In this study, we explore what can affect the development of team cohesion in the entrepreneurial team. We show the relationship between team members' cohesion and team performance over five main categories: (Ⅰ) Prior Condition, (Ⅱ) Conflict, (Ⅲ) Strategy, (Ⅳ) Task Interaction in the team, (Ⅴ) Social interaction in the team. Based on the research method of comparative cases, we selected six Chinese entrepreneurial teams as research objects. We show how individual behaviour affects the development of team cohesion in the entrepreneurial team at the individual level and team level. More specifically, we consider that entrepreneurial team cohesion changes are more complicated than traditional teams. The team cohesion of the entrepreneurial team has certain randomness because there is no guidance from the leader. The influence of personal factors on team cohesion will be more intense. When the entrepreneurial team improves team cohesion, team members need to participate more.

Telecommuting has become a globalized phenomenon after the Covid-19 pandemic. Itallowed technological improvements which made this context easier to handle forcoworkers. Because it can improve personal comfort and quality of life, and allowflexibility, companies are adopting this way of working widely so it makes it aninteresting topic to study. Therefore, the purpose of this research is to understand theeffects that telecommuting has on teamwork efficiency and particularly on new productdevelopment teams. The study was conducted with two project teams working on new ITproducts development from two different French companies.The current literature is mainly focused on the individual effects and consequences oftelecommuting towards team members, at the expense of collective effects. Little researchwas made to link collective consequences to the existent teamwork efficiency criteria.Furthermore, the solutions to address the challenges created by telecommuting, andespecially the ideal rhythm of work to have, are not sufficiently studied in the literature.To address these gaps, our research was conducted using a qualitative methodology whichallowed us to understand better how telecommuting is impacting teamwork efficiency innew product development project teams and how they can face these challenges.In order to do this, we conducted fourteen interviews with two different project teams:one composed of five coworkers, and the other one composed of nine coworkers. It helpedus to gain a better understanding of how telecommuting is experienced collectively byteam members. We analyzed the data through the use of coding, which allowed us todiscover six main themes: interactions, home-office balance, tools and methodologies,teamwork efficiency characteristics and behaviors, outcomes on new productdevelopment and future considerations. Finally, we were able to understand thatindividual, and mainly collective direct consequences of telecommuting influenceteamwork efficiency characteristics and behaviors adopted by the team members, whichwould make them develop strategies and solutions to answer these challenges.

Teamwork in healthcare is recognized as a significant factor in achieving patient safety and impacting patient outcomes. Despite the general focus on teamwork in healthcare, there has been little research on teamwork among nurses and nursing assistants working on patient care units. The purpose of this doctoral project was to identify, compare, and analyze perceptions of teamwork in a group of nurses and nursing assistants in a community hospital setting where the TeamSTEPPS program has been implemented. The framework of this project was the concept of shared mental model and Imogene King's conceptual system and middle-range theory of goal attainment. Teamwork perceptions were measured using the TeamSTEPPS Teamwork Perceptions Questionnaire (T-TPQ), which is composed of five constructs: (a) team structure, (b) leadership, (c) situation monitoring, (d) mutual support, and (e) communication. Sixty-three nurses and 42 nursing assistants participated in the study. There was a significant difference between nursing assistants and staff nurses with respect to the Total T-TPQ mean score (4.03 and 4.26, respectively; p < 0.03), leadership (4.11 and 4.44, respectively; p < 0.01), and communication (4.13 and 4.35, respectively; p < 0.04). Nurses had a higher level of agreement than nursing assistants for Total T-TPQ, leadership, and communication. The results underscore the need to close the gap between nursing assistants' and nurses' perceptions of teamwork. Hospital and nursing leaders should make significant efforts to improve teamwork to build cohesive and highly functional nursing teams that can improve patient safety and thus create lasting social change.

Work environment influences the effectiveness of care for patients in any healthcare setting. It is even more important in settings such as the neonatal ICU (NICU) where this project took place. When the environment is not healthy, communication may suffer and result in poor patient outcomes and, family, patient, and staff dissatisfaction. The purpose of this quality improvement project was to understand how the implementation of the TeamSTEPPS program, for nurses in the NICU, could impact the safety culture as measured by the AACN Healthy Work Environment (HWE) tool. Lewin's professional practice change theory and the AHRQ change model were used to guide the project. The previously validated HWE survey, made up of 6 standards including communication, and leadership was provided to 71 NICU nurses with only 41 completing the baseline survey and 4 weeks later, 31 completing the post intervention survey after the TeamSTEPPS training. An independent t test was used to examine baseline and post TeamSTEPPS intervention HWE results against the HWE benchmark. Results indicated that post intervention scores met the benchmark although scores did not meet the benchmark prior to the intervention. Data were also analyzed with a paired t test to determine the significance of the improvement in the pre to post intervention results. Three of the 6 HWE standards, skilled communication (p = .004), adequate staffing (p = .002), and authentic leadership (p < .001) reached significant levels post TeamSTEPPS training compared to the pre TeamSTEPPS scores. Through the use of TeamSTEPPS training communication improved and the potential for improvement in patient safety promotes positive social change.

No description available.

No description available.

