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Sample records for action management team

  1. Using Action Research to Teach Students to Manage Team Learning and Improve Teamwork Satisfaction

    ERIC Educational Resources Information Center

    Scott-Ladd, Brenda; Chan, Christopher C. A.

    2008-01-01

    This article reports on a study investigating strategies that students can use to develop skills in managing team learning. Two groups of second-year management students participated in a semester-long action research project over two semesters. The students were educated on team development, team processes and conflict management and how to…

  2. Team Management.

    ERIC Educational Resources Information Center

    Lindelow, John

    Chapter 5 of a volume on school leadership, this chapter reviews the literature to define and explain management teams and to describe several successful management team arrangements. The author begins by noting that team management has recently enjoyed a resurgence as a response to collective negotiations, but beyond this function can have value…

  3. The Power of Trust: Teams and Collective Action in Self-Managed Schools.

    ERIC Educational Resources Information Center

    Henkin, Alan B.; Dee, Jay R.

    2001-01-01

    Trust is a significant factor in collective action. A composite case illustrates the value of trust as a critical element of effective teamwork in a self-managed school context. Trust depends on individuals' predilections, intensive communication and interaction patterns, team composition, guiding principles, and teammates' emotional bonding.…

  4. Maintaining Team Performance. For the Practicing Manager. An Ideas into Action Guidebook.

    ERIC Educational Resources Information Center

    Kanaga, Kim; Browning, Henry

    This booklet provides ways for organizational team leaders to assess their team's effectiveness at regular intervals and to monitor their team's performance. The booklet identifies six key aspects, or dimensions, consistent across all teams. If all six dimensions are strong within a team, the team has the means to conduct its work and perform…

  5. How To Form a Team: Five Keys to High Performance. For the Practicing Manager. An Ideas into Action Guidebook.

    ERIC Educational Resources Information Center

    Kanaga, Kim; Kossler, Michael E.

    This practical guidebook is designed for managers and leaders who have responsibility for the creation and success of teams. First, a team is described as a workgroup whose members are dependent upon one another for the completion of a given task, and whose members possess different but complementary skill sets. A team manages its own work within…

  6. Managing multicultural teams.

    PubMed

    Brett, Jeanne; Behfar, Kristin; Kern, Mary C

    2006-11-01

    Multicultural teams offer a number of advantages to international firms, including deep knowledge of different product markets, culturally sensitive customer service, and 24-hour work rotations. But those advantages may be outweighed by problems stemming from cultural differences, which can seriously impair the effectiveness of a team or even bring itto a stalemate. How can managers best cope with culture-based challenges? The authors conducted in-depth interviews with managers and members of multicultural teams from all over the world. Drawing on their extensive research on dispute resolution and teamwork and those interviews, they identify four problem categories that can create barriers to a team's success: direct versus indirect communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making. If a manager--or a team member--can pinpoint the root cause of the problem, he or she is likelier to select an appropriate strategy for solving it. The most successful teams and managers, the authors found, dealt with multicultural challenges in one of four ways: adaptation (acknowledging cultural gaps openly and working around them), structural intervention (changing the shape or makeup of the team), managerial intervention (setting norms early or bringing in a higher-level manager), and exit (removing a team member when other options have failed). Which strategy is best depends on the particular circumstances--and each has potential complications. In general, though, managers who intervene early and set norms; teams and managers who try to engage everyone on the team; and teams that can see challenges as stemming from culture, not personality, succeed in solving culture-based problems with good humor and creativity. They are the likeliest to harvest the benefits inherent in multicultural teams.

  7. Team Challenge and Action Learning

    ERIC Educational Resources Information Center

    Holmes, Mary

    2010-01-01

    This article describes how action learning can be accompanied by a project to encourage shared learning about organisation culture, the external environment, political context and team dynamics, while allowing space for personal issues. It drives forward reflective practice and encourages sets to deliver a tangible pay-back to the organisation.…

  8. Final Action Plan to Tiger Team

    SciTech Connect

    Not Available

    1992-02-28

    This document presents planned actions, and their associated costs, for addressing the findings in the Environmental, Safety and Health Tiger Team Assessment of the Sandia National Laboratories, Albuquerque, May 1991, hereafter called the Assessment. This Final Action Plan should be read in conjunction with the Assessment to ensure full understanding of the findings addressed herein. The Assessment presented 353 findings in four general categories: (1)Environmental (82 findings); (2) Safety and Health (243 findings); (3) Management and Organization (18 findings); and (4) Self-Assessment (10 findings). Additionally, 436 noncompliance items with Occupational Safety and Health Administration (OSHA) standards were addressed during and immediately after the Tiger Team visit.

  9. Aircrew team management program

    NASA Technical Reports Server (NTRS)

    Margerison, Charles; Mccann, Dick; Davies, Rod

    1987-01-01

    The key features of the Aircrew Team Management Workshop which was designed for and in consultation with Trans Australia Airlines are outlined. Five major sections are presented dealing with: (1) A profile of the airline and the designers; (2) Aircrew consultation and involvement; (3) Educational design and development; (4) Implementation and instruction; and (5) Evaluation and assessment. These areas are detailed.

  10. Action plan for the Tiger Team assessment report

    SciTech Connect

    Not Available

    1990-08-30

    This document contains responses and planned actions that address the findings of the Tiger Team Assessment of Brookhaven National Laboratory, June 1990. In addition, the document contains descriptions of the management and organizational structure to be used in conducting planned actions, root causes for the problems identified in the findings, responses, planned actions, schedules and milestones for completing planned actions, and, where known, costs associated with planned actions.

  11. The Origins of Team Management

    ERIC Educational Resources Information Center

    Swift, James S.

    1971-01-01

    An analysis of the factors that have led to team management, including classical principles of management, the human relations or behavioral school of management, and the systems theory both closed and open. (JF)

  12. Emergency Response Teams in Action.

    ERIC Educational Resources Information Center

    Watson, James A.

    2001-01-01

    Illustrates the value of proper crisis response training to help schools protect lives by avoiding adverse situations. Details the execution of a crisis management plan, which was developed following a cafeteria/kitchen explosion. (GR)

  13. Construction Management: The Team Concept

    ERIC Educational Resources Information Center

    Tropf, Carl F.

    1972-01-01

    Describes the problems and inequities present in traditionally managed construction projects. Agrees that adopting a team management approach and using a construction manager will not only save money and shorten the time, but will provide the owner with greater control over the project. (Author)

  14. Support for Dynamic Collaborative Action Teams

    DTIC Science & Technology

    2006-06-01

    Organizations Architecture Experimentation R. Scott Cost Markus E. Dale David P. Glock James Mayfield Christine O. Salamacha David P...Christine N. Salamacha, Michael Cramer, Timothy Frey and David P. Glock , “Dynamic Collaborative Action Teams: Implementing a Transformational Concept

  15. Creativity and the management team.

    PubMed

    Ross, A

    1984-01-01

    What is creativity? Is it an untempered gift found only in a few rare individuals? Or, is it a skill that can be developed in the people who make up your management team? As applied to medical group practice, creativity is a process through which the management team can originate ideas for responding to a complicated environment. To be effective, creativity must be fostered in individuals and in the organization. Drawing from lessons of successful corporations, the author examines the management styles which are conducive to creativity and innovation. Strong team management and proper orientation of new staff members are essential in building a foundation for creativity. To assist medical groups, key elements that are fundamental to fostering creativity in the organization are presented.

  16. A Call to Action: Building a Translational Inclusion Team Science in Physical Activity, Nutrition, and Obesity Management for Children with Disabilities

    PubMed Central

    Rimmer, James H.; Vanderbom, Kerri A.

    2016-01-01

    The growing evidence base of childhood obesity prevention and treatment programs do not adequately consider how to adapt these programs for children with disabilities. We propose a Call to Action for health researchers who conduct studies focused on the general population (i.e., without a disability) to work closely with disability researchers to adapt their programs (e.g., obesity management, increased physical activity, and caregiver training in diet and nutrition) to be relevant to both groups. We refer to this approach as inclusion team science. The hope for this Call to Action is that there will be greater synergy between researchers who have high levels of expertise in a specialty area of health (but little or no knowledge of how to adapt their program for children with disabilities) to work more closely with researchers who have a high level of expertise in adapting evidence-based health promotion recommendations and strategies for children with disabilities. Together, these two areas of expertise will lead to inclusive physical activity and nutrition programs for all children. PMID:27559540

  17. A Call to Action: Building a Translational Inclusion Team Science in Physical Activity, Nutrition, and Obesity Management for Children with Disabilities.

    PubMed

    Rimmer, James H; Vanderbom, Kerri A

    2016-01-01

    The growing evidence base of childhood obesity prevention and treatment programs do not adequately consider how to adapt these programs for children with disabilities. We propose a Call to Action for health researchers who conduct studies focused on the general population (i.e., without a disability) to work closely with disability researchers to adapt their programs (e.g., obesity management, increased physical activity, and caregiver training in diet and nutrition) to be relevant to both groups. We refer to this approach as inclusion team science. The hope for this Call to Action is that there will be greater synergy between researchers who have high levels of expertise in a specialty area of health (but little or no knowledge of how to adapt their program for children with disabilities) to work more closely with researchers who have a high level of expertise in adapting evidence-based health promotion recommendations and strategies for children with disabilities. Together, these two areas of expertise will lead to inclusive physical activity and nutrition programs for all children.

  18. Managing for Results Through Teams.

    ERIC Educational Resources Information Center

    Chand, Sunil; Holm, Maudie L.

    1998-01-01

    Using examples from Cuyahoga Community College, this article examines the nature of teams, how they are suited to community college management, and how they can increase the effectiveness of community colleges. Presents tangible implementation strategies and unique applications for community colleges, including the use of faculty as team…

  19. Team Profiles and Team Performance in a Business Management Simulation.

    ERIC Educational Resources Information Center

    Perry, C.; Delahaye, B.

    1990-01-01

    A study of the effects of team roles on the success of teams in business simulations found, contrary to expectation, that teams analyzing data on the basis of beliefs and values rather than logic were more successful. Implications for use of simulation in management education are discussed. (Author/MSE)

  20. Action Learning, Team Learning and Co-Operation in the Czech Republic

    ERIC Educational Resources Information Center

    Kubatova, Slava

    2012-01-01

    This account of practice presents two cases of the application of Action Learning (AL) communication methodology as described by Marquardt [2004. "Optimising the power of action learning". Mountain View, CA: Davies-Black Publishing]. The teams were Czech and international top management teams. The AL methodology was used to improve…

  1. Managing Your Team's Weakest Link.

    PubMed

    Hills, Laura

    2015-01-01

    Do you have a poor-performing employee on your medical practice team? If so, you're not alone. Unfortunately, this is a problem that many medical practice managers face. This article describes the best strategies for managing your team's weakest link. It explores common yet very difficult circumstances that cause low employee performance and that test the patience, heart, and skills of a practice manager. It guides readers through a process of self-discovery to determine whether their negative biases or grudges may be causing employees to perform poorly. It suggests several possible other reasons for weak employee performance, including problems with the job, practice, leadership, communication, and fit between the employee and the job. This article also suggests the best strategy for communicating concerns about performance to the weakest-link employee. It offers guidance to practice managers about protecting their time and energy when handling a poor performer. It provides a simple formula for calculating the cost of a low-performing employee, 10 possible personal reasons for the employee's poor work performance, specific questions to ask to uncover the reasons for poor performance, and an eight-rule strategy for confronting poor performance effectively. Finally, this article offers practice managers a practical strategy for handling resistance from their weakest link, illustrated with a sample dialogue.

  2. The Success and Failure of Positive Action To Mitigate the Effects of an All-Male Senior Management Team in a Secondary School.

    ERIC Educational Resources Information Center

    Coldron, John; Boulton, Pam

    1998-01-01

    Considers the effectiveness of an initiative in a British secondary school taken to mitigate the effects of an all-male senior management team. Draws a partial balance sheet of its successes and failures, especially as related to effects on female school staff, and to friction in dealing with traditional structures. (DSK)

  3. Putting the "Team" in the Fine Arts Team: An Application of Business Management Team Concepts

    ERIC Educational Resources Information Center

    Fisher, Ryan

    2007-01-01

    In this article, the author discusses current challenges to the idea of teamwork in fine arts teams, redefines the terms team and collaboration using a business management perspective, discusses the success of effective teams in the business world and the characteristics of those teams, and proposes the implementation of the business model of…

  4. Teaming from Three Perspectives: Interviews with Participatory Action Research Participants

    ERIC Educational Resources Information Center

    Cain, Judith

    2008-01-01

    Taking part in the autism spectrum disorder participatory action research (ASD PAR) project was a genuine team effort for the group of people supporting Rose, a primary school student with Asperger syndrome. The following excerpts are from interviews with some of Rose's team. This is a collaborative approach to telling the story of the team's…

  5. Building Action Research Teams: A Case of Struggles and Successes

    ERIC Educational Resources Information Center

    Du, Fengning

    2009-01-01

    Teaching teams can hold the promise of being an ideal vehicle in which collaborative action research is conducted. This case documents the mixed results of a team leader's efforts to improve teaching and introduce inquiry-based professional development through action research in a community college. This case paints a realistic and…

  6. Managing a Product Development Team

    NASA Technical Reports Server (NTRS)

    Lehtonen, Kenneth E.; Barrett, Larry

    2003-01-01

    Orbiting 380 miles above the earth, NASA s Hubble Space Telescope (HST) has returned a wealth of scientific data about our universe and galaxies beyond highlighted by spectacular images of the birth and death of stars, colliding galaxies, and other extra-worldly events. Despite its tremendous success for almost two decades, the HST ground support system experienced down-to-earth problems prior to the turn of the century, namely budgetary ones. To keep HST operating efficiently to 201 2 and beyond, the Vision 2000 project was conceived with the primary goal of substantially reducing the costs of operating and maintaining the spacecraft ground systems. Taking advantage of this atypical management opportunity, a set of Product Development Teams (PDTs) were established, whose charter was to re-engineer the ground system, and in doing so, reduce the remaining life-of-mission operating and maintenance costs, while providing improved reliability and increased capabilities.

  7. Beyond quality circles: self-managing teams.

    PubMed

    Sims, H P; Dean, J W

    1985-01-01

    A more extreme form of change than QCs, self-managing teams are informally estimated to have evolved in more than 200 U.S. plants. Indications are, however, that this is but the beginning--despite middle managers' fears that such teams will erode their power.

  8. The Management Team and Survival.

    ERIC Educational Resources Information Center

    Floratos, Nick; And Others

    1978-01-01

    The team administration model used in the Rio Linda School District is explained, including a definition of the concept, organizational structures, general operations, and problem solving strategies. (SJL)

  9. Working as a Learning Coach Team in Action Learning.

    ERIC Educational Resources Information Center

    O'Neil, Judy A.; Lamm, Sharon L.

    2000-01-01

    A team of learning coaches facilitated an action learning group in a public utility. The coaches' diversity raised interpersonal issues but added a wealth of perspectives and experience. Important components were team formation, a balance of program and individual needs, and group diversity. (SK)

  10. Final consolidated action plan to Tiger Team. Volume 2, Change 1

    SciTech Connect

    Not Available

    1993-04-01

    Two separate Tiger Team assessments were conducted at Sandia National Laboratories (SNL). The first was conducted at the California site in Livermore between April 30, 1990, and May 18, 1990. A second Tiger Team assessment was conducted at the New Mexico site in Albuquerque between April 15 and May 24, 1991. This report is volume two, change one. One purpose of this Action Plan is to provide a formal written response to each of the findings and/or concerns cited in the SNL Tiger Team assessment reports. A second purpose is to present actions planned to be conducted to eliminate deficiencies identified by the Tiger Teams. A third purpose is to consolidate (group) related findings and to identify priorities assigned to the planned actions for improved efficiency and enhanced management of the tasks. A fourth and final purpose is to merge the two original SNL Action Plans for the New Mexico [Ref. a] and California [Ref. b] sites into a single Action Plan as a major step toward managing all SNL ES&H activities more similarly. Included in this combined SNL Action Plan are descriptions of the actions to be taken by SNL to liminate all problems identified in the Tiger Teams` findings/concerns, as well as estimated costs and schedules for planned actions.

  11. Final consolidated action plan to Tiger Team. Volume 1, Change 1

    SciTech Connect

    Not Available

    1993-04-01

    Two separate Tiger Team assessments were conducted at Sandia National Laboratories (SNL). The first was conducted at the California site in Livermore between April 30, 1990, and May 18, 1990. A second Tiger team assessment was conducted at the New Mexico site in Albuquerque between April 15 and May 24, 1991. One purpose of this Action Plan is to provide a formal written response to each of the findings and/or concerns cited in the SNL Tiger Team assessment reports. A second purpose is to present actions planned to be conducted to eliminate deficiencies identified by the Tiger Teams. A third purpose is to consolidate (group) related findings and to identify priorities assigned to the planned actions for improved efficiency and enhanced management of the tasks. A fourth and final purpose is to merge the two original SNL Action Plans for the New Mexico and California sites into a single Action Plan as a major step toward managing all SNL ES&H activities more similarly. Included in this combined SNL Action Plan are descriptions of the actions to be taken by SNL to liminate all problems identified in the Tiger Teams` findings/concerns, as well as estimated costs and schedules for planned actions.

