFTs to realize these potential benefits, there must be a high degree of cooperation among the Team members so that knowledge is truly synthesized. Empirical research on the relationship between Team process and Team performance in health care settings is relatively scarce. Much of the research on health care Teams has employed randomized control trials to assess Team performance and effectiveness. Such research has treated Teams as molar interventions and failed to address Team processes specifically. Thus, it provides relatively limited understanding of what aspects of Team process are responsible for positive or negative performance. On the other hand, quasi-experimental studies of health care CFT processes are cross-sectional and have largely failed to relate these processes to objective measures of Team performance (Cohen and Bailey 1997). Our study attempts to address these gaps by examining the relationship between Team processes and change in patient Functional status, as measured through activities of daily living (ADL), in a sample of 40 CFTs in the Veterans Affairs (VA) mental health system. The ADL scale reflects clinician assessments of patient functioning and daily living skills in six domains: eating, bathing, grooming, dressing, transferring, and toileting. ADLs are used extensively in psychiatric treatment to evaluate the type of care patients require and evaluate care processes and outcomes (Hawes et al. 1997; Hirdes et al. 2002). The design of the current study made several advances possible. First, it employed a large sample of patients and evaluated how these patients changed in Functional status over a protracted period. This avoided problems common in cross-sectional or short-term studies of Team effectiveness, whereby patients of different Functional abilities systematically select into different types of Teams, or the period of observation is not sufficiently long to detect meaningful changes. Second, the study used multilevel methods to assess how Team-level processes affected change in patient-level Functional status. This approach permits the identification of differential effects of Team care across categories of patients and avoids aggregation bias caused by summing or averaging outcome measures to the Team level. Finally, the study controlled for individual patient characteristics that may have been associated with ADL scores and might otherwise have confounded the Team process–ADL relationship.
-
Cross-Functional Team processes and patient Functional improvement.
Health services research, 2005Co-Authors: Jeffrey A. Alexander, Richard Lichtenstein, Kimberly Jinnett, Rebecca S Wells, James L. Zazzali, Dawei LiuAbstract:To test the hypothesis that higher levels of participation and functioning in cross-Functional psychiatric treatment Teams will be related to improved patient outcomes. Primary data were collected during the period 1992-1999. The study was conducted in 40 Teams within units treating seriously mentally ill patients in 16 Veterans Affairs hospitals across the U.S. A longitudinal, multilevel analysis assessed the relationship between individual- and Team-level variables and patients' ability to perform activities of daily living (ADL) over time. Team data were collected in 1992, 1994, and 1995. The number of times patient data were collected was dependent on the length of time the patient was treated and varied from 1 to 14 between 1992 and 1999. Key variables included: patients' ADL scores (the dependent variable); measures of Team participation and Team functioning; the number of days from baseline on which a patient's ADLs were assessed; and several control variables. Team data were obtained via self-administered questionnaires distributed to staff on the study Teams. Additional Team data were obtained via questionnaires completed by unit directors contemporaneously with the staff survey. Patient data were collected by trained clinicians at regular intervals using a standard assessment instrument. Results indicated that patients treated in Teams with higher levels of staff participation experienced greater improvement in ADL over time. No differences in ADL change were noted for patients treated in Teams with higher levels of Team functioning. Findings support our premise that Team process has important implications for patient outcomes. The results suggest that the level of participation by the Team as a whole may be a more important process attribute, in terms of patient improvements in ADLs, than the Team's smooth functioning. These findings indicate the potential appropriateness of managerial interventions to encourage member investment in Team processes.
Jeffrey A. Alexander - One of the best experts on this subject based on the ideXlab platform.