Introduction: Interprofessional education (IPE) provides an opportunity for students from single-professions to interact with other disciplines. Student attitude to IPE can impact engagement and change in attitude may provide an indicator of the impact of IPE. This study examines pre-workshop attitudes to IPE and change in attitude following a series of three IPE workshops. Methods: Preworkshop attitudes were examined using the Readiness for Interprofessional Learning Scale (RIPLS) and the Interprofessional Education Perception Scale (IEPS). The IEPS was repeated at the start of Workshop 1 and at the end of Workshop 3. Data were analyzed using linear regression analysis and linear mixed methods for repeated measures. Results: 405 students participated (pre-workshop n=122; workshop 1 n=244; workshop 3 n=236). Pre-workshop attitudinal scores were high. While male gender and studying medicine negatively predicted attitude across some domains, previous experience of a joint patient treatment session on clinical placement positively predicted attitude in the domain of Perception of Actual Cooperation (standardised Beta 0.283, p=0.005). Attitude to IPE improved across all domains of the IEPS from online preparation to the end of workshop 3 (pCompetency and Autonomy, and in the domain of Perceived Need for Cooperation improved only following online preparation, while the domain of Perception of Actual Cooperation improved following both online preparation and participation in the workshops. Discussion: The results presented reflect positively on student readiness for IPE. Attitudes were further improved following engagement in a structured series of IPE workshops.

No description available.

Teamwork is essential for ensuring the quality and safety of healthcare delivery in the intensive care unit (ICU). Complex procedures are conducted with a diverse team of clinicians with unique roles and responsibilities. Information about care plans and goals must also be developed, communicated, and coordinated across multiple disciplines and transferred effectively between shifts and personnel. The intricacies of routine care are compounded during emergency events, which require ICU teams to adapt to rapidly changing patient conditions while facing intense time pressure and conditional stress. Realities such as these emphasize the need for teamwork skills in the ICU. The measurement of teamwork serves a number of different purposes, including routine assessment, directing feedback, and evaluating the impact of improvement initiatives. Yet no behavioral marker system exists in critical care for quantifying teamwork across multiple task types. This study contributes to the state of science and practice in critical care by taking a (1) theory-driven, (2) context-driven, and (3) psychometrically-driven approach to the development of a teamwork measure. The development of the marker system for the current study considered the state of science and practice surrounding teamwork in critical care, the application of behavioral marker systems across the healthcare community, and interviews with front line clinicians. The ICU behavioral marker system covers four core teamwork dimensions especially relevant to critical care teams: Communication, Leadership, Backup and Supportive Behavior, and Team Decision Making, with each dimension subsuming other relevant subdimensions. This study provided an initial assessment of the reliability and validity of the marker system by focusing on a subset of teamwork competencies relevant to subset of team tasks. Two raters scored the performance of 50 teams along six subdimensions during rounds (n=25) and handoffs (n=25). In addition to calculating traditional forms of reliability evidence [intraclass correlations (ICCs) and percent agreement], this study modeled the systematic variance in ratings associated with raters, instances of teamwork, subdimensions, and tasks by applying generalizability (G) theory. G theory was also employed to provide evidence that the marker system adequately distinguishes teamwork competencies targeted for measurement. The marker system differentiated teamwork subdimensions when the data for rounds and handoffs were combined and when the data were examined separately by task (G coefficient greater than 0.80). Additionally, variance associated with instances of teamwork, subdimensions, and their interaction constituted the greatest proportion of variance in scores while variance associated with rater and task effects were minimal. That said, there remained a large percentage of residual error across analyses. Single measures ICCs were fair to good when the data for rounds and handoffs were combined depending on the competency assessed (0.52 to 0.74). The ICCs ranged from fair to good when only examining handoffs (0.47 to 0.69) and fair to excellent when only considering rounds (0.53 to 0.79). Average measures ICCs were always greater than single measures for each analysis, ranging from good to excellent (overall: 0.69 to 0.85, handoffs: 0.64 to 0.81, rounds: 0.70 to 0.89). In general, the percent of overall agreement was substandard, ranging from 0.44 to 0.80 across each task analysis. The percentage of scores within a single point, however, was nearly perfect, ranging from 0.80 to 1.00 for rounds and handoffs, handoffs, and rounds. The confluence of evidence supported the expectation that the marker system differentiates among teamwork subdmensions. Yet different reliability indices suggested varying levels of confidence in rater consistency depending on the teamwork competency that was measured. Because this study applied a psychometric approach, areas for future development and testing to redress these issues were identified. There also is a need to assess the viability of this tool in other research contexts to evaluate its generalizability in places with different norms and organizational policies as well as for different tasks that emphasize different teamwork skills. Further, it is important to increase the number of users able to make assessments through low-cost, easily accessible rater training and guidance materials. Particular emphasis should be given to areas where rater reliability was less than ideal. This would allow future researchers to evaluate team performance, provide developmental feedback, and determine the impact of future teamwork improvement initiatives.

To adapt to the rapidly increasing vulnerabilities in software products and cyber threats that exploit them, security professionals are actively working with software developers to produce more secure systems. In software development, agile methods are increasingly adopted in critical software projects where security risks are prominent challenges. This adoption stems from the fact that agile methods are highly iterative and support delivering services and products in smaller batches which allows security professionals to seamlessly integrate software development security activities with agile methodologies. In addition, the iterative nature of agile software development encourages frequent inspections, tests, and patching of software systems to mitigate cybersecurity risks and vulnerabilities. Considering the massive growth of the Internet of Things (IoT) and Intelligent Transportation Systems (ITS) products, the challenge of software development while addressing the security and safety concerns of these devices will continue to increase. This paper presents a comprehensive and detailed review of agile software development in the context of IoT, ITS, and their cybersecurity and risk challenges. Furthermore, we provide a systematic comparison of the reviewed literature based on a set of defined criteria. Finally, we provide a broader outlook and an outline for designing future security-enhanced agile software development solutions for IoT and ITS systems.