  12. A Data Scheduling and Management Infrastructure for the TEAM Network

    NASA Astrophysics Data System (ADS)

    Andelman, S.; Baru, C.; Chandra, S.; Fegraus, E.; Lin, K.; Unwin, R.

    2009-04-01

    The objective of the Tropical Ecology Assessment and Monitoring Network (www.teamnetwork.org) is "To generate real time data for monitoring long-term trends in tropical biodiversity through a global network of TEAM sites (i.e. field stations in tropical forests), providing an early warning system on the status of biodiversity to effectively guide conservation action". To achieve this, the TEAM Network operates by collecting data via standardized protocols at TEAM Sites. The standardized TEAM protocols include the Climate, Vegetation and Terrestrial Vertebrate Protocols. Some sites also implement additional protocols. There are currently 7 TEAM Sites with plans to grow the network to 15 by June 30, 2009 and 50 TEAM Sites by the end of 2010. Climate Protocol The Climate Protocol entails the collection of climate data via meteorological stations located at the TEAM Sites. This includes information such as precipitation, temperature, wind direction and strength and various solar radiation measurements. Vegetation Protocol The Vegetation Protocol collects standardized information on tropical forest trees and lianas. A TEAM Site will have between 6-9 1ha plots where trees and lianas larger than a pre-specified size are mapped, identified and measured. This results in each TEAM Site repeatedly measuring between 3000-5000 trees annually. Terrestrial Vertebrate Protocol The Terrestrial Vertebrate Protocol collects standardized information on mid-sized tropical forest fauna (i.e. birds and mammals). This information is collected via camera traps (i.e. digital cameras with motion sensors housed in weather proof casings). The images taken by the camera trap are reviewed to identify what species are captured in the image by the camera trap. The image and the interpretation of what is in the image are the data for the Terrestrial Vertebrate Protocol. The amount of data collected through the TEAM protocols provides a significant yet exciting IT challenge. The TEAM Network is

  13. Team Supervision of the Doctorate: Managing Roles, Relationships and Contradictions

    ERIC Educational Resources Information Center

    Watts, Jacqueline H.

    2010-01-01

    Working in teams is widely recognised as an important skill across a range of occupations and professions, with the teaching of teamwork now a feature of the higher education curriculum. The success of teamwork, however, depends to a large extent on the mediated management of complex variables such as individual conduct, collective action,…

  14. Functional Heterogeneity and Senior Management Team Effectiveness

    ERIC Educational Resources Information Center

    Benoliel, Pascale; Somech, Anit

    2016-01-01

    Purpose: There has been an increasing trend toward the creation of senior management teams (SMTs) which are characterized by a high degree of functional heterogeneity. Although such teams may create better linkages to information, along with the benefits of functional heterogeneity comes the potential for conflicts that stem from the value…

  15. Managing Communication within Virtual Intercultural Teams.

    ERIC Educational Resources Information Center

    Grosse, Christine Uber

    2002-01-01

    Suggests that business students need to be prepared to manage the communication of intercultural teams. Discusses strategies for success such as: developing a network of good relationships built on trust and understanding; showing respect for other cultures and languages; and understanding how diversity strengthens the team. (SG)

  16. Exploring Academics' Approaches to Managing Team Assessment

    ERIC Educational Resources Information Center

    Augar, Naomi; Woodley, Carolyn J.; Whitefield, Despina; Winchester, Maxwell

    2016-01-01

    Purpose: The purpose of this paper is to develop an understanding of academics' approaches to managing team assessment at an Australian University with a view to informing policy development and assessment design. Design/methodology/approach: The research was conducted using a single exploratory case study approach focussing on the team assessment…

  17. The Management Team in a Large City

    ERIC Educational Resources Information Center

    Ellis, John

    1977-01-01

    Describes the structure and operation of the management team program developed by the Columbus (Ohio) Public Schools. Available from: The Buckeye Association of School Administrators, 750 Brooksedge Blvd., Westerville, Ohio 43081; $8.00 annually. (JG)

  18. Final consolidated action plan to Tiger Team. Volume 1

    SciTech Connect

    Not Available

    1992-10-01

    This document is a compilation of different issues identified by the Tiger Teams at the several locations of the Sandia National Laboratory. In this volume there are findings/concerns and the resultant responses and planned actions for these issues. Also included are the schedules and costs for the planned actions.

  19. Panel management, team culture, and worklife experience.

    PubMed

    Willard-Grace, Rachel; Dubé, Kate; Hessler, Danielle; O'Brien, Bridget; Earnest, Gillian; Gupta, Reena; Shunk, Rebecca; Grumbach, Kevin

    2015-09-01

    Burnout and professional dissatisfaction are threats to the primary care workforce. We investigated the relationship between panel management capability, team culture, cynicism, and perceived "do-ability" of primary care among primary care providers (PCPs) and staff in primary care practices. We surveyed 326 PCPs and 142 staff members in 10 county-administered, 6 university-run, and 3 Veterans Affairs primary care clinics in a large urban area in 2013. Predictor variables included capability for performing panel management and perception of team culture. Outcome variables included 2 work experience measures--the Maslach Burnout Inventory cynicism scale and a 1-item measure of the "do-ability" of primary care this year compared with last year. Generalized Estimation Equation (GEE) models were used to account for clustering at the clinic level. Greater panel management capability and higher team culture were associated with lower cynicism among PCPs and staff and higher reported "do-ability" of primary care among PCPs. Panel management capability and team culture interacted to predict the 2 work experience outcomes. Among PCPs and staff reporting high team culture, there was little association between panel management capability and the outcomes, which were uniformly positive. However, there was a strong relationship between greater panel management capability and improved work experience outcomes for PCPs and staff reporting low team culture. Team-based processes of care such as panel management may be an important strategy to protect against cynicism and dissatisfaction in primary care, particularly in settings that are still working to improve their team culture.

  20. An Introduction to Team Risk Management. (Version 1.0)

    DTIC Science & Technology

    1994-05-01

    Team Risk Management defines the organizational structure and operational activities for managing risks throughout all phases of the life- cycle of a...program are participating team members. Through the adoption of team risk management , the government and contractor are provided with processes...introduces the team risk management approach for managing risks within a software-dependent development program.

  1. The Management Team: A Structure or a Commitment?

    ERIC Educational Resources Information Center

    Stegall, Hugh H.

    1980-01-01

    More important than the structure, formation or organizational plan of the school district's management team are the commitments of team members, particularly the superintendent and board members, to both the spirit and purposes of team management. (Author)

  2. Corrective Action Plan in response to the March 1992 Tiger Team Assessment of the Ames Laboratory

    SciTech Connect

    Not Available

    1992-11-20

    On March 5, 1992, a Department of Energy (DOE) Tiger Team completed an assessment of the Ames Laboratory, located in Ames, Iowa. The purpose of the assessment was to provide the Secretary of Energy with a report on the status and performance of Environment, Safety and Health (ES&H) programs at Ames Laboratory. Detailed findings of the assessment are presented in the report, DOE/EH-0237, Tiger Team Assessment of the Ames Laboratory. This document, the Ames Laboratory Corrective Action Plan (ALCAP), presents corrective actions to overcome deficiencies cited in the Tiger Team Assessment. The Tiger Team identified 53 Environmental findings, from which the Team derived four key findings. In the Safety and Health (S&H) area, 126 concerns were identified, eight of which were designated Category 11 (there were no Category I concerns). Seven key concerns were derived from the 126 concerns. The Management Subteam developed 19 findings which have been summarized in four key findings. The eight S&H Category 11 concerns identified in the Tiger Team Assessment were given prompt management attention. Actions to address these deficiencies have been described in individual corrective action plans, which were submitted to DOE Headquarters on March 20, 1992. The ALCAP includes actions described in this early response, as well as a long term strategy and framework for correcting all remaining deficiencies. Accordingly, the ALCAP presents the organizational structure, management systems, and specific responses that are being developed to implement corrective actions and to resolve root causes identified in the Tiger Team Assessment. The Chicago Field Office (CH), IowaState University (ISU), the Institute for Physical Research and Technology (IPRT), and Ames Laboratory prepared the ALCAP with input from the DOE Headquarters, Office of Energy Research (ER).

  3. Corrective Action Plan in response to the March 1992 Tiger Team Assessment of the Ames Laboratory

    SciTech Connect

    Not Available

    1992-11-20

    On March 5, 1992, a Department of Energy (DOE) Tiger Team completed an assessment of the Ames Laboratory, located in Ames, Iowa. The purpose of the assessment was to provide the Secretary of Energy with a report on the status and performance of Environment, Safety and Health (ES H) programs at Ames Laboratory. Detailed findings of the assessment are presented in the report, DOE/EH-0237, Tiger Team Assessment of the Ames Laboratory. This document, the Ames Laboratory Corrective Action Plan (ALCAP), presents corrective actions to overcome deficiencies cited in the Tiger Team Assessment. The Tiger Team identified 53 Environmental findings, from which the Team derived four key findings. In the Safety and Health (S H) area, 126 concerns were identified, eight of which were designated Category 11 (there were no Category I concerns). Seven key concerns were derived from the 126 concerns. The Management Subteam developed 19 findings which have been summarized in four key findings. The eight S H Category 11 concerns identified in the Tiger Team Assessment were given prompt management attention. Actions to address these deficiencies have been described in individual corrective action plans, which were submitted to DOE Headquarters on March 20, 1992. The ALCAP includes actions described in this early response, as well as a long term strategy and framework for correcting all remaining deficiencies. Accordingly, the ALCAP presents the organizational structure, management systems, and specific responses that are being developed to implement corrective actions and to resolve root causes identified in the Tiger Team Assessment. The Chicago Field Office (CH), IowaState University (ISU), the Institute for Physical Research and Technology (IPRT), and Ames Laboratory prepared the ALCAP with input from the DOE Headquarters, Office of Energy Research (ER).

  4. Transition manager is liaison between teams.

    PubMed

    2014-08-01

    At University of Utah Health Care, a transition case manager acts as a liaison between the outpatient care team at community clinics and the inpatient care team. The transition navigator works with case managers at the hospital and the clinics to make sure both have the information they need to coordinate care for the patient. The transition navigator visits patients in the hospital and works with the unit case manager to make sure the discharge plan will work. To further smooth transitions, the patients receive a one-page sheet that summarizes their discharge instructions, follow-up appointments, and medication regimen.

  5. TEAM.

    ERIC Educational Resources Information Center

    National Highway Traffic Safety Administration (DOT), Washington, DC.

    This document presents materials covering the television campaign against drunk driving called "TEAM" (Techniques for Effective Alcohol Management). It is noted that TEAM's purpose is to promote effective alcohol management in public facilities and other establishments that serve alcoholic beverages. TEAM sponsors are listed, including…

  6. Information requirements of self-managing teams

    SciTech Connect

    Van Aken, E.M.

    1992-12-31

    In response to the significant challenges organizations face today, many managers have put in place continuous improvement efforts to help the organization on enhance its competitive position. A key element of continuous improvement efforts is employee involvement, and one of the most complex, mature, and effective forms of employee involvement is self-managing teams. A self-managing team is a group of employees, usually eight to fifteen, which is responsible for planning, implementing, controlling, and improving work processes. There are many characteristics of self-managing teams which are discussed frequently in the literature and are common topics of seminars and workshops on SMTs, including the role of the first-line supervisor, the structure of teams, the training necessary, and the pay system for SMTs. However, one area which has not been as widely researched is the role of information - what types of information do self-managing teams need? This paper addresses this question. Results from a multiple case study research project focusing on the information requirements of SMTs are presented. Specifically, seven types of information SMTs need are identified, as well as general characteristics of the information system. By information system, I mean very broadly, the system (both formal and informal) which provides information of any kind to a self-managing team. The results of this research can be thought of as ``design features`` for an information system to support SMTs. Practicing managers can use these design features in two ways: they can design them into beginning SMT efforts; or, for SMTs already established, managers can compare them to the existing information system and adjust accordingly.

  7. Information requirements of self-managing teams

    SciTech Connect

    Van Aken, E.M.

    1992-01-01

    In response to the significant challenges organizations face today, many managers have put in place continuous improvement efforts to help the organization on enhance its competitive position. A key element of continuous improvement efforts is employee involvement, and one of the most complex, mature, and effective forms of employee involvement is self-managing teams. A self-managing team is a group of employees, usually eight to fifteen, which is responsible for planning, implementing, controlling, and improving work processes. There are many characteristics of self-managing teams which are discussed frequently in the literature and are common topics of seminars and workshops on SMTs, including the role of the first-line supervisor, the structure of teams, the training necessary, and the pay system for SMTs. However, one area which has not been as widely researched is the role of information - what types of information do self-managing teams need This paper addresses this question. Results from a multiple case study research project focusing on the information requirements of SMTs are presented. Specifically, seven types of information SMTs need are identified, as well as general characteristics of the information system. By information system, I mean very broadly, the system (both formal and informal) which provides information of any kind to a self-managing team. The results of this research can be thought of as design features'' for an information system to support SMTs. Practicing managers can use these design features in two ways: they can design them into beginning SMT efforts; or, for SMTs already established, managers can compare them to the existing information system and adjust accordingly.

  8. Managing Resource Teams in the Hellenic Navy

    DTIC Science & Technology

    2011-12-01

    Safety and health 48 Improved union-management relations 47 Quality of products and services 70 Customer service 67 Worker...organizational processes and quality of products and services when compared to organizations where teams were infrequently used. Possessing the ability...e.g., new roles, change in cohesion); team performance (quantity and quality of products and services, as well as time, errors, cost and overall

  9. Action Research to Improve Collaboration among Student Support Services Teams

    ERIC Educational Resources Information Center

    Salm, Twyla

    2014-01-01

    This study explores action research as a professional development strategy to improve interprofessional collaboration in a school division team focused on supporting students with a variety of learning and behavioural needs. Occupational therapists, speech and language pathologists, a psychologist, and a social worker worked together to learn more…

  10. Tension, Risk and Conflict: Action-Learning Journeys with Four Public-Sector Partnership Teams

    ERIC Educational Resources Information Center

    Willis, Martin

    2012-01-01

    This paper examines the learning gained from facilitating four action-learning sets whose members were drawn from management teams of local authority, health, education and police, working in partnership. Facilitation posed a series of difficult choices which impacted on personal and organizational dynamics within and between the partnership…

  11. Final Action Plan to Tiger Team. Environmental, safety and health assessment

    SciTech Connect

    Not Available

    1992-02-28

    This document presents planned actions, and their associated costs, for addressing the findings in the Environmental, Safety and Health Tiger Team Assessment of the Sandia National Laboratories, Albuquerque, May 1991, hereafter called the Assessment. This Final Action Plan should be read in conjunction with the Assessment to ensure full understanding of the findings addressed herein. The Assessment presented 353 findings in four general categories: (1)Environmental (82 findings); (2) Safety and Health (243 findings); (3) Management and Organization (18 findings); and (4) Self-Assessment (10 findings). Additionally, 436 noncompliance items with Occupational Safety and Health Administration (OSHA) standards were addressed during and immediately after the Tiger Team visit.

  12. STS-121: Discovery Mission Management Team Briefing

    NASA Technical Reports Server (NTRS)

    2006-01-01

    The briefing opened with Bruce Buckingham (NASA Public Affairs) introducing John Shannon (Chairman, Mission Management Team, JSC), John Chapman (External Tank Project Manager), Mike Leinbach (Shuttle Launch Director), and 1st Lt. Kaleb Nordgren (USAF 45th Weather Squadron). John Shannon reported that the team for hydrogen loading was proceeding well and the external tank detanking was completed. During detanking the inspection team cracked foam caused by condensation and ice formation as the tank expanded and contracted. Aerothermal analysis and analysis fro ice formation will be completed before launch. John Chapman explained the mechanics of the external tank design, the foam cracking, bracket design, etc. Mike Leinbach discussed the inspection teams and their inspection final inspection for ice formation before and after external tank filling. The inspection team of eight very experienced personnel also use telescopes with cameras to find any problems before launch. Kaleb Nordgren discussed weather and said there was a 40% chance of weather prohibiting launch. The floor was the opened for questions from the press.

