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Creating High Reliability Teams in Healthcare through In situ Simulation Training

Author

Listed:
  • William Riley

    () (University of Minnesota School of Public Health, 420 Delaware Street SE, MMC 129, Minneapolis, MN 55455, USA)

  • Elizabeth Lownik

    (University of Minnesota School of Public Health, 420 Delaware Street SE, MMC 129, Minneapolis, MN 55455, USA)

  • Carmen Parrotta

    (University of Minnesota School of Public Health, 420 Delaware Street SE, MMC 129, Minneapolis, MN 55455, USA)

  • Kristi Miller RN

    (Fairview Health Services, 201 East Nicollet Boulevard, Burnsville, MN 55337-5714, USA)

  • Stan Davis

    (Fairview Health Services, 201 East Nicollet Boulevard, Burnsville, MN 55337-5714, USA)

Abstract

The importance of teamwork on patient safety in healthcare has been well established. However, the theory and research of healthcare teams are seriously lacking in clinical application. While conventional team theory assumes that teams are stable and leadership is constant, a growing body of evidence indicates that most healthcare teams are unstable and lack constant leadership. For healthcare organizations to reduce error and ensure patient safety, the true nature of healthcare teams must be better understood. This study presents a taxonomy of healthcare teams and the determinants of high reliability in healthcare teams based on a series of studies undertaken over a five-year period (2005–2010).

Suggested Citation

  • William Riley & Elizabeth Lownik & Carmen Parrotta & Kristi Miller RN & Stan Davis, 2011. "Creating High Reliability Teams in Healthcare through In situ Simulation Training," Administrative Sciences, MDPI, Open Access Journal, vol. 1(1), pages 1-18, July.
  • Handle: RePEc:gam:jadmsc:v:1:y:2011:i:1:p:14-31:d:13225
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    More about this item

    Keywords

    team formation; In situ simulation; behavior markers; active failures; high reliability; interdisciplinary teams;

    JEL classification:

    • M - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics
    • M0 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General
    • M1 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • M11 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Production Management
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • M15 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - IT Management
    • M16 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - International Business Administration
    • L - Industrial Organization

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