-
cross Functional Team processes and patient Functional improvement
Health Services Research, 2005Co-Authors: Jeffrey A. Alexander, Richard Lichtenstein, Kimberly Jinnett, Rebecca S Wells, James L. Zazzali, Dawei LiuAbstract:Cross-Functional Teams (CFTs), also known as multidisciplinary Teams, play an important role in the U.S. health care system (Fried, Topping, and Rundall 2000). Indeed, the IOM has recently identified improving the performance of CFTs as a major challenge for providers in the 21st century health system (IOM 2001). In mental health care, CFTs can help health providers effectively synthesize and apply knowledge from a variety of disciplines to the complex problems of treating the seriously mentally ill. By definition, CFTs are composed of individuals from different disciplines who have varied backgrounds and interpretive schemes for analyzing problems (Dougherty 1992). Relationships among CFT members are intended to be nonhierarchical, so that all members may contribute their knowledge according to situational demands rather than traditional organizational roles (Donellon 1993; Vinokur-Kaplan 1995). Compared with more traditional forms of organization, CFTs are associated with more creative solutions, better quality decisions, increased organizational effectiveness, and lower turnover rates among treatment staff (Wagner 1994; Dean, LaVallee, and McLaughlin 1999; Fried, Topping, and Rundall 2000). Teams also provide members with greater opportunities for learning and professional growth, a greater sense of empowerment (Kanter 1977; Edmondson, Bohmer, and Pisano 2001), and greater job satisfaction (Bettenhausen 1991). However, in order for CFTs to realize these potential benefits, there must be a high degree of cooperation among the Team members so that knowledge is truly synthesized. Empirical research on the relationship between Team process and Team performance in health care settings is relatively scarce. Much of the research on health care Teams has employed randomized control trials to assess Team performance and effectiveness. Such research has treated Teams as molar interventions and failed to address Team processes specifically. Thus, it provides relatively limited understanding of what aspects of Team process are responsible for positive or negative performance. On the other hand, quasi-experimental studies of health care CFT processes are cross-sectional and have largely failed to relate these processes to objective measures of Team performance (Cohen and Bailey 1997). Our study attempts to address these gaps by examining the relationship between Team processes and change in patient Functional status, as measured through activities of daily living (ADL), in a sample of 40 CFTs in the Veterans Affairs (VA) mental health system. The ADL scale reflects clinician assessments of patient functioning and daily living skills in six domains: eating, bathing, grooming, dressing, transferring, and toileting. ADLs are used extensively in psychiatric treatment to evaluate the type of care patients require and evaluate care processes and outcomes (Hawes et al. 1997; Hirdes et al. 2002). The design of the current study made several advances possible. First, it employed a large sample of patients and evaluated how these patients changed in Functional status over a protracted period. This avoided problems common in cross-sectional or short-term studies of Team effectiveness, whereby patients of different Functional abilities systematically select into different types of Teams, or the period of observation is not sufficiently long to detect meaningful changes. Second, the study used multilevel methods to assess how Team-level processes affected change in patient-level Functional status. This approach permits the identification of differential effects of Team care across categories of patients and avoids aggregation bias caused by summing or averaging outcome measures to the Team level. Finally, the study controlled for individual patient characteristics that may have been associated with ADL scores and might otherwise have confounded the Team process–ADL relationship.
-
Cross-Functional Team processes and patient Functional improvement.
Health services research, 2005Co-Authors: Jeffrey A. Alexander, Richard Lichtenstein, Kimberly Jinnett, Rebecca S Wells, James L. Zazzali, Dawei LiuAbstract:To test the hypothesis that higher levels of participation and functioning in cross-Functional psychiatric treatment Teams will be related to improved patient outcomes. Primary data were collected during the period 1992-1999. The study was conducted in 40 Teams within units treating seriously mentally ill patients in 16 Veterans Affairs hospitals across the U.S. A longitudinal, multilevel analysis assessed the relationship between individual- and Team-level variables and patients' ability to perform activities of daily living (ADL) over time. Team data were collected in 1992, 1994, and 1995. The number of times patient data were collected was dependent on the length of time the patient was treated and varied from 1 to 14 between 1992 and 1999. Key variables included: patients' ADL scores (the dependent variable); measures of Team participation and Team functioning; the number of days from baseline on which a patient's ADLs were assessed; and several control variables. Team data were obtained via self-administered questionnaires distributed to staff on the study Teams. Additional Team data were obtained via questionnaires completed by unit directors contemporaneously with the staff survey. Patient data were collected by trained clinicians at regular intervals using a standard assessment instrument. Results indicated that patients treated in Teams with higher levels of staff participation experienced greater improvement in ADL over time. No differences in ADL change were noted for patients treated in Teams with higher levels of Team functioning. Findings support our premise that Team process has important implications for patient outcomes. The results suggest that the level of participation by the Team as a whole may be a more important process attribute, in terms of patient improvements in ADLs, than the Team's smooth functioning. These findings indicate the potential appropriateness of managerial interventions to encourage member investment in Team processes.