  13. Self-Managed Work Teams in Nursing Homes: Implementing and Empowering Nurse Aide Teams

    ERIC Educational Resources Information Center

    Yeatts, Dale E.; Cready, Cynthia; Ray, Beth; DeWitt, Amy; Queen, Courtney

    2004-01-01

    Purpose: This article describes the progress of our study to examine the advantages and costs of using self-managed nurse aide teams in nursing homes, steps that are being taken to implement such teams, and management strategies being used to manage the teams. Design and Methods: A quasi-experimental design is underway where certified nurse aide…

  14. Reducing Teenage Binge Drinking and Drunk Driving on the Reservation: The Pikanii Action Team

    ERIC Educational Resources Information Center

    Still Smoking, Dorothy; Bull Shoe, Debbie Whitegrass

    2012-01-01

    The Pikanii Action Team project addressed the issues of teenage drinking and drunk driving on the Blackfeet Reservation. Basing their actions on locally-generated research, the Pikanii Action Team conducted a series of activities and initiatives to promote public awareness and action related to high-risk activities related to drinking. The team's…

  15. Dr. von Braun With Management Team

    NASA Technical Reports Server (NTRS)

    1961-01-01

    Dr. von Braun is shown in this photograph, which was probably taken in the early 1960s, with members of his management team. Pictured from left to right are, Werner Kuers, Director of the Manufacturing Engineering Division; Dr. Walter Haeussermarn, Director of the Astrionics Division; Dr. William Mrazek, Propulsion and Vehicle Engineering Division; Dr. von Braun; Dieter Grau, Director of the Quality Assurance Division; Dr. Oswald Lange, Director of the Saturn Systems Office; and Erich Neubert , Associate Deputy Director for Research and Development.

  16. How to manage your negotiating team.

    PubMed

    Brett, Jeanne M; Friedman, Ray; Behfar, Kristin

    2009-09-01

    You are leading a negotiating team for your company. When you sit down with the other party, someone on your side of the table blurts out: "Just tell us--what do we need to do to get more of your business?" And in that moment, you know you've lost the upper hand. Gaffes like this are more common than most businesspeople would care to admit, management professors Brett, Friedman, and Behfar have found in their research. Even though team members are all technically on the same side, they often have different priorities and imagine different ideal outcomes: Business development just wants to close the deal. Finance is most concerned about costs. Legal is focused on patents and intellectual property. The authors recommend taking four steps, either singly or in tandem, to align those goals: Map out each person's priorities, work out conflicts directly with departments, employ a mediator if that doesn't work, and use data to resolve differences. Once you are all on the same page, you can take steps to make sure everyone is coordinated during the negotiations themselves. Try simulating the negotiation beforehand, assigning roles to team members that take advantage of their strengths, and establishing the signals you will use to communicate with one another during the session. The payoff from working as a cohesive group is clear. With access to greater expertise and the ability to assign members to specialized roles, teams can implement more-complex strategies than a sole negotiator could ever pull off.

  17. Curriculum Management: "Driving the School Management Team Frantic"

    ERIC Educational Resources Information Center

    Lumadi, M. W.

    2012-01-01

    This study explores factors which have a negative impact, on the role of the School Management Team (SMT) that serves as the fulcrum of the curriculum management process. The SMT is compelled to execute its responsibilities in an efficient and effective manner thus keeping a delicate balance between the often-conflicting pressures from parents,…

  18. Talent Management: Emphasis on Action

    ERIC Educational Resources Information Center

    Butterfield, Barbara

    2008-01-01

    Recent discussions among HR practitioners in higher education have focused on talent management; specifically, the concept of developing a college or university talent management approach balanced between planning and action. Talent management as a planning tool looks very similar to workforce planning, but where HR will experience a real…

  19. Problem Solving Teams in a Total Quality Management Environment.

    ERIC Educational Resources Information Center

    Towler, Constance F.

    1993-01-01

    Outlines the problem-solving team training process used at Harvard University (Massachusetts), including the size and formation of teams, roles, and time commitment. Components of the process are explained, including introduction to Total Quality Management (TQM), customer satisfaction, meeting management, Parker Team Player Survey, interactive…

  20. The Role of the Facilitator on Total Quality Management Teams.

    ERIC Educational Resources Information Center

    Eakin, William L.

    1993-01-01

    As Total Quality Management teams work to improve organizational processes, several types of facilitators emerge: the director, the workhorse, and the cheerleader. Experience at the University of Kansas illustrates how different facilitator styles can affect team learning. (MSE)

  1. Conflict Management: Action Research.

    ERIC Educational Resources Information Center

    Kammerer, Ann

    This study examined the use of Conflict Managers, a program teaching students communication skills and the ways to apply these skills to resolve their own conflicts. Participating were 33 fourth and fifth graders from middle class families and with varying academic abilities. Of the participants, 23 were Caucasian, 4 Asian-American, 1…

  2. Mental efficacy and physical efficacy at the team level: inputs and outcomes among newly formed action teams.

    PubMed

    Hirschfeld, Robert R; Bernerth, Jeremy B

    2008-11-01

    The authors demarcated mental efficacy and physical efficacy at the team level, and they explored these 2 factors as outcomes of 4 potential inputs and as predictors of 3 outcomes among 110 newly formed action teams in a military setting. Both types of team efficacy benefited from greater team size and an initial experience of enactive mastery, but they were not influenced by teams' female representation or knowledge pool. In terms of predictive contributions, both mental and physical efficacy facilitated internal social cohesion, yet only mental efficacy promoted problem solving and observed teamwork effectiveness.

  3. Oak Ridge National Laboratory Corrective Action Plan in response to Tiger Team assessment

    SciTech Connect

    Kuliasha, Michael A.

    1991-08-23

    This report presents a complete response to the Tiger Team assessment that was conducted to Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 2, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root cause of the findings identified during the assessment. This report is concerned with reactors safety and health findings, responses, and planned actions. Specific areas include: organization and administration; quality verification; operations; maintenance; training and certification; auxiliary systems; emergency preparedness; technical support; nuclear criticality safety; security/safety interface; experimental activities; site/facility safety review; radiological protection; personnel protection; fire protection; management findings, responses, and planned actions; self-assessment findings, responses, and planned actions; and summary of planned actions, schedules, and costs.

  4. Disabling Conditions: Investigating Instructional Leadership Teams in Action

    ERIC Educational Resources Information Center

    Weiner, Jennie Miles

    2014-01-01

    This study investigated why and how principals selected members for their instructional leadership team (ILT) and how this selection criteria and process may have impacted team members' understandings of, and behaviors on, the team. Qualitative methods, specifically interviews and observations, were used to explore team members'…

  5. The effect of action recognition and robot awareness in cooperative robot teams

    SciTech Connect

    Parker, L.E.

    1995-03-01

    Previous research in cooperative robotics has investigated several possible ways of coordinating the actions of cooperative teams -- from implicit cooperation through sensory feedback to explicit cooperation using the exchange of communicated messages. These various approaches differ in the extent to which robot team members arc aware of, or recognize, the actions of their teammates, and the extent to which they use this information to effect their own actions. The research described in this paper investigates this issue of robot awareness of team member actions and its effect on cooperative team performance by examining the results of a series of experiments on teams of physical mobile robots performing a laboratory version of hazardous waste cleanup. In these experiments. we vary the team size (and thus the level of redundancy in team member capabilities) and the level of awareness robots have of their teammates` current actions and evaluate the team`s performance using two metrics: time and energy. The results indicate that the impact of action awareness on cooperative team performance is a function not only of team size and the metric of evaluation. but also on the degree to which the effects of actions can be sensed through the world, the relative amount of work that is available per robot, and the cost of replicated actions. From these empirical studies, we propose a number of principles regarding the use of action recognition and robot awareness of team member actions in cooperative teams -- principles which will help guide engineers in the design and composition of the proper cooperative team for a given robotic mission.

  6. Managing Team Learning in a Spanish Commercial Bank

    ERIC Educational Resources Information Center

    Doving, Erik; Martin-Rubio, Irene

    2013-01-01

    Purpose: The purpose of this paper is to analyze how team management affects team-learning activities. Design/methodology/approach: The authors empirically study 68 teams as they operate in the natural business context of a major Spanish bank. Quantitative research utilizing multiple regression analyses is used to test hypotheses. Findings: The…

  7. Managing Intercultural Teams: The eOrganization Exercise

    ERIC Educational Resources Information Center

    Humes, Michelle; Reilly, Anne H.

    2008-01-01

    In today's global environment, intercultural teams may become the most effective teams in an organization when their diversity is managed as an asset. However, because of miscommunication and conflict, intercultural teams often become dysfunctional. This experiential group exercise demonstrates how cultural dimensions such as individualism and…

  8. The myth of the top management team.

    PubMed

    Katzenbach, J R

    1997-01-01

    Companies all across the economic spectrum are making use of teams. They go by a variety of names and can be found at all levels. In fact, you are likely to find the group at the very top of an organization professing to be a team. But even in the best of companies, a so-called top team seldom functions as a real team. Real teams must follow a well-defined discipline to achieve their performance potential. And performance is the key issue--not the fostering of "team values" such as empowerment, sensitivity, or involvement. In recent years, the focus on performance was lost in many companies. Even today, CEOs and senior executives often see few gains in performance from their attempts to become more teamlike. Nevertheless, a team effort at the top can be essential to capturing the highest performance results possible--when the conditions are right. Good leadership requires differentiating between team and nonteam opportunities, and then acting accordingly. Three litmus tests must be passed for a team at the top to be effective. First, the team must shape collective work-products--these are tangible performance results that the group can achieve working together that surpass what the team members could have achieved working on their own. Second, the leadership role must shift, depending on the task at hand. And third, the team's members must be mutually accountable for the group's results. When these criteria can be met, senior executives should come together to achieve real team performance. When the criteria cannot be met, they should rely on the individual leadership skills that they have honed over the years.

  9. Self-Managed Career Services: A Team Approach.

    ERIC Educational Resources Information Center

    Nonnamaker, John; Hagenbaugh, Stacie; Grote, Ann DiMeola; Denon, Gregory; Jessup, Kara

    2001-01-01

    Taking a lead from corporate culture, many colleges and universities are experimenting with the self-managed team model, an alternative to traditional hierarchical structures. This article discusses Boston's Emerson College career services staff's experience with becoming a self-managed team. They were able to improve service delivery, reduce…

  10. The Perspective of Women Managing Research Teams in Social Sciences

    ERIC Educational Resources Information Center

    Tomas, Marina; Castro, Diego

    2013-01-01

    This article presents a research study that focuses on how women manage research teams. More specifically, the study aims to ascertain the perception of female researchers who are leaders of research groups in social sciences with regard to the formation, operation and management of their research teams. Fifteen interviews were carried out, eight…

  11. Using Action Research Interventions to Improve the Effectiveness of an Executive Team

    ERIC Educational Resources Information Center

    McCarty, Timothy

    2010-01-01

    Purpose: The purpose of this study was to conduct an in-depth investigation of an executive team, to determine which internal and external factors impacted the team and to determine in what ways action research interventions improved the team's effectiveness. Methodology: The subjects in this study were seven members of a school district…

  12. Management Guidelines for Database Developers' Teams in Software Development Projects

    NASA Astrophysics Data System (ADS)

    Rusu, Lazar; Lin, Yifeng; Hodosi, Georg

    Worldwide job market for database developers (DBDs) is continually increasing in last several years. In some companies, DBDs are organized as a special team (DBDs team) to support other projects and roles. As a new role, the DBDs team is facing a major problem that there are not any management guidelines for them. The team manager does not know which kinds of tasks should be assigned to this team and what practices should be used during DBDs work. Therefore in this paper we have developed a set of management guidelines, which includes 8 fundamental tasks and 17 practices from software development process, by using two methodologies Capability Maturity Model (CMM) and agile software development in particular Scrum in order to improve the DBDs team work. Moreover the management guidelines developed here has been complemented with practices from authors' experience in this area and has been evaluated in the case of a software company. The management guidelines for DBD teams presented in this paper could be very usefully for other companies too that are using a DBDs team and could contribute towards an increase of the efficiency of these teams in their work on software development projects.

  13. A commentary on the pluralistic goals, logics of action, and institutional contexts of translational team science.

    PubMed

    Winter, Susan J; Berente, Nicholas

    2012-12-01

    Teams have emerged as a pivotal form for organizing science efforts. Team goals and issues such as goal alignment are generally considered to be essential to team success. However, given the interdisciplinary and pluralistic goals associated with translational science, team goals become a challenging area for studies that cannot be reconciled without attention to the broader institutional contexts of translational teams. In this commentary, we draw attention to how different goals in team science can be rooted in the broader institutional context and associated logics of action. For the science of team science (SciTS) to impact practice, it is imperative that we be clear about the logic of team goals and their relation to preferred patterns of organizing. We conclude with a reflection on how contextual issues should be at the foreground of SciTS along with the other important issues of team science.

  14. Supporting Educational Management through Action Research.

    ERIC Educational Resources Information Center

    McPherson, Maggie; Nunes, Jose Miguel Baptista

    2002-01-01

    Presents the Educational Management Action Research model, which is intended to support action research into issues relating to the management of distance learning programs. Describes its successful use in a particular information technology course. (EV)

  15. Management team learning orientation and business unit performance.

    PubMed

    Bunderson, J Stuart; Sutcliffe, Kathleen M

    2003-06-01

    Although research has suggested that teams can differ in the extent to which they encourage proactive learning and competence development among their members (a team learning orientation), the performance consequences of these differences are not well understood. Drawing from research on goal orientation and team learning, this article suggests that, although a team learning orientation can encourage adaptive behaviors that lead to improved performance, it is also possible for teams to compromise performance in the near term by overemphasizing learning, particularly when they have been performing well. A test of this proposition in a sample of business unit management teams provides strong support. The results confirm that an appropriate emphasis on learning can have positive consequences for team effectiveness.

  16. How should a scientific team be effectively formed and managed.

    PubMed

    Isohanni, Matti; Isohanni, Irene; Veijola, Juha

    2002-01-01

    In the research process, hypotheses, observations and raw data are systematically transformed into new knowledge and scientific rules. People and human input are essential features of the research; the intellectual process performed by the individual scientists and their team. Unplanned administration and human conflicts are the major causes of unsuccessful research. In this article, some essential organizational and psychological aspects of the scientific team are described and discussed. In addition, practical guidelines on forming, working and managing a research team are presented.

  17. Building an exceptional imaging management team: from theory to practice.

    PubMed

    Hogan, Laurie

    2010-01-01

    Building a strong, cohesive, and talented managerial team is a critical endeavor for imaging administrators, as the job will be enhanced if supported by a group of high-performing, well-developed managers. For the purposes of this article, leadership and management are discussed as two separate, yet equally important, components of an imaging administrator's role. The difference between the two is defined as: leadership relates to people, management relates to process. There are abundant leadership and management theories that can help imaging administrators develop managers and ultimately build a better team. Administrators who apply these theories in practical and meaningful ways will improve their teams' leadership and management aptitude. Imaging administrators will find it rewarding to coach and develop managers and witness transformations that result from improved leadership and management abilities.

  18. No More Heroes: Entrepreneurial Learning in the SME Management Team

    ERIC Educational Resources Information Center

    Mckeown, Ian

    2010-01-01

    Entrepreneurship is increasingly viewed as a plural rather than singular endeavour. This paper develops a conceptual framework of team-based entrepreneurial learning, challenging the myth of the entrepreneurial "Lone Ranger" and revealing the significance of power structures in the SME management team in mediating what is and is not learnt.…

  19. Let the Team Take the Strain: Lessons from Research into Senior Management Teams in Secondary Schools.

    ERIC Educational Resources Information Center

    Hall, Valerie; Wallace, Mike

    1996-01-01

    Examines implications for teamwork and school management, based on findings from a two-year study of senior management teams in British secondary schools. Discusses valuable lessons about teamwork's strains and gains, using a dual theoretical perspective encompassing both power and culture. Shows how the conflict between hierarchy and equal…

  20. The Climate/Team Effectiveness Survey: Another Tool for the Program Management Office Team

    DTIC Science & Technology

    2013-04-01

    identifying any potential areas that may require leadership focus. Inspired by the May-June 2010 Defense AT&L magazine article , “Determining Your...260’s Executive Leadership Team [ ELT ], I found the anonymity to provide my candid and unedited opinions and recommenda- tions liberating.” After the...the NAVAIRSYSCOM community. The results were out-briefed by the DAU Mid-Atlantic team to the entire PMA-260 ELT , allowing key managers to ask

  1. How Action Research Can Put Teachers and Parents on the Same Team.

    ERIC Educational Resources Information Center

    Thompson, Scott

    1996-01-01

    Parent-teacher action research (PTAR) empowers both groups to define their own problems and collaborate on solutions. Schools with PTAR teams have developed mutually respectful working relationships that can positively influence children's learning. (SK)

  2. After Action Review Tools For Team Training with Chat Communications

    DTIC Science & Technology

    2009-11-01

    Tools For Team Training with Chat Communications Dr. Sowmya Ramachandran, Randy Jensen, Oscar Bascara, Dr. Tamitha Carpenter Stottler Henke...networked digital communications proliferate in military operational command and control, chat messaging is emerging as a preferred communications ...incorporate techniques to associate and analyze chat room content to determine effectiveness of the communications . Chat room logs provide a rich source of

  3. Embedded Strengths Team: Resurrecting, Redesigning, Redeploying Combined Action Platoons

    DTIC Science & Technology

    2007-03-12

    Squirrel, which represent the diversity of characteristics needed for an effective team. Each animal represents a different strength. Hares are the...Navy uniform. The Navy Chaplain has the unique ability to act as a sort of chameleon , transitioning effectively among ingrained cultures and...cultural intelligence is required. As previously noted, Chaplains’ chameleon characteristics are 13 critical. The superficial orientation to new

  4. Development management model of elite athletes in team sports games.

    PubMed

    Trninić, Marko; Trninić, Slavko; Papić, Vladan

    2009-06-01

    The scientific and expert approach to defining a model of managing the development of top-level athletes in team sports games is oriented toward the challenging values that mark a certain position and role in a team sports game. A hypothetical dynamic model of development management of top-level athletes in team sports games, which explicitly shows the order of procedures in the process of multidimensional development of athletes using the concepts of the dynamic systems theory has been suggested. The hypothetical model of management shows that the athlete's development is primarily under the influence of genetic potential, sports preparation process and the competition format, as well as the management of their lifestyle. In the process, the athlete's development is seen as a dynamic and plastic process under the influence of selective procedures and training programs that enable a continuous change in the level of the athlete's performance and sports preparation process.

