OBJECTIVE: To test the hypothesis that higher levels of participation and functioning in cross-functional psychiatric treatment teams will be related to improved patient outcomes. DATA SOURCES/STUDY SETTING: 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. STUDY DESIGN: 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. DATA COLLECTION METHODS: 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. PRINCIPAL FINDINGS: 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. CONCLUSIONS: 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.
OBJECTIVE: To test the hypothesis that higher levels of participation and functioning in cross-functional psychiatric treatment teams will be related to improved patient outcomes. DATA SOURCES/STUDY SETTING: Primary data were collected during the period 1992-1999. The study was conducted in 40 teams within units treating seriously mentally illpatients in 16 Veterans Affairs hospitals across the U.S. STUDY DESIGN: 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. DATA COLLECTION METHODS: 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. PRINCIPAL FINDINGS: 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. CONCLUSIONS: 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.
Authors: John P Hirdes; Trevor F Smith; Terry Rabinowitz; Keita Yamauchi; Edgardo Pérez; Nancy Curtin Telegdi; Peter Prendergast; John N Morris; Naoki Ikegami; Charles D Phillips; Brant E Fries Journal: J Behav Health Serv Res Date: 2002-11 Impact factor: 1.505
Authors: Hummy Song; Alyna T Chien; Josephine Fisher; Julia Martin; Antoinette S Peters; Karen Hacker; Meredith B Rosenthal; Sara J Singer Journal: Health Serv Res Date: 2014-11-25 Impact factor: 3.402
Authors: Marleen H Versteeg; Miranda G H Laurant; Gerdien C Franx; Annelies J Jacobs; Michel J P Wensing Journal: Implement Sci Date: 2012-01-09 Impact factor: 7.327
Authors: Tatiana L Taylor; Helen Killaspy; Christine Wright; Penny Turton; Sarah White; Thomas W Kallert; Mirjam Schuster; Jorge A Cervilla; Paulette Brangier; Jiri Raboch; Lucie Kalisová; Georgi Onchev; Hristo Dimitrov; Roberto Mezzina; Kinou Wolf; Durk Wiersma; Ellen Visser; Andrzej Kiejna; Patryk Piotrowski; Dimitri Ploumpidis; Fragiskos Gonidakis; José Caldas-de-Almeida; Graça Cardoso; Michael B King Journal: BMC Psychiatry Date: 2009-09-07 Impact factor: 3.630