Brian N. Rutherford - One of the best experts on this subject based on the ideXlab platform.
-
Cross-Functional Teams and social identity theory: A study of sales and operations planning (S&OP)
Journal of Business Research, 2018Co-Authors: Scott C. Ambrose, Lucy M. Matthews, Brian N. RutherfordAbstract:Abstract Achieving proper levels of integration across Functional boundaries is a major challenge for firms. Rigorous cross-Functional planning processes have arisen within companies in hopes of achieving greater levels of integration. Sales and operations planning is one such process designed to help companies better align customer demand with product supply. Yet, achieving success with such supply chain processes has continued to elude many firms. This research applies social identity theory to the study of sales and operations planning to see if fostering superordinate identity can help integration efforts in this unique cross-Functional Team setting. Results confirm the importance of superordinate Team identity in achieving sales and operations planning performance. Furthermore, factors that support superordinate identity formation among Teams are identified and discussed.
Kimberly Jinnett - One of the best experts on this subject based on the ideXlab platform.
-
cross Functional Team processes and patient Functional improvement
Health Services Research, 2005Co-Authors: Jeffrey A. Alexander, Richard Lichtenstein, Kimberly Jinnett, Rebecca S Wells, James L. Zazzali, Dawei LiuAbstract:Cross-Functional Teams (CFTs), also known as multidisciplinary Teams, play an important role in the U.S. health care system (Fried, Topping, and Rundall 2000). Indeed, the IOM has recently identified improving the performance of CFTs as a major challenge for providers in the 21st century health system (IOM 2001). In mental health care, CFTs can help health providers effectively synthesize and apply knowledge from a variety of disciplines to the complex problems of treating the seriously mentally ill. By definition, CFTs are composed of individuals from different disciplines who have varied backgrounds and interpretive schemes for analyzing problems (Dougherty 1992). Relationships among CFT members are intended to be nonhierarchical, so that all members may contribute their knowledge according to situational demands rather than traditional organizational roles (Donellon 1993; Vinokur-Kaplan 1995). Compared with more traditional forms of organization, CFTs are associated with more creative solutions, better quality decisions, increased organizational effectiveness, and lower turnover rates among treatment staff (Wagner 1994; Dean, LaVallee, and McLaughlin 1999; Fried, Topping, and Rundall 2000). Teams also provide members with greater opportunities for learning and professional growth, a greater sense of empowerment (Kanter 1977; Edmondson, Bohmer, and Pisano 2001), and greater job satisfaction (Bettenhausen 1991). However, in order for CFTs to realize these potential benefits, there must be a high degree of cooperation among the Team members so that knowledge is truly synthesized. Empirical research on the relationship between Team process and Team performance in health care settings is relatively scarce. Much of the research on health care Teams has employed randomized control trials to assess Team performance and effectiveness. Such research has treated Teams as molar interventions and failed to address Team processes specifically. Thus, it provides relatively limited understanding of what aspects of Team process are responsible for positive or negative performance. On the other hand, quasi-experimental studies of health care CFT processes are cross-sectional and have largely failed to relate these processes to objective measures of Team performance (Cohen and Bailey 1997). Our study attempts to address these gaps by examining the relationship between Team processes and change in patient Functional status, as measured through activities of daily living (ADL), in a sample of 40 CFTs in the Veterans Affairs (VA) mental health system. The ADL scale reflects clinician assessments of patient functioning and daily living skills in six domains: eating, bathing, grooming, dressing, transferring, and toileting. ADLs are used extensively in psychiatric treatment to evaluate the type of care patients require and evaluate care processes and outcomes (Hawes et al. 1997; Hirdes et al. 2002). The design of the current study made several advances possible. First, it employed a large sample of patients and evaluated how these patients changed in Functional status over a protracted period. This avoided problems common in cross-sectional or short-term studies of Team effectiveness, whereby patients of different Functional abilities systematically select into different types of Teams, or the period of observation is not sufficiently long to detect meaningful changes. Second, the study used multilevel methods to assess how Team-level processes affected change in patient-level Functional status. This approach permits the identification of differential effects of Team care across categories of patients and avoids aggregation bias caused by summing or averaging outcome measures to the Team level. Finally, the study controlled for individual patient characteristics that may have been associated with ADL scores and might otherwise have confounded the Team process–ADL relationship.