  5. Top Management Team Characteristics and Innovation in Nursing Homes.

    ERIC Educational Resources Information Center

    Castle, Nicholas G.; Banaszak-Holl, Jane

    1997-01-01

    Examines how demographic characteristics of the top management team in 236 nursing homes can affect the adoption of innovations. Results indicate that managers of non-chain nursing homes showed a greater association between demographic factors and innovation. Job tenure, educational background, and professional involvement were important…

  6. How management teams can have a good fight.

    PubMed

    Eisenhardt, K M; Kahwajy, J L; Bourgeois, L J

    1997-01-01

    Top-level managers know that conflict over issues is natural and even necessary. Management teams that challenge one another's thinking develop a more complete understanding of their choices, create a richer range of options, and make better decisions. But the challenge--familiar to anyone who has ever been part of a management team--is to keep constructive conflict over issues from degenerating into interpersonal conflict. From their research on the interplay of conflict, politics, and speed in the decision--making process of management teams, the authors have distilled a set of six tactics characteristic of high-performing teams: They work with more, rather than less, information. They develop multiple alternatives to enrich debate. The establish common goals. They make an effort to inject humor into the workplace. They maintain a balanced corporate power structure. They resolve issues without forcing a consensus. These tactics work because they keep conflict focused on issues; foster collaborative, rather than competitive, relations among team members; and create a sense of fairness in the decision-making process. Without conflict, groups lose their effectiveness. Managers often become withdrawn and only superficially harmonious. The alternative to conflict is not usually agreement but rather apathy and disengagement, which open the doors to a primary cause of major corporate debacles: groupthink.

  7. The Case Management Team: Building Community Connections.

    ERIC Educational Resources Information Center

    Lippert, Toni

    This guidebook presents ideas about how families and case managers can use case management to increase the integration of people with developmental disabilities into their communities, and how public officials and advocates can promote the trend toward community integration. The guide advocates implementation of the integration philosophy, which…

  8. Managing Conflict in School Teams: The Impact of Task and Goal Interdependence on Conflict Management and Team Effectiveness

    ERIC Educational Resources Information Center

    Somech, Anit

    2008-01-01

    Purpose: Although conflict has traditionally been considered destructive, recent studies have indicated that conflict management can contribute to effective teamwork. The present study explores conflict management as a team phenomenon in schools. The author examined how the contextual variables (task interdependence, goal interdependence) are…

  9. Developing Results-Based Leadership Attributes and Team Cohesiveness through Action Learning

    ERIC Educational Resources Information Center

    Troupe, David

    2010-01-01

    Those who develop leaders in manufacturing settings have little data that describe the usefulness of action learning as a method of developing leaders' abilities to improve results-based leadership attributes or perceptions about their team's cohesiveness. The two purposes of this study were to evaluate an action learning program with regards to…

  10. Exploring the Experiences of Faculty-Led Teams in Conducting Action Research

    ERIC Educational Resources Information Center

    Zhang, Qi; Amundsen, Cheryl

    2015-01-01

    Action research has been suggested as a useful way to support university faculty to improve teaching and learning. However, there seems to be little knowledge about how faculty (and those who work with them) experience the process of doing action research. In order to explore team members' in-depth experience about what they learned and how they…

  11. Reforming and Assessing Undergraduate Science Instruction Using Collaborative Action-Based Research Teams.

    ERIC Educational Resources Information Center

    Krockover, Gerald H.; Shepardson, Daniel P.; Adams, Paul E.; Eichinger, David; Nakhleh, Mary

    2002-01-01

    Describes a reform effort for the undergraduate curriculum utilizing action-based research teams that developed, implemented, and assessed constructivist approaches to teaching undergraduate science content. Results indicate that the collaborative action-based research process was effective in contributing to the reform of undergraduate teaching.…

  12. The effect of multidisciplinary team care on cancer management.

    PubMed

    Abdulrahman, Ganiy Opeyemi

    2011-01-01

    Over the past 15 years, the multidisciplinary team management of many medical conditions especially cancers has increasingly taken a prominent role in patient management in many hospitals and medical centres in the developed countries. In the United Kingdom, it began to gain prominence following the Calman-Heine report in 1995 which suggested that each Cancer Unit in a hospital should have in place arrangements for non-surgical oncological input into services, with a role for a non-surgical oncologist. The report further suggested that a lead clinician with a well established interest in cancer care should be appointed to organise and coordinate the whole range of cancer services provided within the Cancer Unit. Many people have argued that the multidisciplinary team management of patients has resulted in better care and improved survival. However, there are barriers to the optimal effectiveness of the multidisciplinary team. This paper aims to review various studies on the effectiveness of the multidisciplinary team in the management of cancer patients and also discuss some of the barriers to the multidisciplinary team.

  13. Evaluation of team-doctor actions during football games in Japanese professional football.

    PubMed

    Takahashi, Masaaki; Fukuoka, Shigeo; Nagano, Akira

    2009-11-01

    There have been many studies on football (soccer) match injuries both in national leagues and international tournaments, including the World Cup. However, no previous study on the number and types of actions taken by a team-doctor during a football season has been investigated. The aim of this study is to investigate what actions and how much a team doctor acts during professional football matches in a typical season of the Japanese professional football league (J-League). Injuries were prospectively recorded by team doctors with a Japanese professional league club during the 2004 season. Data recorded by the attending doctor after each match included information relating to the injury, time of occurrence and actions taken by the doctor in response to the injuries. The activity of the doctor was graded into 6 categories (grade A to F). During the 42 official matches held throughout the 2004 season, a total of 67 doctor-actions were taken. The overall doctor-action frequency rate (DAFR) was 1.6 actions per match. This study demonstrated how the team doctor acts during an average football match, and provides some useful information for team-doctors who attend football matches.

  14. Oak Ridge National Laboratory Corrective Action Plan in response to Tiger Team assessment

    SciTech Connect

    Kuliasha, Michael A.

    1991-08-23

    This report presents a complete response to the Tiger Team assessment that was conducted at Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 22, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root causes of the findings identified during the assessment. The action plan has benefited from a complete review by various offices at DOE Headquarters as well as review by the Tiger Team that conducted the assessment to ensure that the described actions are responsive to the observed problems.

  15. Building the chronic kidney disease management team.

    PubMed

    Spry, Leslie

    2008-01-01

    The need to be efficient and the demands for performance-based service are changing how nephrologists deliver care. Chronic kidney disease (CKD) occurs in patients with complex medical and social problems. CKD management requires that multidisciplinary professionals provide patient education, disease management, and psychosocial support. To remain cost-efficient, many physicians are training and supervising midlevel practitioners in the delivery of specialized health care. Specialized care that meets present CKD patient needs is best delivered in a CKD clinic. Three models of CKD clinic are identified: (1) anemia management CKD clinic, (2) the basic CKD clinic, and (3) the comprehensive CKD clinic. Each clinic model is based on critical elements of staffing, billable services, and patient-focused health care. Billable services are anemia-management services, physician services that may be provided by midlevel practitioners, and medical nutrition therapy. In some cases, social worker services may be billable. Building a patient-focused clinic that offers CKD management requires planning, familiarity with federal regulations and statutes, and skillful practitioners. Making services cost-efficient and outcome oriented requires careful physician leadership, talented midlevel practitioners, and billing professionals who understand the goals of the CKD clinic. As Medicare payment reforms evolve, a well-organized CKD program can be well poised to meet the requirements of payers and congressional mandates for performance-based purchasing.

  16. Culturally diverse management teams. Mercy International sponsors project on Guam.

    PubMed

    White, K R

    1995-06-01

    In 1989 Mercy International Health Services (MIHS) sent a team of advisers to help upgrade the skills of the managers of Guam Memorial Hospital. Their experience offers lessons for U.S. healthcare organizations as they become culturally diverse. The hospital had a number of problems, including high management turnover, troubles with financial resources, political interference, and a building that did not meet codes. The advisers also planned to prepare the hospital for an accreditation survey by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO). MIHS, which has a growing presence in the Pacific, does not take charge of healthcare organizations. Instead, it trains local persons to assume leadership roles. At Guam Memorial Hospital, the MIHS advisers spent their first year assessing the organization and the various cultures represented on its staff. Then the advisers devoted three years to coaching and mentoring their Guamanian counterparts. The advisers learned that the hospital had basically been run by one person. It had no management team, either formal or informal. The advisers began their coaching by forming a management team in the dietary department. When the rest of the hospital staff saw that team perform successfully, they became willing to join similar teams themselves. Guam Memorial Hospital had changed by the time the MIHS advisers left the island in 1993. It has not yet been accredited, but it does have management teams working to meet JCAHO standards. The hospital also has in place a continuous quality improvement system, with more than three years of documentation. And the hospital building now conforms to codes.

  17. Oak Ridge National Laboratory Corrective Action Plan in response to Tiger Team assessment. Volume 2, Revision 5

    SciTech Connect

    Kuliasha, Michael A.

    1991-08-23

    This report presents a complete response to the Tiger Team assessment that was conducted to Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 2, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root cause of the findings identified during the assessment. This report is concerned with reactors safety and health findings, responses, and planned actions. Specific areas include: organization and administration; quality verification; operations; maintenance; training and certification; auxiliary systems; emergency preparedness; technical support; nuclear criticality safety; security/safety interface; experimental activities; site/facility safety review; radiological protection; personnel protection; fire protection; management findings, responses, and planned actions; self-assessment findings, responses, and planned actions; and summary of planned actions, schedules, and costs.

  18. 7 CFR 4290.360 - Initial review of Applicant's management team's qualifications.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 7 Agriculture 15 2010-01-01 2010-01-01 false Initial review of Applicant's management team's...'s management team's qualifications. The Secretary will review the information submitted by the Applicant concerning the qualifications of the Applicant's management team to determine in his or her...

  19. [Care management: nurses' actions in a hospital emergency service].

    PubMed

    dos Santos, José Luís Guedes; Lima, Maria Alice Dias da Silva

    2011-12-01

    This study aimed to analyze care management actions performed by nurses in a hospital emergency service. This is a qualiative research of the case study type, carried out with nurses from the Emergency Service of a University Hospital in southern Brazil. The data were collected through participant observation and semi-structured interviews, and analyzed using thematic analysis. The results show nurses' actions in care planning, forecasting and provisioning of resources, supervision, leadership and training of the nursing team. In care planning, there is the execution of the nursing process and the control of the realization of laboratory and radiological tests. The actions of forecasting and provisioning of resources were: elaboration of the monthly schedule of employees, daily distribution of the staff and the management of material resources. Leadership encourages the planning of care, the coordination of the nursing staff and the delegation of activities.

  20. Report of the Space Shuttle Management Independent Review Team

    NASA Technical Reports Server (NTRS)

    1995-01-01

    At the request of the NASA Administrator a team was formed to review the Space Shuttle Program and propose a new management system that could significantly reduce operating costs. Composed of a group of people with broad and extensive experience in spaceflight and related areas, the team received briefings from the NASA organizations and most of the supporting contractors involved in the Shuttle Program. In addition, a number of chief executives from the supporting contractors provided advice and suggestions. The team found that the present management system has functioned reasonably well despite its diffuse structure. The team also determined that the shuttle has become a mature and reliable system, and--in terms of a manned rocket-propelled space launch system--is about as safe as today's technology will provide. In addition, NASA has reduced shuttle operating costs by about 25 percent over the past 3 years. The program, however, remains in a quasi-development mode and yearly costs remain higher than required. Given the current NASA-contractor structure and incentives, it is difficult to establish cost reduction as a primary goal and implement changes to achieve efficiencies. As a result, the team sought to create a management structure and associated environment that enables and motivates the Program to further reduce operational costs. Accordingly, the review team concluded that the NASA Space Shuttle Program should (1) establish a clear set of program goals, placing a greater emphasis on cost-efficient operations and user-friendly payload integration; (2) redefine the management structure, separating development and operations and disengaging NASA from the daily operation of the space shuttle; and (3) provide the necessary environment and conditions within the program to pursue these goals.

  1. Team Management: Quick Relief from the Minor Aches and Pains of School Business Management.

    ERIC Educational Resources Information Center

    Stevens, Kenneth R.; Pellicer, Leonard O.

    1984-01-01

    The use of the management team approach by school business officials will result in increased operational efficiency, greater accountability, better decisions, less crisis management, reduced stress, and increased job satisfaction. (MLF)

  2. Exploring the concept of a team approach to wound care: MANAGING WOUNDS AS A TEAM.

    PubMed

    2014-05-01

    Background The growing prevalence and incidence of nonhealing acute and chronic wounds is a worrying concern. A major challenge is the lack of united services aimed at addressing the complex needs of individuals with wounds. However, the WHO argues that interprofessional collaboration in education and practice is key to providing the best patient care, enhancing clinical and health-related outcomes and strengthening the health system. It is based on this background that the team approach to wound care project was conceptualised. The project was jointly initiated and realised by the Association for the Advancement of Wound Care (AAWC-USA), the Australian Wound Management Association (AWMA) and the European Wound Management Association (EWMA). Aim The aim of this project was to develop a universal model for the adoption of a team approach to wound care. Objective The overarching objective of this project was to provide recommendations for implementing a team approach to wound care within all clinical settings and through this to develop a model for advocating the team approach toward decision makers in national government levels. Method An integrative literature review was conducted. Using this knowledge, the authors arrived at a consensus on the most appropriate model to adopt and realise a team approach to wound care. Results Eighty four articles met the inclusion criteria. Following data extraction, it was evident that none of the articles provided a definition for the terms multidisciplinary, interdisciplinary or transdisciplinary in the context of wound care. Given this lack of clarity within the wound care literature, the authors have here developed a Universal Model for the Team Approach to Wound Care to fill this gap in our current understanding. Conclusion We advocate that the patient should be at the heart of all decision-making, as working with the Universal Model for the Team Approach to Wound Care begins with the needs of the patient. To facilitate this

  3. String Quartets as Self-Managed Teams: An Interdisciplinary Perspective

    ERIC Educational Resources Information Center

    Gilboa, Avi; Tal-Shmotkin, Malka

    2012-01-01

    This article examines empirically and systematically whether a string quartet (SQ) ensemble is perceived as a self-managed team (SMT). SMTs, which were initially employed in the industrial world, are groups of employees that have a total responsibility for a defined project. The hypothesis that the SQ would exhibit more typical SMT characteristics…

  4. Utilizing Virtual Teams in a Management Principles Course

    ERIC Educational Resources Information Center

    Olson-Buchanan, Julie B.; Rechner, Paula L.; Sanchez, Rudolph J.; Schmidtke, James M.

    2007-01-01

    Purpose: The purpose of this paper is to describe development of a component in a management principles course to develop university students' virtual team skills. There were several challenges in creating and implementing this new component. The paper aims to describe how these challenges were addressed and discusses outcomes associated with this…

  5. Managing Senior Management Team Boundaries and School Improvement: An Investigation of the School Leader Role

    ERIC Educational Resources Information Center

    Benoliel, Pascale

    2017-01-01

    The present study purpose was to investigate the unique role and activities of school principals in managing their senior management team (SMT) boundaries. The study examined how school principals' internal and external activities mediate the relationship of principals' personal factors from the Big Five typology, the team and contextual…

  6. Managing chronic myeloid leukemia: a coordinated team care perspective.

    PubMed

    Holloway, Stacie; Lord, Katharine; Bethelmie-Bryan, Beverly; Shepard, Marian W; Neely, Jessica; McLemore, Morgan; Reddy, Satyanarayan K; Montero, Aldemar; Jonas, William S; Gladney, Sara Pierson; Khanwani, Shyam L; Reddy, Silpa C; Lahiry, Anup K; Heffner, Leonard T; Winton, Elliott; Arellano, Martha; Khoury, Hanna Jean

    2012-04-01

    Treatment of chronic myeloid leukemia (CML) has seen dramatic progress in recent years with the development of tyrosine kinase inhibitors (TKIs). To take maximum advantage of therapy with TKIs, compliance and good understanding of monitoring response to therapy are essential. We established a team that included a hematologist, a physician assistant (PA), and a nurse who work closely with a social worker, a pharmacist, and a research coordinator to assist patients throughout their journey with CML. The patient and the referring community oncologist were incorporated into this team. This coordinated team care approach takes advantage of each member's specific skills to provide patients with education about CML, encourage patients' strong involvement in tracking/monitoring results/response to therapy, and support patients with issues that arise throughout the long course of the disease. A low rate of noncompliance with clinic visits (3%) was an indirect measure of the impact of this approach. The inclusion of the referring oncologist in the team extended the tracking of monitoring results to the community practice. We conclude that a coordinated team care approach is feasible in the management of patients with CML. This approach provided patients with education and a good understanding of response to therapy and improved relations with the health care team.

