Facet personality and surface-level diversity as team mental model antecedents: implications for implicit coordination.

Team mental models (TMMs) have received much attention as important drivers of effective team processes and performance. Less is known about the factors that give rise to these shared cognitive structures. We examined potential antecedents of TMMs, with a specific focus on team composition variables, including various facets of personality and surface-level diversity. Further, we examined implicit coordination as an important outcome of TMMs. Results suggest that team composition in terms of the cooperation facet of agreeableness and racial diversity were significantly related to team-focused TMM similarity. TMM similarity was also positively predictive of implicit coordination, which mediated the relationship between TMM similarity and team performance. Post hoc analyses revealed a significant interaction between the trust facet of agreeableness and racial diversity in predicting TMM similarity. Results are discussed in terms of facilitating the emergence of TMMs and corresponding implications for team-related human resource practices.

A Rasch model analysis of technology usage in Minnesota hospitals.

PURPOSE: To identify whether the level of difficulty varied among various healthcare technologies. In addition, to examine the whether the degree of healthcare technology adoption was related to patient safety. METHODS: The data on healthcare technology usage came from a survey of hospitals in Minnesota. There were responses from individuals within 104 hospitals for an effective response rate of 72.7%. The data on patient safety was taken from the Hospital Compare database. Rasch model analysis and regression analysis were used to analyze the data. RESULTS: Rasch model analysis revealed that the difficulty of implementation of healthcare information technologies varied by the particular technology. That is, some technologies were more difficult than other technologies. Further, it was found that the degree of healthcare information technology implementation within a hospital was significantly related to patient safety. CONCLUSION: This study identified design and policy implications for hospital decision makers. In particular, it was shown that the technological capability of a hospital is a key consideration in determining the level of resources that are necessary to implement specific healthcare technologies within a hospital.

The power of "we": effects of psychological collectivism on team performance over time.

We examined the influences of different facets of psychological collectivism (Preference, Reliance, Concern, Norm Acceptance, and Goal Priority) on team functioning at 3 different performance depictions: initial team performance, end-state team performance, and team performance change over time. We also tested the extent to which team-member exchange moderated the relationships between facets of psychological collectivism and performance change over time. Results from multilevel growth modeling of 66 teams (N = 264) engaged in a business simulation revealed differential effects across facets of psychological collectivism and across different performance measurements. Whereas facets concerned with affiliation (Preference and Concern) were positively related to initial team performance, reliance was negatively related to initial team performance. Goal Priority was a strong predictor of end-state performance. Team-member exchange moderated the relationship between performance change and 3 of the 5 facets of psychological collectivism (Preference, Reliance, Norm Acceptance). Implications for team composition and team training are discussed.

Examining quality improvement programs: the case of Minnesota hospitals.

OBJECTIVE: To determine if there is a hierarchy of improvement program adoption by hospitals and outline that hierarchy. DATA SOURCES: Primary data were collected in the spring of 2007 via e-survey from 210 individuals representing 109 Minnesota hospitals. Secondary data from 2006 were assembled from the Leapfrog database. STUDY DESIGN: As part of a larger survey, respondents were given a list of improvement programs and asked to identify those programs that are used in their hospital. DATA COLLECTION/DATA EXTRACTION: Rasch Model Analysis was used to assess whether a unidimensional construct exists that defines a hospital's ability to implement performance improvement programs. Linear regression analysis was used to assess the relationship of the Rasch ability scores with Leapfrog Safe Practices Scores to validate the research findings. Principal Findings. The results of the study show that hospitals have widely varying abilities in implementing improvement programs. In addition, improvement programs present differing levels of difficulty for hospitals trying to implement them. Our findings also indicate that the ability to adopt improvement programs is important to the overall performance of hospitals. CONCLUSIONS: There is a hierarchy of improvement programs in the health care context. A hospital's ability to successfully adopt improvement programs is a function of its existing capabilities. As a hospital's capability increases, the ability to successfully implement higher level programs also increases.