-
Cross-Functional Team processes and patient Functional improvement.
Health services research, 2005Co-Authors: Jeffrey A. Alexander, Richard Lichtenstein, Kimberly Jinnett, Rebecca S Wells, James L. Zazzali, Dawei LiuAbstract:To test the hypothesis that higher levels of participation and functioning in cross-Functional psychiatric treatment Teams will be related to improved patient outcomes. Primary data were collected during the period 1992-1999. The study was conducted in 40 Teams within units treating seriously mentally ill patients in 16 Veterans Affairs hospitals across the U.S. A longitudinal, multilevel analysis assessed the relationship between individual- and Team-level variables and patients' ability to perform activities of daily living (ADL) over time. Team data were collected in 1992, 1994, and 1995. The number of times patient data were collected was dependent on the length of time the patient was treated and varied from 1 to 14 between 1992 and 1999. Key variables included: patients' ADL scores (the dependent variable); measures of Team participation and Team functioning; the number of days from baseline on which a patient's ADLs were assessed; and several control variables. Team data were obtained via self-administered questionnaires distributed to staff on the study Teams. Additional Team data were obtained via questionnaires completed by unit directors contemporaneously with the staff survey. Patient data were collected by trained clinicians at regular intervals using a standard assessment instrument. Results indicated that patients treated in Teams with higher levels of staff participation experienced greater improvement in ADL over time. No differences in ADL change were noted for patients treated in Teams with higher levels of Team functioning. Findings support our premise that Team process has important implications for patient outcomes. The results suggest that the level of participation by the Team as a whole may be a more important process attribute, in terms of patient improvements in ADLs, than the Team's smooth functioning. These findings indicate the potential appropriateness of managerial interventions to encourage member investment in Team processes.
Rebecca S Wells - One of the best experts on this subject based on the ideXlab platform.