  7. Managed Development Environment Successes for MSFC's VIPA Team

    NASA Technical Reports Server (NTRS)

    Finckenor, Jeff; Corder, Gary; Meehan, Jim; Owens, James; Tidwell, Paul

    2005-01-01

    This paper outlines the best practices of the Vehicle Design Team for VIPA. VIPA is the Vehicle Integrated Performance Analysis Team at MSFC. This team was created to reconnect the individual engineering disciplines to be able to perform system level technical assessments in support of program decisions. The functions of the VIPA Vehicle Design (VVD) discipline team are to maintain the controlled reference geometry and provide linked, simplified geometry for each of the other discipline analyses. The core of the VVD work, and the approach for VVD s first task of controlling the reference geometry, involves systems engineering, top-down, layout-based CAD modeling within a Product Data Manager (PDM) development environment. The topdown approach allcws for simple contrnl of very large, integrated assemblies and greatly enhances the ability to generate trade configurations and reuse data. The second W D task, model simplification for analysis, is handled within the managed environment through application of the master model concept. In this approach, there is a single controlling, or master, product definition dataset. Connected to this master model are reference datasets with live geometric and expression links. The referenced models can be for drawings, manufacturing, visualization, embedded analysis, or analysis simplification. A discussion of web based interaction, including visualization, between the design and other disciplines is included. Demonstrated examples are cited, including the Space Launch Initiative development cycle, the Saturn V systems integration and verification cycle, an Orbital Space Plane study, and NASA Exploration Office studies of Shuttle derived and clean sheet launch vehicles. The VIPA Team has brought an immense amount of detailed data to bear on program issues. A central piece of that success has been the Managed Development Environment and the VVD Team approach to modeling.

  8. Managed Development Environment Successes for MSFC's VIPA Team

    NASA Technical Reports Server (NTRS)

    Finckenor, Jeff; Corder, Gary; Owens, James; Meehan, Jim; Tidwell, Paul H.

    2005-01-01

    This paper outlines the best practices of the Vehicle Design Team for VIPA. The functions of the VIPA Vehicle Design (VVD) discipline team are to maintain the controlled reference geometry and provide linked, simplified geometry for each of the other discipline analyses. The core of the VVD work, and the approach for VVD s first task of controlling the reference geometry, involves systems engineering, top-down, layout-based CAD modeling within a Product Data Manager (PDM) development environment. The top- down approach allows for simple control of very large, integrated assemblies and greatly enhances the ability to generate trade configurations and reuse data. The second VVD task, model simplification for analysis, is handled within the managed environment through application of the master model concept. In this approach, there is a single controlling, or master, product definition dataset. Connected to this master model are reference datasets with live geometric and expression links. The referenced models can be for drawings, manufacturing, visualization, embedded analysis, or analysis simplification. A discussion of web based interaction, including visualization, between the design and other disciplines is included. Demonstrated examples are cited, including the Space Launch Initiative development cycle, the Saturn V systems integration and verification cycle, an Orbital Space Plane study, and NASA Exploration Office studies of Shuttle derived and clean sheet launch vehicles. The VIPA Team has brought an immense amount of detailed data to bear on program issues. A central piece of that success has been the Managed Development Environment and the VVD Team approach to modeling.

  9. L-ALLIANCE: a mechanism for adaptive action selection in heterogeneous multi-robot teams

    SciTech Connect

    Parker, L.E.

    1995-11-01

    In practical applications of robotics, it is usually quite difficult, if not impossible, for the system designer to fully predict the environmental states in which the robots will operate. The complexity of the problem is further increased when dealing with teams of robots which themselves may be incompletely known and characterized in advance. It is thus highly desirable for robot teams to be able to adapt their performance during the mission due to changes in the environment, or to changes in other robot team members. In previous work, we introduced a behavior-based mechanism called the ALLIANCE architecture -- that facilitates the fault tolerant cooperative control of multi-robot teams. However, this previous work did not address the issue of how to dynamically update the control parameters during a mission to adapt to ongoing changes in the environment or in the robot team, and to ensure the efficiency of the collective team actions. In this paper, we address this issue by proposing the L-ALLIANCE mechanism, which defines an automated method whereby robots can use knowledge learned from previous experience to continually improve their collective action selection when working on missions composed of loosely coupled, discrete subtasks. This ability to dynamically update robotic control parameters provides a number of distinct advantages: it alleviates the need for human tuning of control parameters, it facilitates the use of custom-designed multi-robot teams for any given application, it improves the efficiency of the mission performance, and It allows robots to continually adapt their performance over time due to changes in the robot team and/or the environment. We describe the L-ALLIANCE mechanism, present the results of various alternative update strategies we investigated, present the formal model of the L-ALLIANCE mechanism, and present the results of a simple proof of concept implementation on a small team of heterogeneous mobile robots.

  10. Working toward resilience: a retrospective report of actions taken in support of a New York school crisis team following 9/11.

    PubMed

    Johnson, Kendall; Luna, Joanne M Tortorici

    2011-01-01

    A retrospective report details external support rendered to a Lower Manhattan school crisis team following the 9/11/01 terrorist attack on the World Trade Center This analysis occasions an opportunity for consideration of working assumptions, the formative use of data to plan support actions, and the subsequent emergence of a collaborative approach to post-disaster team support in school settings. The nature of assessment and nature of subsequent service delivery illustrates a community resilience-based approach to school crisis management. Recommendations for such work are based upon mixed qualitative and quantitative data gathered from on-scene team members as part of the ongoing support effort.

  11. Improving "At-Action" Decision-Making in Team Sports through a Holistic Coaching Approach

    ERIC Educational Resources Information Center

    Light, Richard L.; Harvey, Stephen; Mouchet, Alain

    2014-01-01

    This article draws on Game Sense pedagogy and complex learning theory (CLT) to make suggestions for improving decision-making ability in team sports by adopting a holistic approach to coaching with a focus on decision-making "at-action". It emphasizes the complexity of decision-making and the need to focus on the game as a whole entity,…

  12. Action-based Research Teams: Collaborating To Improve Science Instruction. Injecting Energy into Science Education.

    ERIC Educational Resources Information Center

    Krockover, Gerald; Adams, Paul; Eichinger, David; Nakhleh, Mary; Shepardson, Daniel

    2001-01-01

    Describes a project based on the collaboration of scientists, science educators, graduate and undergraduate students, and master teachers for the improvement of teaching introductory science courses. Uses action-based research teams (ABRTs) as the teaching tool to change the curriculum, which provides a mechanism for the implementation of changes…

  13. Total quality management -- Remedial actions planning program

    SciTech Connect

    Petty, J.L.; Horne, T.E.

    1989-01-01

    This paper describes the management approach being taken within the Hazardous Waste Remedial Actions Program (HAZWRAP) Support Contractor Office (SCO) to ensure quality of services in a highly competitive waste management environment. An overview is presented of the contractor support role assigned to Martin Marietta Energy Systems, Inc., by the Department of Energy (DOE) national program for managing hazardous waste. The HAZWRAP SCO mission, organizational structure, and major programs are outlined, with emphasis on waste management planning for the DOE Work for Others (WFO) Program. The HAZWRAP SCO provides waste management technical support, via interagency agreements between DOE and various Department of Defense (DOD) agencies for DOD sponsors planning remedial response actions. The remainder of the paper focuses on how the concept of Total Quality Management is applied to the HAZWRAP Remedial Actions Planning (RAP) Program. The management challenge is to achieve quality on a ''system'' basis where all functional elements of program management synergistically contribute to the total quality of the effort. The quality assurance (QA) program requirements applied to the RAP Program and its subcontractors are discussed. The application of management principles in the areas of program management, procurement, and QA to achieve total quality is presented. 3 refs.

  14. Team Hanford: Records management in a multi-contractor environment

    SciTech Connect

    Anderson, E.N.; Anderson, T.V.; Munch, J.W.; Potter, C.N.

    1993-08-01

    Expanding technology, increased emphasis on cost containment, and an ever growing list of requirements and regulations present challenges to records managers. The multi-contractor environment of the Department of Energy`s (DOE) Hanford Site further complicates the picture. In an effort to strengthen the site`s records management program, representatives of DOE`s Richland Operations Office and its four Hanford contractors joined forces. This synergistic Team Hanford approach continues to spawn success and is looked on as a model for similar DOE sites.

  15. Teaching Tip: Managing Software Engineering Student Teams Using Pellerin's 4-D System

    ERIC Educational Resources Information Center

    Doman, Marguerite; Besmer, Andrew; Olsen, Anne

    2015-01-01

    In this article, we discuss the use of Pellerin's Four Dimension Leadership System (4-D) as a way to manage teams in a classroom setting. Over a 5-year period, we used a modified version of the 4-D model to manage teams within a senior level Software Engineering capstone course. We found that this approach for team management in a classroom…

  16. The Management Team. ERIC/CEM Research Analysis Series, Number 43.

    ERIC Educational Resources Information Center

    Hale, Norman

    The success of the management team is determined by how well planners can create self-renewing efficient management teams through which communication can easily flow. Much too depends on the leadership abilities of superintendents. Management teams are purported to increase administrator satisfaction because of increased opportunity for…

  17. Describing the Primary Care Actions of Oral Health Teams in Brazil

    PubMed Central

    dos Reis, Clarice Magalhães Rodrigues; da Matta-Machado, Antônio Thomaz Gonzaga; do Amaral, João Henrique Lara; Werneck, Marcos Azeredo Furquim; de Abreu, Mauro Henrique Nogueira Guimarães

    2015-01-01

    Objective: To describe the primary care actions performed by oral health teams (OHTs) that participated in a large national survey led by the Ministry of Health in 2012. Methods: A total of 12,403 dentists from OHTs completed a set of survey questions (response rate = 85.01%) on the organization of care, basic dental procedures and oral health surveillance actions of OHTs. Descriptive and hierarchical cluster analyses were developed. Results: The majority of OHTs (85.2%) reported that they performed “patient welcoming”. The delivery of services was based on a patient’s identified disease risk (83.1%), and continuity of care was ensured by 85.9% of OHTs. Individual preventive, restorative and surgical procedures were performed by the majority of the teams; however, screening for oral cancer and construction of dental prostheses/dentures occurred less frequently. Cluster 1 was composed of OHTs with the lowest proportion of oral healthcare actions related to oral cancer and dental prostheses/dentures, and the Southeastern and Southern regions had higher proportions of OHTs from cluster 2. Conclusions: OHTs adhere to some of the principles of primary care organizations; however, the teams perform fewer actions related to oral cancer treatment and rehabilitation with complete dentures. The geographical distribution of the clusters was unequal in Brazil. PMID:25588158

  18. Simulation Based Training Improves Airway Management for Helicopter EMS Teams

    NASA Technical Reports Server (NTRS)

    Dhindsa, Harinder S.; Reid, Renee; Murray, David; Lovelady, James; Powell, Katie; Sayles, Jeff; Stevenson, Christopher; Baker, Kathy; Solada, Brian; Carroll, Scott; Seay, Louis; Powell, Jeff; Van de Bussche, Todd; Giangrasso, Tina

    2011-01-01

    The use of paralytic medications in the performance of RSI intubation is a high risk intervention used by many HEMS crews. There is no margin for error in RSI intubation as the results can be fatal. Operating room access for airway management training has become more difficult, and is not representative of the environment in which HEMS crews typically function. LifeEvac of Virginia designed and implemented an SST airway management program to provide a realistic, consistent training platform. The dynamic program incorporates standardized scenarios, and real life challenging cases that this and other programs have encountered. SST is done in a variety of settings including the helicopter, back of ambulances, staged car crashes and simulation centers. The result has been the indoctrination of a well defined, consistent approach to every airway management intervention. The SST program facillitates enhancement of technical skills. as well as team dynamics and communication.

  19. From recording discrete actions to studying continuous goal-directed behaviours in team sports.

    PubMed

    Correia, Vanda; Araújo, Duarte; Vilar, Luís; Davids, Keith

    2013-01-01

    This paper highlights the importance of examining interpersonal interactions in performance analysis of team sports, predicated on the relationship between perception and action, compared to the traditional cataloguing of actions by individual performers. We discuss how ecological dynamics may provide a potential unifying theoretical and empirical framework to achieve this re-emphasis in research. With reference to data from illustrative studies on performance analysis and sport expertise, we critically evaluate some of the main assumptions and methodological approaches with regard to understanding how information influences action and decision-making during team sports performance. Current data demonstrate how the understanding of performance behaviours in team sports by sport scientists and practitioners may be enhanced with a re-emphasis in research on the dynamics of emergent ongoing interactions. Ecological dynamics provides formal and theoretically grounded descriptions of player-environment interactions with respect to key performance goals and the unfolding information of competitive performance. Developing these formal descriptions and explanations of sport performance may provide a significant contribution to the field of performance analysis, supporting design and intervention in both research and practice.

  20. Developing Teacher Leadership and the Management Team Concept: A Case Study.

    ERIC Educational Resources Information Center

    Whitaker, Kathryn S.

    1997-01-01

    Presents findings of a case study that examined the use of teacher leaders on an elementary school management team and perceptions of teachers and staff members. Team members were positive about using teacher leaders on a management team but found a need for clearer definitions of leadership roles and better communication between the staff and…

  1. Medical Emergency Team syndromes and an approach to their management

    PubMed Central

    Jones, Daryl; Duke, Graeme; Green, John; Briedis, Juris; Bellomo, Rinaldo; Casamento, Andrew; Kattula, Andrea; Way, Margaret

    2006-01-01

    Introduction Most literature on the medical emergency team (MET) relates to its effects on patient outcome. Less information exists on the most common causes of MET calls or on possible approaches to their management. Methods We reviewed the calling criteria and clinical causes of 400 MET calls in a teaching hospital. We propose a set of minimum standards for managing a MET review and developed an approach for managing common problems encountered during MET calls. Results The underlying reasons for initiating MET calls were hypoxia (41%), hypotension (28%), altered conscious state (23%), tachycardia (19%), increased respiratory rate (14%) and oliguria (8%). Infection, pulmonary oedema, and arrhythmias featured as prominent causes of all triggers for MET calls. The proposed minimum requirements for managing a MET review included determining the cause of the deterioration, documenting the events surrounding the MET, establishing a medical plan and ongoing medical follow-up, and discussing the case with the intensivist if certain criteria were fulfilled. A systematic approach to managing episodes of MET review was developed based on the acronym 'A to G': ask and assess; begin basic investigations and resuscitation, call for help if needed, discuss, decide, and document, explain aetiology and management, follow-up, and graciously thank staff. This approach was then adapted to provide a management plan for episodes of tachycardia, hypotension, hypoxia and dyspnoea, reduced urinary output, and altered conscious state. Conclusion A suggested approach permits audit and standardization of the management of MET calls and provides an educational framework for the management of acutely unwell ward patients. Further evaluation and validation of the approach are required. PMID:16507153

  2. Project TEAMS (Techniques and Education for Achieving Management Skills): Independent Business Owner/Managers.

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    These Project TEAMS (Techniques and Education for Achieving Managerial Skills) instructional materials consist of five units for use in training independent business owner/managers. The first unit contains materials which deal with management skills relating to personal characteristics of successful business people, knowledge of self and chosen…

  3. The surgical team and outcomes management: focus on postoperative ileus.

    PubMed

    Carter, Susan

    2006-04-01

    Postoperative ileus (POI) is defined as the impairment of bowel motility that occurs almost universally after major open abdominal procedures, as well as other abdominal and nonabdominal procedures. For the majority of affected patients, POI generally lasts approximately three to five days, but longer duration is not uncommon. The causes of POI are multifactorial, but can be broadly categorized into two groups: those related to the surgical procedure and those related to pharmacologic interventions (opioids). The fact that POI is generally transient and therefore self-limited should not deter the surgical team from seeking improved ways to mitigate its associated adverse effects, which can be substantial and immensely uncomfortable for the patient, and can have far-reaching implications regarding overall hospitalization costs for many types of surgeries. Optimization of POI management and prevention efforts is a responsibility of all members of the surgical team and can drastically affect the overall clinical outcome of major abdominal surgery. Depending on the individual team member's role, different perspectives and strategies may be used to achieve improved outcomes, including but not limited to hospitalization costs related to care and length of stay, resource utilization, and, perhaps most critically, patient quality of life not only immediately after surgery but also after discharge. The ability to reliably and significantly decrease the duration of POI should be readily recognized as an important objective in the management of this condition. Opioids will continue to be a mainstay of postoperative care regimens, but new agents such as peripherally acting mu-opioid-receptor antagonists may offer a unique clinical advantage by helping to reduce the adverse gastrointestinal effects of opioids while preserving their desired benefits for postoperative analgesia.

