MARC record from Internet Archive

LEADER: 04198cam a2200493 a 4500
001 2010938595
003 DLC
005 20120520080552.0
008 101005s2010 cau b 000 0 eng c
010 $a 2010938595
016 7 $a101554824$2DNLM
020 $a9780833050557
020 $a0833050559
027 $aRAND/TR-842-OSD
035 $a(OCoLC)ocn671531658
040 $aNLM$cNLM$dYDXCP$dSYB$dCZL$dAFQ$dIXA$dRSM$dDLC
042 $apcc
043 $an-us---
050 00 $aRG652$b.A24 2010
060 00 $a2011 C-117
060 10 $aWX 203
082 00 $a362.11068/3$223
245 00 $aAchieving strong teamwork practices in hospital labor and delivery units /$cDonna O. Farley... [et al.].
260 $aSanta Monica :$bRand Corporation Center for Military Health Policy Research,$c2010.
300 $axxiv, 124 p. ;$c28 cm.
490 1 $aTechnical report ;$vTR-842-OSD
504 $aIncludes bibliographical references (p. 121-124).
505 0 $aIntroduction and background -- Study design and methods -- Findings regarding teamwork implementation -- Effects of teamwork improvement on unit staff and patient outcomes -- Synthesis of findings and conclusions -- Appendix A: Tools and strategies for teamwork -- Appendix B: Matrix of questions and stakeholders for site visits -- Appendix C: Monthly update teleconference: longitudinal labor and delivery teamwork study -- Appendix D: Questions for final assessment: longitudinal labor and delivery teamwork study -- Appendix E: Team performance observation tool -- Appendix F: Staff survey questionnaire -- Appendix G: Regression results for staff perceptions and knowledge
520 $aA RAND study of teamwork-improvement initiatives in hospital labor and delivery (L&D) units was designed to document and learn from the experiences and outcomes of five L&D units as they implemented improvements in their teamwork practices over a one-year period. The study had two objectives: (1) better understand the conditions and actions required for hospital L&D units to achieve effective and sustainable teamwork practices, and (2) assess the extent to which successful adoption of teamwork practices may influence the experiences of L&D staff and patient outcomes. Substantial progress is possible in one year of implementing teamwork practices, which can improve proximal outcomes, such as staff knowledge and perceptions. More than a year of implementation effort is required to achieve a high level of performance on teamwork practices. Two dynamics might be involved in later years of implementation: (1) momentum from the first year might continue into later years, such that subsequent implementation might reinforce continued improvement, and (2) it might not be possible to sustain high intensity in implementation beyond the first year. The study results reinforce the importance of developing and implementing a well-crafted strategy by training staff in the L&D units, working consistently with staff to introduce practices, and providing coaching on effective use of practices. The study identified some key factors required by any given strategy for teamwork improvement, but it did not point to a standard template for implementation. This result implies that there may not be one fixed "intervention" that could be tested in comparative-control studies to develop further evidence for teamwork practices--$cSource other than Library of Congress.
530 $aAlso available via the Internet.
650 0 $aHospitals$xEmployees.
650 0 $aHospitals$xMaternity services$zUnited States.
650 0 $aLabor (Obstetrics)$zUnited States.
650 12 $aMedical Staff, Hospital$xpsychology.
650 22 $aBirthing Centers$xorganization & administration.
650 22 $aCooperative Behavior.
650 22 $aDelivery Rooms$xstandards.
650 22 $aDelivery, Obstetric.
650 22 $aPatient Care Team.
700 1 $aFarley, Donna.
710 2 $aCenter for Military Health Policy Research.
830 0 $aTechnical report (Rand Corporation) ;$vTR-842-OSD.
856 4 $uhttp://www.rand.org/pubs/technical_reports/2010/RAND_TR842.pdf
856 41 $zOnline access$uhttp://www.rand.org/pubs/technical_reports/TR842/