-
cross Functional Team processes and patient Functional improvement
Health Services Research, 2005Co-Authors: Jeffrey A. Alexander, Richard Lichtenstein, Kimberly Jinnett, Rebecca S Wells, James L. Zazzali, Dawei LiuAbstract:Cross-Functional Teams (CFTs), also known as multidisciplinary Teams, play an important role in the U.S. health care system (Fried, Topping, and Rundall 2000). Indeed, the IOM has recently identified improving the performance of CFTs as a major challenge for providers in the 21st century health system (IOM 2001). In mental health care, CFTs can help health providers effectively synthesize and apply knowledge from a variety of disciplines to the complex problems of treating the seriously mentally ill. By definition, CFTs are composed of individuals from different disciplines who have varied backgrounds and interpretive schemes for analyzing problems (Dougherty 1992). Relationships among CFT members are intended to be nonhierarchical, so that all members may contribute their knowledge according to situational demands rather than traditional organizational roles (Donellon 1993; Vinokur-Kaplan 1995). Compared with more traditional forms of organization, CFTs are associated with more creative solutions, better quality decisions, increased organizational effectiveness, and lower turnover rates among treatment staff (Wagner 1994; Dean, LaVallee, and McLaughlin 1999; Fried, Topping, and Rundall 2000). Teams also provide members with greater opportunities for learning and professional growth, a greater sense of empowerment (Kanter 1977; Edmondson, Bohmer, and Pisano 2001), and greater job satisfaction (Bettenhausen 1991). However, in order for CFTs to realize these potential benefits, there must be a high degree of cooperation among the Team members so that knowledge is truly synthesized. Empirical research on the relationship between Team process and Team performance in health care settings is relatively scarce. Much of the research on health care Teams has employed randomized control trials to assess Team performance and effectiveness. Such research has treated Teams as molar interventions and failed to address Team processes specifically. Thus, it provides relatively limited understanding of what aspects of Team process are responsible for positive or negative performance. On the other hand, quasi-experimental studies of health care CFT processes are cross-sectional and have largely failed to relate these processes to objective measures of Team performance (Cohen and Bailey 1997). Our study attempts to address these gaps by examining the relationship between Team processes and change in patient Functional status, as measured through activities of daily living (ADL), in a sample of 40 CFTs in the Veterans Affairs (VA) mental health system. The ADL scale reflects clinician assessments of patient functioning and daily living skills in six domains: eating, bathing, grooming, dressing, transferring, and toileting. ADLs are used extensively in psychiatric treatment to evaluate the type of care patients require and evaluate care processes and outcomes (Hawes et al. 1997; Hirdes et al. 2002). The design of the current study made several advances possible. First, it employed a large sample of patients and evaluated how these patients changed in Functional status over a protracted period. This avoided problems common in cross-sectional or short-term studies of Team effectiveness, whereby patients of different Functional abilities systematically select into different types of Teams, or the period of observation is not sufficiently long to detect meaningful changes. Second, the study used multilevel methods to assess how Team-level processes affected change in patient-level Functional status. This approach permits the identification of differential effects of Team care across categories of patients and avoids aggregation bias caused by summing or averaging outcome measures to the Team level. Finally, the study controlled for individual patient characteristics that may have been associated with ADL scores and might otherwise have confounded the Team process–ADL relationship.
-
Cross-Functional Team processes and patient Functional improvement.
Health services research, 2005Co-Authors: Jeffrey A. Alexander, Richard Lichtenstein, Kimberly Jinnett, Rebecca S Wells, James L. Zazzali, Dawei LiuAbstract:To test the hypothesis that higher levels of participation and functioning in cross-Functional psychiatric treatment Teams will be related to improved patient outcomes. Primary data were collected during the period 1992-1999. The study was conducted in 40 Teams within units treating seriously mentally ill patients in 16 Veterans Affairs hospitals across the U.S. A longitudinal, multilevel analysis assessed the relationship between individual- and Team-level variables and patients' ability to perform activities of daily living (ADL) over time. Team data were collected in 1992, 1994, and 1995. The number of times patient data were collected was dependent on the length of time the patient was treated and varied from 1 to 14 between 1992 and 1999. Key variables included: patients' ADL scores (the dependent variable); measures of Team participation and Team functioning; the number of days from baseline on which a patient's ADLs were assessed; and several control variables. Team data were obtained via self-administered questionnaires distributed to staff on the study Teams. Additional Team data were obtained via questionnaires completed by unit directors contemporaneously with the staff survey. Patient data were collected by trained clinicians at regular intervals using a standard assessment instrument. Results indicated that patients treated in Teams with higher levels of staff participation experienced greater improvement in ADL over time. No differences in ADL change were noted for patients treated in Teams with higher levels of Team functioning. Findings support our premise that Team process has important implications for patient outcomes. The results suggest that the level of participation by the Team as a whole may be a more important process attribute, in terms of patient improvements in ADLs, than the Team's smooth functioning. These findings indicate the potential appropriateness of managerial interventions to encourage member investment in Team processes.