  4. Productive interdisciplinary team relationships: the hospitalist and the case manager.

    PubMed

    Amin, Alpesh N; Owen, Mary M

    2006-01-01

    Since the introduction of the National Patient Safety Goals (Joint Commission International Center for Patient Safety, 2005) into the Joint Commission on Accreditation of Healthcare Organizations standards, there appears to be a positive movement toward improvement in patient care outcomes and safety. Case management has been an integral part of the care team, and has emphasized standards of performance in quality of care, collaboration and resource utilization since 1995. When Leapfrog defined hospitalist intensivists as one of the three requirements necessary to be a safe hospital, an opportunity was borne to create a professional partnership. With the patient and the safety as the central focus of care, case managers and hospitalists are beginning to exponentially change the face of healthcare. This article will demonstrate the value of this partnership.

  5. Evaluation of NRC maintenance team inspection reports for managing aging

    SciTech Connect

    Fresco, A.; Gunther, W.

    1991-01-01

    A nuclear power plant's maintenance program is the principal vehicle through which age-related degradation is managed. Over the past two years, the NRC (Nuclear Regulatory Commission) has evaluated the maintenance program of every nuclear power plant in the U.S. The reports issued on these in-depth team inspections have been reviewed to ascertain the strengths and weaknesses of the programs as related to the need to understand and manage the effects of aging on nuclear power plant systems, structures, and components. Selected results of this review are presented in this paper, including examples of inspection and monitoring techniques successfully used by utilities to detect degradation due to aging. Attributes of plant maintenance programs where the NRC inspectors felt that improvement was needed to properly address the aging issue are also discussed. 6 refs., 1 tab.

  6. Demonstrating and Evaluating an Action Learning Approach to Building Project Management Competence

    NASA Technical Reports Server (NTRS)

    Kotnour, Tim; Starr, Stan; Steinrock, T. (Technical Monitor)

    2001-01-01

    This paper contributes a description of an action-learning approach to building project management competence. This approach was designed, implemented, and evaluated for use with the Dynacs Engineering Development Contract at the Kennedy Space Center. The aim of the approach was to improve three levels of competence within the organization: individual project management skills, project team performance. and organizational capabilities such as the project management process and tools. The overall steps to the approach, evaluation results, and lessons learned are presented. Managers can use this paper to design a specific action-learning approach for their organization.

  7. Seeing is believing: neural mechanisms of action-perception are biased by team membership.

    PubMed

    Molenberghs, Pascal; Halász, Veronika; Mattingley, Jason B; Vanman, Eric J; Cunnington, Ross

    2013-09-01

    Group identification can lead to a biased view of the world in favor of "in-group" members. Studying the brain processes that underlie such in-group biases is important for a wider understanding of the potential influence of social factors on basic perceptual processes. In this study, we used functional magnetic resonance imaging (fMRI) to investigate how people perceive the actions of in-group and out-group members, and how their biased view in favor of own team members manifests itself in the brain. We divided participants into two teams and had them judge the relative speeds of hand actions performed by an in-group and an out-group member in a competitive situation. Participants judged hand actions performed by in-group members as being faster than those of out-group members, even when the two actions were performed at physically identical speeds. In an additional fMRI experiment, we showed that, contrary to common belief, such skewed impressions arise from a subtle bias in perception and associated brain activity rather than decision-making processes, and that this bias develops rapidly and involuntarily as a consequence of group affiliation. Our findings suggest that the neural mechanisms that underlie human perception are shaped by social context.

  8. Managing the Action/Reflection Polarity Through Dialogue: A Path to Transformative Learning. NALL Working Paper.

    ERIC Educational Resources Information Center

    Laiken, Marilyn E.

    At the Ontario Institute for Studies in Education of the University of Ontario, a course entitled Developing and Leading High Performing Teams: Theory and Practice is experimenting with a design that surfaces the action/reflection paradox for the purpose of learning how to manage this polarity. Whether the product is defined as services or goods,…

  9. [Team Care for Patient Safety, TeamSTEPPS to Improve Nontechnical Skills and Teamwork--Actions to Become an HRO].

    PubMed

    Kaito, Ken

    2015-07-01

    It is important to develop safer medical systems and follow manuals of medical procedures for patient safety. However, these approaches do not always result in satisfactory results because of many human factors. It is known that defects of nontechnical skills are more important than those of technical skills regarding medical accidents and incidents. So, it is necessary to improve personal nontechnical skills and compensate for each other's defects based on a team approach. For such purposes, we have implemented TeamSTEPPS to enhance performance and patient safety in our hospital. TeamSTEPPS (team strategies and tools to enhance performance and patient safety) is a useful method to improve the nontechnical skills of each member and the team. In TeamSTEPPS, leadership to share mental models among the team, continuous monitoring and awareness for team activities, mutual support for workload and knowledge, and approaches to complete communication are summarized to enhance teamwork and patient safety. Other than improving nontechnical skills and teamwork, TeamSTEPPS is also very important as a High Reliability Organization (HRO). TeamSTEPPS is worth implementing in every hospital to decrease medical errors and improve patient outcomes and satisfaction.

  10. Trauma teams and time to early management during in situ trauma team training

    PubMed Central

    Härgestam, Maria; Lindkvist, Marie; Jacobsson, Maritha; Brulin, Christine

    2016-01-01

    Objectives To investigate the association between the time taken to make a decision to go to surgery and gender, ethnicity, years in profession, experience of trauma team training, experience of structured trauma courses and trauma in the trauma team, as well as use of closed-loop communication and leadership styles during trauma team training. Design In situ trauma team training. The patient simulator was preprogrammed to represent a severely injured patient (injury severity score: 25) suffering from hypovolemia due to external trauma. Setting An emergency room in an urban Scandinavian level one trauma centre. Participants A total of 96 participants were divided into 16 trauma teams. Each team consisted of six team members: one surgeon/emergency physician (designated team leader), one anaesthesiologist, one registered nurse anaesthetist, one registered nurse from the emergency department, one enrolled nurse from the emergency department and one enrolled nurse from the operating theatre. Primary outcome HRs with CIs (95% CI) for the time taken to make a decision to go to surgery was computed from a Cox proportional hazards model. Results Three variables remained significant in the final model. Closed-loop communication initiated by the team leader increased the chance of a decision to go to surgery (HR: 3.88; CI 1.02 to 14.69). Only 8 of the 16 teams made the decision to go to surgery within the timeframe of the trauma team training. Conversely, call-outs and closed-loop communication initiated by the team members significantly decreased the chance of a decision to go to surgery, (HR: 0.82; CI 0.71 to 0.96, and HR: 0.23; CI 0.08 to 0.71, respectively). Conclusions Closed-loop communication initiated by the leader appears to be beneficial for teamwork. In contrast, a high number of call-outs and closed-loop communication initiated by team members might lead to a communication overload. PMID:26826152

  11. Team Risk Management: A New Model for Customer-Supplier Relationships

    DTIC Science & Technology

    1994-07-01

    Risk Management is a new paradigm for managing programs for projects by developing a shared product vision, focused on results, and using the principles and tools of risk management to cooperatively manage risks and opportunities. This report will familiarize you with the concept of Team Risk Management by providing a description of the overall process that engages both the customer and supplier in a cooperative framework using explicit methods to manage project risks. Customer - Supplier Relationships, Risk, Team Risk

  12. Crisis resource management, simulation training and the medical emergency team.

    PubMed

    Gillon, Stuart; Radford, Sam; Chalwin, Richard; Devita, Michael; Endacott, Ruth; Jones, Daryl

    2012-09-01

    Recently there has been increased focus on improved detection and management of deteriorating patients in Australian hospitals. Since the introduction of the medical emergency team (MET) model there has been an increased role for intensive care unit staff in responding to deterioration of patients in hospital wards. Review and management of MET patients differs from the traditional model of ward patient review, as ICU staff may not know the patient. Furthermore, assessment and intervention is often time-critical and must occur simultaneously. Finally, about 10% of MET patients require intensive care-level interventions to be commenced on the ward, and this requires participation of non-ICU-trained ward staff. • To date, the interventions performed by MET staff and approaches to training responders have been relatively under investigated, particularly in the Australian and New Zealand context. In this article we briefly review the principles of the MET and contend that activation of the MET by ward staff represents a response to a medical crisis. We then outline why MET intervention differs from traditional ward-based doctor-patient encounters, and emphasise the importance of non-technical skills during the MET response. Finally, we suggest ways in which the skills required for crisis resource management within the MET can be taught to ICU staff, and the potential benefits, barriers and difficulties associated with the delivery of such training in New Zealand and Australia.

  13. Total Quality Management: Analysis, Evaluation and Implementation Within ACRV Project Teams

    NASA Technical Reports Server (NTRS)

    Raiman, Laura B.

    1991-01-01

    Total quality management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The Assured Crew Return Vehicle (ACRV) Project Office was identified as an excellent project in which to demonstrate the applications and benefits of TQM processes. As the ACRV Program moves through its various stages of development, it is vital that effectiveness and efficiency be maintained in order to provide the Space Station Freedom (SSF) crew an affordable, on-time assured return to Earth. A critical factor for the success of the ACRV is attaining the maximum benefit from the resources applied to the program. Through a series of four tutorials on various quality improvement techniques, and numerous one-on-one sessions during the SSF's 10-week term in the project office, results were obtained which are aiding the ACRV Office in implementing a disciplined, ongoing process for generating fundamental decisions and actions that shape and guide the organization. Significant advances were made in improving the processes for two particular groups - the correspondence distribution team and the WATER Test team. Numerous people from across JSC were a part of the various team activities including engineering, man systems, and safety. The work also included significant interaction with the support contractor to the ACRV Project. The results of the improvement activities can be used as models for other organizations desiring to operate under a system of continuous improvement. In particular, they have advanced the ACRV Project Teams further down the path of continuous improvement, in support of a working philosophy of TQM.

  14. Team Conflict in ICT-Rich Environments: Roles of Technologies in Conflict Management

    ERIC Educational Resources Information Center

    Correia, Ana-Paula

    2008-01-01

    This study looks at how an information and communication technologies (ICT)-rich environment impacts team conflict and conflict management strategies. A case study research method was used. Three teams, part of a graduate class in instructional design, participated in the study. Data were collected through observations of team meetings, interviews…

  15. Globus Online: Climate Data Management for Small Teams

    NASA Astrophysics Data System (ADS)

    Ananthakrishnan, R.; Foster, I.

    2013-12-01

    Large and highly distributed climate data demands new approaches to data organization and lifecycle management. We need, in particular, catalogs that can allow researchers to track the location and properties of large numbers of data files, and management tools that can allow researchers to update data properties and organization during their research, move data among different locations, and invoke analysis computations on data--all as easily as if they were working with small numbers of files on their desktop computer. Both catalogs and management tools often need to be able to scale to extremely large quantities of data. When developing solutions to these problems, it is important to distinguish between the needs of (a) large communities, for whom the ability to organize published data is crucial (e.g., by implementing formal data publication processes, assigning DOIs, recording definitive metadata, providing for versioning), and (b) individual researchers and small teams, who are more frequently concerned with tracking the diverse data and computations involved in what highly dynamic and iterative research processes. Key requirements in the latter case include automated data registration and metadata extraction, ease of update, close-to-zero management overheads (e.g., no local software install); and flexible, user-managed sharing support, allowing read and write privileges within small groups. We describe here how new capabilities provided by the Globus Online system address the needs of the latter group of climate scientists, providing for the rapid creation and establishment of lightweight individual- or team-specific catalogs; the definition of logical groupings of data elements, called datasets; the evolution of catalogs, dataset definitions, and associated metadata over time, to track changes in data properties and organization as a result of research processes; and the manipulation of data referenced by catalog entries (e.g., replication of a dataset to

  16. Managing Global Virtual Teams across Classrooms, Students and Faculty

    ERIC Educational Resources Information Center

    Shea, Timothy P.; Sherer, Pamela D.; Quilling, Rosemary D.; Blewett, Craig N.

    2011-01-01

    Virtual teams are becoming commonplace in business today so our business school students should have experience in effectively working in virtual teams. Based on a month-long virtual team project conducted by the authors between classes in South Africa and the United States, this paper discusses the opportunities and challenges of using global…

  17. Kennedy Space Center's NASA/Contractor Team-Centered Total Quality Management Seminar: Results, methods, and lessons learned

    NASA Technical Reports Server (NTRS)

    Kinlaw, Dennis C.; Eads, Jeannette

    1992-01-01

    It is apparent to everyone associated with the Nation's aeronautics and space programs that the challenge of continuous improvement can be reasonably addressed only if NASA and its contractors act together in a fully integrated and cooperative manner that transcends the traditional boundaries of proprietary interest. It is, however, one thing to assent to the need for such integration and cooperation; it is quite another thing to undertake the hard tasks of turning such a need into action. Whatever else total quality management is, it is fundamentally a team-centered and team-driven process of continuous improvement. The introduction of total quality management at KSC, therefore, has given the Center a special opportunity to translate the need for closer integration and cooperation among all its organizations into specific initiatives. One such initiative that NASA and its contractors have undertaken at KSC is a NASA/Contractor team-centered Total Quality Management Seminar. It is this seminar which is the subject of this paper. The specific purposes of this paper are to describe the following: Background, development, and evolution of Kennedy Space Center's Total Quality Management Seminar; Special characteristics of the seminar; Content of the seminar; Meaning and utility of a team-centered design for TQM training; Results of the seminar; Use that one KSC contractor, EG&G Florida, Inc. has made of the seminar in its Total Quality Management initiative; and Lessons learned.

  18. Executive Management Team Demography and Minority Student Retention: Does Executive Team Diversity Influence the Retention of Minority Students?

    ERIC Educational Resources Information Center

    Fincher, Mark; Katsinas, Stephen; Bush, V. Barbara

    2010-01-01

    Many colleges and universities are expected to produce more graduates while responding to an increasing level of racial and ethnic diversity among students. While the importance of diversity within executive management leadership teams may be accepted among nonprofit higher education institutions, the connection between diversity among the…

  19. The impact on work-related stress of mental health teams following team-based learning on clinical risk management.

    PubMed

    Sharkey, S B; Sharples, A

    2003-02-01

    Risk management is viewed as a systematic process based on multiprofessional and multi-agency decision-making. A learning pack was developed as part of a team-based learning project aiming to encourage and develop collaborative working practice. This brought different professionals and agencies working in mental health together to learn. There is little doubt that mental health practice is a source of stress for practitioners. Apart from the stress associated with managing 'risky' situations, risk management is also a relatively new concept. This can increase stress around ability to cope, both on an individual practitioner level and in teams. This article reports the impact that the learning pack had on team members' stress, specifically work-related stress. A range of scales were used to measure change in stress and results demonstrated reduced work-related pressure in a number of areas following the learning. The implications for team learning in relation to clinical risk management are discussed in light of the findings.

  20. Oak Ridge National Laboratory Corrective Action Plan in response to Tiger Team assessment. Volume 1, Revision 5

    SciTech Connect

    Kuliasha, Michael A.

    1991-08-23

    This report presents a complete response to the Tiger Team assessment that was conducted at Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 22, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root causes of the findings identified during the assessment. The action plan has benefited from a complete review by various offices at DOE Headquarters as well as review by the Tiger Team that conducted the assessment to ensure that the described actions are responsive to the observed problems.

  1. Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams.

    ERIC Educational Resources Information Center

    Manz, Charles C.; Sims, Henry P., Jr.

    1987-01-01

    Explores the paradoxical role of external leaders of self-managing work teams in a medium-sized manufacturing plant. External leaders' most important behaviors are those facilitating the team's management through self-observation, self-evaluation, and self-reinforcement. Leaders' dominant role is to lead others to lead themselves. Contains 6…

  2. From Idea to Action: Promoting Responsible Management Education through a Semester-Long Academic Integrity Learning Project

    ERIC Educational Resources Information Center

    Lavine, Marc H.; Roussin, Christopher J.

    2012-01-01

    The authors describe a semester-long action-learning project where undergraduate or graduate management students learn about ethics, responsibility, and organizational behavior by examining the policy of their college or university that addresses academic integrity. Working in teams, students adopt a stakeholder management approach as they make…

  3. Improving Virtual Teams through Knowledge Management: A Case Study

    ERIC Educational Resources Information Center

    Laughridge, James F.

