<p> Healthcare is in a state of continuous change. The estimated failure rates for organizational change of 70% to 80% also exist within American hospitals and physician offices. Change research suggests that failure is not found in the process, but in the lack of consideration for the people during the change. A best practice approach to changing healthcare practices is the redesign of care teams. The transition to high-performing care teams requires renewed skills and behaviors, the willingness and ability to continuously change, and the belief that it can be successful. Self-efficacy, the belief in one’s abilities to perform a specific task or action, and group-efficacy, the belief in one’s group’s abilities to perform a specific task or action, have been used in research on individual health behaviors, and have not been studied with team work in the primary care setting. This cross-sectional, quantitative study explores the relationship between self-efficacy and group-efficacy, and their relationship to organizational change capacity in a primary care setting. Individuals with higher self-efficacy are likely to expend effort and persist at a task, and tolerate with adverse experiences. Teams of individuals with higher group-efficacy exhibit increased effort and perseverance to the group task, including a higher level of resilience to group experienced adversity. Both self-efficacy and group-efficacy are generative, providing opportunity to develop these as capabilities within primary care teams. Exploring these relationships provides insights for leveraging the limited and valued resources of primary healthcare in achieving successful change.</p>
| Identifer | oai:union.ndltd.org:PROQUEST/oai:pqdtoai.proquest.com:10250738 |
| Date | 21 December 2016 |
| Creators | Rockey, Debra M. |
| Publisher | The Chicago School of Professional Psychology |
| Source Sets | ProQuest.com |
| Language | English |
| Detected Language | English |
| Type | thesis |
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