    2012-01-01

    Within the dynamic globalized operating environment, organizations are increasingly relying on virtual teams to solve their most difficult problems, leverage their expertise and expand their presence. The use of virtual teams by organizations continues to increase greatly as the technologies supporting them evolve. Despite improvements in…

  4. Parameters for Successful Management of Cross Cultural Virtual Teams

    ERIC Educational Resources Information Center

    Gullett, Evelyn; Sixl-Daniell, Karin

    2008-01-01

    Virtual teams are a common phenomenon in organizations today. Universities are no exception to this trend and, in response, are offering class rooms without boundaries by introducing online programs which allow individuals from all walks of life and diverse geographical locations to come together. Cross-cultural virtual teams, collaborating with…

  5. Blueprint for Change. Report of the Process Action Team on Military Specifications and Standards

    DTIC Science & Technology

    1994-03-01

    and Standards 6. AlfT"OR( S ) DoD Process Action Team N/A 7. PRFORP-INQ ORGAN-AT!,N NA t( S ) ANO II PERFORAM NG ORGANI/AHIUN HQ, U.S. Army Materiel Command...AGENCY NANI,: , S ) AND ADIPESSES) 10. SPONSORiNG, MONITORING Deputy Under Secretary of Defense for Acquisition Reform AGEN4CY REPORT NUMBER Ms. Colleen...special markings in all capitals (e.g. Jan SB). u’t coe at Ioo’J tht- yearj NC)FORN, REL, ITAR). Blck3.1 V1, -)" -Z". f It- Ir r -D It S Cov T --,D OD

  6. Translational Science Project Team Managers: Qualitative Insights and Implications from Current and Previous Postdoctoral Experiences.

    PubMed

    Wooten, Kevin C; Dann, Sara M; Finnerty, Celeste C; Kotarba, Joseph A

    2014-07-01

    The development of leadership and project management skills is increasingly important to the evolution of translational science and team-based endeavors. Team science is dependent upon individuals at various stages in their careers, inclusive of postdocs. Data from case histories, as well as from interviews with current and former postdocs, and those supervising postdocs, indicate six essential tasks required of project managers in multidisciplinary translational teams, along with eight skill-related themes critical to their success. To optimize the opportunities available and to ensure sequential development of team project management skills, a life cycle model for the development of translational team skills is proposed, ranging from graduate trainees, postdocs, assistant professors, and finally to mature scientists. Specific goals, challenges and project management roles and tasks are recommended for each stage for the life cycle.

  7. Translational Science Project Team Managers: Qualitative Insights and Implications from Current and Previous Postdoctoral Experiences

    PubMed Central

    Wooten, Kevin C.; Dann, Sara M.; Finnerty, Celeste C.; Kotarba, Joseph A.

    2015-01-01

    The development of leadership and project management skills is increasingly important to the evolution of translational science and team-based endeavors. Team science is dependent upon individuals at various stages in their careers, inclusive of postdocs. Data from case histories, as well as from interviews with current and former postdocs, and those supervising postdocs, indicate six essential tasks required of project managers in multidisciplinary translational teams, along with eight skill-related themes critical to their success. To optimize the opportunities available and to ensure sequential development of team project management skills, a life cycle model for the development of translational team skills is proposed, ranging from graduate trainees, postdocs, assistant professors, and finally to mature scientists. Specific goals, challenges and project management roles and tasks are recommended for each stage for the life cycle. PMID:25621288

  8. Team Research at the Biology–Mathematics Interface: Project Management Perspectives

    PubMed Central

    Radunskaya, Ami E.; Lee, Arthur H.; de Pillis, Lisette G.; Bartlett, Diana F.

    2010-01-01

    The success of interdisciplinary research teams depends largely upon skills related to team performance. We evaluated student and team performance for undergraduate biology and mathematics students who participated in summer research projects conducted in off-campus laboratories. The student teams were composed of a student with a mathematics background and an experimentally oriented biology student. The team mentors typically ranked the students' performance very good to excellent over a range of attributes that included creativity and ability to conduct independent research. However, the research teams experienced problems meeting prespecified deadlines due to poor time and project management skills. Because time and project management skills can be readily taught and moreover typically reflect good research practices, simple modifications should be made to undergraduate curricula so that the promise of initiatives, such as MATH-BIO 2010, can be implemented. PMID:20810964

  9. Team research at the biology-mathematics interface: project management perspectives.

    PubMed

    Milton, John G; Radunskaya, Ami E; Lee, Arthur H; de Pillis, Lisette G; Bartlett, Diana F

    2010-01-01

    The success of interdisciplinary research teams depends largely upon skills related to team performance. We evaluated student and team performance for undergraduate biology and mathematics students who participated in summer research projects conducted in off-campus laboratories. The student teams were composed of a student with a mathematics background and an experimentally oriented biology student. The team mentors typically ranked the students' performance very good to excellent over a range of attributes that included creativity and ability to conduct independent research. However, the research teams experienced problems meeting prespecified deadlines due to poor time and project management skills. Because time and project management skills can be readily taught and moreover typically reflect good research practices, simple modifications should be made to undergraduate curricula so that the promise of initiatives, such as MATH-BIO 2010, can be implemented.

  10. Experience as Knowledge in a New Product Development Team: Implications for Knowledge Management

    NASA Technical Reports Server (NTRS)

    Cooper, Lynne P.

    2009-01-01

    This study was conducted to better understand how New Product Development (NPD) team members apply their experiences to meet the task needs of their project. Although "experience" is highly valued in team members, little research has looked specifically at experiences as a type of knowledge, and how this knowledge is used in work settings. This research evaluated nearly 200 instances where team members referenced past experiences during team meetings. During these experience exchanges, team members structured the sharing of their experiences to include three common elements: the source of the experience, the nature of the experience, and the degree of relevance to the current work of the team. The experiences fell into four categories: people (relationships), process, product, and politics. This paper describes how team members structured, applied, and integrated their individual experiences and presents the resulting implications for knowledge management systems that wish to exploit experience knowledge.

  11. Leading multi-professional teams in the children’s workforce: an action research project

    PubMed Central

    Stuart, Kaz

    2012-01-01

    Introduction The 2004 Children Act in the UK saw the introduction of integrated working in children’s services. A raft of change followed with processes designed to make joint working easier, and models and theories to support the development of integrated work. This paper explores the links between key concepts and practice. Methods A practitioner action research approach is taken using an autoethnographic account kept over six months. The research question was, to what extent is this group collaborating? Results When the architecture of practice was revealed, differences between espoused and real practice could be seen. Whilst understanding and displaying the outward signs of an effective multi professional group, the individuals did not trust one another. This was exhibited by covert interprofessional issues. As a result, collaborative inertia was achieved. This realisation prompted them to participate in further developmental and participative action research. Conclusion The paper concludes that trust and relational agency are central to effective leadership of multi professional teams. PMID:22371690

  12. "Team Management Concept in Operation--Medium City School District"

    ERIC Educational Resources Information Center

    Boyd, Richard A.

    1977-01-01

    Describes the development of administrative teams in the Lakewood (Ohio) and Warren (Ohio) Public Schools. Available from: The Buckeye Association of School Administrators, 750 Brooksedge Blvd., Westerville, Ohio 43081; $8.00 annually. (JG)

  13. THE ROLE OF THE CONSEQUENCE MANAGEMENT HOME TEAM IN THE FUKUSHIMA DAIICHI RESPONSE

    SciTech Connect

    Pemberton, Wendy; Mena, RaJah; Beal, William

    2012-05-01

    The Consequence Management Home Team is a U.S. Department of Energy/National Nuclear Security Administration asset. It assists a variety of response organizations with modeling; radiological operations planning; field monitoring techniques; and the analysis, interpretation, and distribution of radiological data. These reach-back capabilities are activated quickly to support public safety and minimize the social and economic impact of a nuclear or radiological incident. In the Fukushima Daiichi response, the Consequence Management Home Team grew to include a more broad range of support than was historically planned. From the early days of the response to the continuing involvement in supporting late phase efforts, each stage of the Consequence Management Home Team support had distinct characteristics in terms of management of incoming data streams as well as creation of products. Regardless of stage, the Consequence Management Home Team played a critical role in the Fukushima Daiichi response effort.

  14. A transdisciplinary team approach to pain management in inpatient health care settings.

    PubMed

    Gordon, Robert M; Corcoran, John R; Bartley-Daniele, Patricia; Sklenar, Dennis; Sutton, Phyllis Roach; Cartwright, Frances

    2014-03-01

    This paper will discuss the transition from multidisciplinary to interdisciplinary and transdisciplinary team approaches to pain management at New York University Langone Medical Center - Rusk Institute of Rehabilitation Medicine. A transdisciplinary team approach to pain management emphasizes mutual learning, training, and education, and the flexible exchange of discipline-specific roles. Clinicians are enabled to implement a unified, holistic, and integrated treatment plan with all members of the team responsible for the same patient-centered goals. The model promotes and empowers patient and family/support system goals within a cultural context. Topics of exploration include the descriptions of three team approaches to patient care, including their practical, philosophical, and historical basis, strengths and challenges, research support, and cultural diversity. Case vignettes will highlight the strengths and limitations of the transdisciplinary team approach to pain management throughout a broad and diverse continuum of care, including acute medical, palliative, and perioperative care and acute inpatient rehabilitation services.

  15. 76 FR 22923 - Wellpoint, Inc. D/B/A/Anthem Blue Cross & Blue Shield Enterprise Provider Data Management Team...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-04-25

    ... Provider Data Management Team Including On-Site Leased Workers From Kelly Services and Jacobsen Group, et...,895 Wellpoint, Inc., D/B/A/Anthem Blue Cross & Blue Shield, Enterprise Provider Data Management Team... Wellpoint, Inc., D/B/A/Anthem Health Plans Of Kentucky, Enterprise Provider Data Management Team,...

  16. An Empirical Study of Hospitality Management Student Attitudes toward Group Projects: Instructional Factors and Team Problems

    ERIC Educational Resources Information Center

    Choi, Youngsoo; Ro, Heejung

    2012-01-01

    The development of positive attitudes in team-based work is important in management education. This study investigates hospitality students' attitudes toward group projects by examining instructional factors and team problems. Specifically, we examine how the students' perceptions of project appropriateness, instructors' support, and evaluation…

  17. A Survey of Knowledge Management Skills Acquisition in an Online Team-Based Distributed Computing Course

    ERIC Educational Resources Information Center

    Thomas, Jennifer D. E.

    2007-01-01

    This paper investigates students' perceptions of their acquisition of knowledge management skills, namely thinking and team-building skills, resulting from the integration of various resources and technologies into an entirely team-based, online upper level distributed computing (DC) information systems (IS) course. Results seem to indicate that…

  18. Learning teams and networks: using information technology as a means of managing work process development in healthcare organizations.

    PubMed

    Korhonen, Vesa; Paavilainen, Eija

    2002-01-01

    This article focuses on the introduction of team learning and shared knowledge creation using computer-based learning environments and teams as networks in the development of healthcare organizations. Using computer technology, care units can be considered learning teams and the hospital a network of those learning teams. Team learning requires that the healthcare workers' intellectual capital and personal competence be viewed as an important resource in developing the quality of action of the entire healthcare organization.

  19. Cognitive Aids for Role Definition (CARD) to improve interprofessional team crisis resource management: An exploratory study.

    PubMed

    Renna, Tania Di; Crooks, Simone; Pigford, Ashlee-Ann; Clarkin, Chantalle; Fraser, Amy B; Bunting, Alexandra C; Bould, M Dylan; Boet, Sylvain

    2016-09-01

    This study aimed to assess the perceived value of the Cognitive Aids for Role Definition (CARD) protocol for simulated intraoperative cardiac arrests. Sixteen interprofessional operating room teams completed three consecutive simulated intraoperative cardiac arrest scenarios: current standard, no CARD; CARD, no CARD teaching; and CARD, didactic teaching. Each team participated in a focus group interview immediately following the third scenario; data were transcribed verbatim and qualitatively analysed. After 6 months, participants formed eight new teams randomised to two groups (CARD or no CARD) and completed a retention intraoperative cardiac arrest simulation scenario. All simulation sessions were video recorded and expert raters assessed team performance. Qualitative analysis of the 16 focus group interviews revealed 3 thematic dimensions: role definition in crisis management; logistical issues; and the "real life" applicability of CARD. Members of the interprofessional team perceived CARD very positively. Exploratory quantitative analysis found no significant differences in team performance with or without CARD (p > 0.05). In conclusion, qualitative data suggest that the CARD protocol clarifies roles and team coordination during interprofessional crisis management and has the potential to improve the team performance. The concept of a self-organising team with defined roles is promising for patient safety.

  20. 76 FR 61371 - All-Hazard Position Task Books for Type 3 Incident Management Teams

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-10-04

    ... SECURITY Federal Emergency Management Agency All-Hazard Position Task Books for Type 3 Incident Management... comments. SUMMARY: The All-Hazard Position Task Books for Type 3 Incident Management Teams were developed to assist personnel achieve qualifications in the All-Hazard Incident Command System (ICS)...

  1. Project TEAMS (Techniques and Education for Achieving Management Skills): Business and Industrial Supervisors.

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    These Project TEAMS (Techniques and Education for Achieving Management Skills) instructional materials consist of five units for use in training business and industrial supervisors. Unit 1 is designed to help managers in business or industry increase management skills in regard to leadership techniques, problem solving and decision making, and…

  2. Determining when to change course in management actions.

    PubMed

    Ng, Chooi Fei; McCarthy, Michael A; Martin, Tara G; Possingham, Hugh P

    2014-12-01

    Time is of the essence in conservation biology. To secure the persistence of a species, we need to understand how to balance time spent among different management actions. A new and simple method to test the efficacy of a range of conservation actions is required. Thus, we devised a general theoretical framework to help determine whether to test a new action and when to cease a trial and revert to an existing action if the new action did not perform well. The framework involves constructing a general population model under the different management actions and specifying a management objective. By maximizing the management objective, we could generate an analytical solution that identifies the optimal timing of when to change management action. We applied the analytical solution to the case of the Christmas Island pipistrelle bat (Pipistrelle murrayi), a species for which captive breeding might have prevented its extinction. For this case, we used our model to determine whether to start a captive breeding program and when to stop a captive breeding program and revert to managing the species in the wild, given that the management goal is to maximize the chance of reaching a target wild population size. For the pipistrelle bat, captive breeding was to start immediately and it was desirable to place the species in captivity for the entire management period. The optimal time to revert to managing the species in the wild was driven by several key parameters, including the management goal, management time frame, and the growth rates of the population under different management actions. Knowing when to change management actions can help conservation managers' act in a timely fashion to avoid species extinction.

  3. Evaluation on Collaborative Satisfaction for Project Management Team in Integrated Project Delivery Mode

    NASA Astrophysics Data System (ADS)

    Zhang, L.; Li, Y.; Wu, Q.

    2013-05-01

    Integrated Project Delivery (IPD) is a newly-developed project delivery approach for construction projects, and the level of collaboration of project management team is crucial to the success of its implementation. Existing research has shown that collaborative satisfaction is one of the key indicators of team collaboration. By reviewing the literature on team collaborative satisfaction and taking into consideration the characteristics of IPD projects, this paper summarizes the factors that influence collaborative satisfaction of IPD project management team. Based on these factors, this research develops a fuzzy linguistic method to effectively evaluate the level of team collaborative satisfaction, in which the authors adopted the 2-tuple linguistic variables and 2-tuple linguistic hybrid average operators to enhance the objectivity and accuracy of the evaluation. The paper demonstrates the practicality and effectiveness of the method through carrying out a case study with the method.

  4. [Training for real: simulation, team-training and communication to improve trauma management].

    PubMed

    Happel, Oliver; Papenfuss, Tim; Kranke, Peter

    2010-06-01

    The focus on the role of non-technical skills such as communication, dynamic decision making, situational awareness and teamwork in emergency medicine has gained importance over the past few years. Especially during time-critical and complex treatment of severely injured patients in a multidisciplinary and interprofessional trauma-team these factors play an important role for patient-safety and process optimization and are a key factor influencing the perceived quality of a given scenario by the team members. Thus, apart from medical expertise and technical excellence of single actors within a trauma team, non-technical skills need to be incorporated in trainings for trauma management. For the improvement of non-technical skills, particularly team communication and teamwork, a simulator-based training represents a valuable tool. The technical performance of portable manikin-based simulators has improved tremendously during the last decade, which facilitates realistic and true-to-life multidisciplinary team-training in trauma management.

  5. External Peer Review Team Report for Corrective Action Unit 97: Yucca Flat/Climax Mine, Nevada National Security Site, Nye County, Nevada, Revision 0

    SciTech Connect

    Marutzky, Sam J.; Andrews, Robert

    2015-01-01

    The peer review team commends the Navarro-Intera, LLC (N-I), team for its efforts in using limited data to model the fate of radionuclides in groundwater at Yucca Flat. Recognizing the key uncertainties and related recommendations discussed in Section 6.0 of this report, the peer review team has concluded that U.S. Department of Energy (DOE) is ready for a transition to model evaluation studies in the corrective action decision document (CADD)/corrective action plan (CAP) stage. The DOE, National Nuclear Security Administration Nevada Field Office (NNSA/NFO) clarified the charge to the peer review team in a letter dated October 9, 2014, from Bill R. Wilborn, NNSA/NFO Underground Test Area (UGTA) Activity Lead, to Sam J. Marutzky, N-I UGTA Project Manager: “The model and supporting information should be sufficiently complete that the key uncertainties can be adequately identified such that they can be addressed by appropriate model evaluation studies. The model evaluation studies may include data collection and model refinements conducted during the CADD/CAP stage. One major input to identifying ‘key uncertainties’ is the detailed peer review provided by independent qualified peers.” The key uncertainties that the peer review team recognized and potential concerns associated with each are outlined in Section 6.0, along with recommendations corresponding to each uncertainty. The uncertainties, concerns, and recommendations are summarized in Table ES-1. The number associated with each concern refers to the section in this report where the concern is discussed in detail.

  6. Plan of Action: JASPER Management Prestart Review (Surrogate Material Experiments)

    SciTech Connect

    Cooper, W.E.

    2000-09-29

    The Lawrence Livermore National Laboratory (LLNL) Joint Actinide Shock Physics Experimental Research (JASPER) Facility is being developed at the Nevada Test Site (NTS) to conduct shock physics experiments on special nuclear material and other actinide materials. JASPER will use a two-stage, light-gas gun to shoot projectiles at actinide targets. Projectile velocities will range from 1 to 8 km/s, inducing pressures in the target material up to 6 Mbar. The JASPER gas gun has been designed to match the critical dimensions of the two-stage, light-gas gun in Building 341 of LLNL. The goal in copying the LLNL gun design is to take advantage of the extensive ballistics database that exists and to minimize the effort spent on gun characterization in the initial facility start-up. A siting study conducted by an inter-Laboratory team identified Able Site in Area 27 of the NTS as the best location for the JASPER gas gun. Able Site consists of three major buildings that had previously been used to support the nuclear test program. In April 1999, Able Site was decommissioned as a Nuclear Explosive Assembly Facility and turned back to the DOE for other uses. Construction and facility modifications at Able Site to support the JASPER project started in April 1999 and were completed in September 1999. The gas gun and the secondary confinement chamber (SCC) were installed in early 2000. During the year, all facility and operational systems were brought on line. Initial system integration demonstrations were completed in September 2000. The facility is anticipated to be operational by August 2001, and the expected life cycle for the facility is 10 years. LLNL Nevada Experiments and Operations (N) Program has established a Management Prestart Review (MPR) team to determine the readiness of the JASPER personnel and facilities to initiate surrogate-material experiments. The review coincides with the completion of authorization-basis documents and physical subsystems, which have

  7. Plan of Action: JASPER Management Prestart Review (Surrogate Material Experiment)

    SciTech Connect

    Cooper, W E

    2000-12-05

    The Lawrence Livermore National Laboratory (LLNL) Joint Actinide Shock Physics Experimental Research (JASPER) Facility is being developed at the Nevada Test Site (NTS) to conduct shock physics experiments on special nuclear material and other actinide materials. JASPER will use a two-stage, light-gas gun to shoot projectiles at actinide targets. Projectile velocities will range from 1 to 8 km/s, inducing pressures in the target material up to 6 Mbar. The JASPER gas gun has been designed to match the critical dimensions of the two-stage, light-gas gun in Building 341 of LLNL. The goal in copying the LLNL gun design is to take advantage of the extensive ballistics database that exists and to minimize the effort spent on gun characterization in the initial facility start-up. A siting study conducted by an inter-Laboratory team identified Able Site in Area 27 of the NTS as the best location for the JASPER gas gun. Able Site consists of three major buildings that had previously been used to support the nuclear test program. In April 1999, Able Site was decommissioned as a Nuclear Explosive Assembly Facility and turned back to the DOE for other uses. Construction and facility modifications at Able Site to support the JASPER project started in April 1999 and were completed in September 1999. The gas gun and the secondary confinement chamber (SCC) were installed in early 2000. During the year, all facility and operational systems were brought on line. Initial system integration demonstrations were completed in September 2000. The facility is anticipated to be operational by August 2001, and the expected life cycle for the facility is 10 years. LLNL Nevada Experiments and Operations (N) Program has established a Management Prestart Review (MPR) team to determine the readiness of the JASPER personnel and facilities to initiate surrogate-material experiments. The review coincides with the completion of authorization-basis documents and physical subsystems, which have

  8. A Genuine TEAM Player

    NASA Technical Reports Server (NTRS)

    2001-01-01

    Qualtech Systems, Inc. developed a complete software system with capabilities of multisignal modeling, diagnostic analysis, run-time diagnostic operations, and intelligent interactive reasoners. Commercially available as the TEAMS (Testability Engineering and Maintenance System) tool set, the software can be used to reveal unanticipated system failures. The TEAMS software package is broken down into four companion tools: TEAMS-RT, TEAMATE, TEAMS-KB, and TEAMS-RDS. TEAMS-RT identifies good, bad, and suspect components in the system in real-time. It reports system health results from onboard tests, and detects and isolates failures within the system, allowing for rapid fault isolation. TEAMATE takes over from where TEAMS-RT left off by intelligently guiding the maintenance technician through the troubleshooting procedure, repair actions, and operational checkout. TEAMS-KB serves as a model management and collection tool. TEAMS-RDS (TEAMS-Remote Diagnostic Server) has the ability to continuously assess a system and isolate any failure in that system or its components, in real time. RDS incorporates TEAMS-RT, TEAMATE, and TEAMS-KB in a large-scale server architecture capable of providing advanced diagnostic and maintenance functions over a network, such as the Internet, with a web browser user interface.

  9. How To Launch a Team: Start Right for Success. An Ideas into Action Guidebook.

    ERIC Educational Resources Information Center

    Kanaga, Kim; Prestridge, Sonya

    Teams can produce innovative solutions to complex problems, enabling organizations to be faster, more responsive, more competitive, and more successful in meeting their missions. These kinds of results are not guaranteed, however. When an organization sponsors a team, it is usually to address a challenge deemed essential to organizational success.…

  10. Translating Data into Action: A Data Team Model as the Seed of Comprehensive District Change

    ERIC Educational Resources Information Center

    Ruffner, Karen Blake

    2010-01-01

    Educational reform is not easy. As school leaders search for a format that leads to improvement on many fronts concurrently, data teams is one such promising practice. The data team design not only involves sensemaking of data as evidence of effective teaching and learning, but also builds a professional learning community, distributes leadership,…

  11. Technical specification for the Sandia Management Restructure Study Team (MRST) Prototype Information System

    SciTech Connect

    Wyatt, T.R.; Hall, R.C.; Davis, L.T.; Klamerus, E.J.; Thurston, I.

    1992-01-01

    This document contains implementation details for the Sandia Management Restructure Study Team (MRST) Prototype Information System, which resides on a Sun SPARC II workstation employing the INGRES RDBMS. The INGRES/Windows 4GL application editor was used to define the components of the two user applications which comprise the system. These specifications together with the MRST information model and corresponding database definition constitute the MRST Prototype Information System technical specification and implementation description presented herein. The MRST Prototype Information System represents a completed software product which has been presented to the Management Restructure Study Team to support the management restructing processes at Sandia National Laboratories.

  12. Using Agile Project Management to Enhance the Performance of Instructional Design Teams

    ERIC Educational Resources Information Center

    Sweeney, David S.; Cifuentes, Lauren

    2010-01-01

    Instructional design models describe in detail methodologies for designing effective instruction. Several widely adopted models include suggestions for managing instructional design projects. However, these suggestions focus on how to manage the instructional design steps rather than the instructional design and development team process. The…

  13. Mothers' view on late postoperative pain management by the nursing team in children after cardiac surgery.

    PubMed

    Nascimento, Lucila Castanheira; Strabelli, Brisa Soldatelli; de Almeida, Fernanda Cristina Queiroz Gomes; Rossato, Lisabelle Mariano; Leite, Adriana Moraes; de Lima, Regina Aparecida Garcia

    2010-01-01

    Postoperative pain management in children is a complex, multidimensional and subjective phenomenon. It represents a challenge for children, parents and health professionals. This study aimed to understand how mothers assess their children's pain management by the nursing team in the late postoperative phase of cardiac surgery. Empirical data collection was carried out through semistructured interviews with 17 mothers who accompanied their children. Data were subject to qualitative analysis, revealing that, for the mothers, taking good care results from the confidence they vest in the nursing team and from the observation of the medication interventions this team performs. Not taking good care of their children is a consequence of lack of information or inadequate communication between the team and the mothers. The results of this study permit identifying aspects that strengthen and weaken nursing care for these clients, contributing to the improvement of the delivered care.

  14. [Practical aspects of implementation quality management system ISO 9001:2000 by hospital infection control team].

    PubMed

    Kuziemski, Arkadiusz; Czerniak, Beata; Frankowska, Krystyna; Gonia, Ewa; Salińska, Teresa; Motuk, Andrzej; Sobociński, Zbigniew

    2009-01-01

    In 2006 the Board of the Jan Biziel Hospital in Bydgoszcz decided to include procedures of health services in the implementation process within the confines of ISO 9001:2000 certification. The hospital infection control team that has operated in the hospital since 1989 performed the analysis of the forms of activities to date and on that basis the team prepared original plan of quality management. In April 2007, this plan was successfully accepted by the certifying team. The aim of this study is to present the aforementioned plan which is the result of 18 years experience of the team. At the same time, I hope that this study will be very helpful for all professionals interested in hospital epidemiology, especially in the context of implementing quality management systems.

  15. Growing the Top Management Team: Supporting Mental Growth as a Vehicle for Promoting Organizational Learning.

    ERIC Educational Resources Information Center

    Laske, Otto E.; Maynes, Barbara

    2002-01-01

    The Developmental Structure/Process Tool was used to explore differences between theories in use and espoused theories of two executives and a six-member work team. Theories of action were shown to be developmentally based and thus open to maturation and developmental coaching. (Contains 39 references.) (SK)

  16. Ensuring the safety of surgical teams when managing casualties of a radiological dirty bomb.

    PubMed

    Williams, Geraint; O'Malley, Michael; Nocera, Antony

    2010-09-01

    The capacity for surgical teams to ensure their own safety when dealing with the consequences caused by the detonation of a radiological dirty bomb is primarily determined by prior knowledge, familiarity and training for this type of event. This review article defines the associated radiological terminology with an emphasis on the personal safety of surgical team members in respect to the principles of radiological protection. The article also describes a technique for use of hand held radiation monitors and will discuss the identification and management of radiologically contaminated patients who may pose a significant danger to the surgical team.

  17. Team-Based Interprofessional Competency Training for Dementia Screening and Management.

    PubMed

    Tan, Zaldy S; Damron-Rodriguez, JoAnn; Cadogan, Mary; Gans, Daphna; Price, Rachel M; Merkin, Sharon S; Jennings, Lee; Schickedanz, Heather; Shimomura, Sam; Osterweil, Dan; Chodosh, Joshua

    2017-01-01

    As many as 50% of people satisfying diagnostic criteria for dementia are undiagnosed. A team-based training program for dementia screening and management was developed targeting four professions (medicine, nursing, pharmacy, social work) whose scope of practice involves dementia care. An interprofessional group of 10 faculty members was trained to facilitate four interactive competency stations on dementia screening, differential diagnoses, dementia management and team care planning, and screening for and managing caregiver stress. Registrants were organized into teams of five members, with at least one member of each profession per team. The teams rotated through all stations, completing assigned tasks through interprofessional collaboration. A total of 117 professionals (51 physicians, 11 nurses, 20 pharmacists, 24 social workers, 11 others) successfully completed the program. Change scores showed significant improvements in overall competence in dementia assessment and intervention (very low = 1; very high = 5; average change 1.12, P < .001), awareness of importance of dementia screening (average change 0.85, P < .001), and confidence in managing medication (average change 0.86, P < .001). Eighty-seven participants (82.9%) reported feeling confident or very confident using the dementia toolkit at their home institution. In a survey administered 3 months after the session, 48 respondents reported that they had changed their approach to administering the Mini-Cog test (78%), differential diagnosis (49%), assessment of caregiver stress (74%), and accessing community support and services (69%). In conclusion, team-based interprofessional competency training is a team teaching model that can be used to enhance competency in dementia screening and management in medical, nursing, pharmacy, and social work practitioners.

  18. "Implicit action": Understanding discourse management in modeling instruction

    NASA Astrophysics Data System (ADS)

    Durden, Jared; Brewe, Eric; Kramer, Laird

    2012-02-01

    We present "Implicit Action", a discourse management tool, through a qualitative video analysis of a Florida International University Modeling Instruction Introductory Physics I class. Implicit Action in Modeling Instruction is where instructors deliberately create intellectual space in which students ideally see value and need for the construction of new classroom norms and tools that are productive in developing a learning community. This space is created by the implications expressed through the instructors' deliberate actions. Discourse Management is a technique to moderate student discourse in Modeling Instruction classes at the university level that was initially described by Desbien [1]. Implicit Action is one of 9 Modeling Discourse Management tools that we have identified. By means of qualitative analysis we illustrate the effectiveness of Implicit Action in implementing the Modeling Theory of Instruction.

  19. Gastrointestinal stromal tumors: evolving role of the multidisciplinary team approach in management.

    PubMed

    Reichardt, Peter; Morosi, Carlo; Wardelmann, Eva; Gronchi, Alessandro

    2012-08-01

    Gastrointestinal stromal tumors (GISTs) are rare tumors of the GI tract arising from mesenchymal cells. Treatment options include surgical resection and medical therapy with imatinib. A summary of National Comprehensive Cancer Network and European Society of Medical Oncology clinical practice guidelines relating to GIST management are presented here. A multidisciplinary team of physicians is essential to the successful treatment of GIST. Evidence supports multidisciplinary team management with a gastroenterologist, surgeon, medical oncologist, pathologist and radiologist. Consultations between them are recommended to ensure optimal care of patients with GIST. The role for individual core team workers is highlighted. The benefits of multidisciplinary disease management of patients include reducing recurrent disease, optimizing timing of surgery and organ preservation, prolonging survival for the patient and enhancing response to targeted therapies.

  20. Affirmative Action: Equal Opportunity for Women in Library Management

    ERIC Educational Resources Information Center

    DeFichy, Wendy

    1973-01-01

    Women can achieve equal opportunity in library management through Affirmative Action Committees. Several steps are suggested: the determination of present status; assessment of library policies affecting hiring, parental leave and promotion; some strategies to attain managerial positions. (21 references) (Author)

  1. Selected determinants of the quality of hospital care. II. Managing a therapeutic team.

    PubMed

    Sierpińska, Lidia; Ksykiewicz-Dorota, Anna

    2002-01-01

    The effects of teamwork depend to a large extent on the organizational skills of the manager. In health care units a physician/ward head is responsible for coordinating the work of a therapeutic team. The study was undertaken to discover to what extent doctors and nurses are aware that the ward head manages the work of the therapeutic team, and how they evaluate the skills of their managers. The study covered 161 doctors and 339 nurses from 4 hospitals with accreditation and 17 health units which did not possess the Quality Certificate. The study was conducted by the method of a diagnostic survey, and the technique was a questionnaire form. The results of the survey showed that charge nurses in hospitals with accreditation and ward heads in hospitals without the Quality Certificate significantly more often perceived the effectiveness of managing a therapeutic team by a ward head/manager of a clinic in positive terms. A greater number of negative evaluations were expressed by charge nurses in hospitals without accreditation and ward head nurses in hospitals with the Quality Certificate. It was confirmed that doctors and nurses from hospitals with accreditation significantly more frequently perceived the ward head as the manager of the therapeutic team, compared to the staff of hospitals without the Quality Certificate.

  2. Challenges in interdisciplinary weight management in primary care: lessons learned from the 5As Team study.

    PubMed

    Asselin, J; Osunlana, A M; Ogunleye, A A; Sharma, A M; Campbell-Scherer, D

    2016-04-01

    Increasingly, research is directed at advancing methods to address obesity management in primary care. In this paper we describe the role of interdisciplinary collaboration, or lack thereof, in patient weight management within 12 teams in a large primary care network in Alberta, Canada. Qualitative data for the present analysis were derived from the 5As Team (5AsT) trial, a mixed-method randomized control trial of a 6-month participatory, team-based educational intervention aimed at improving the quality and quantity of obesity management encounters in primary care practice. Participants (n = 29) included in this analysis are healthcare providers supporting chronic disease management in 12 family practice clinics randomized to the intervention arm of the 5AsT trial including mental healthcare workers (n = 7), registered dietitians (n = 7), registered nurses or nurse practitioners (n = 15). Participants were part of a 6-month intervention consisting of 12 biweekly learning sessions aimed at increasing provider knowledge and confidence in addressing patient weight management. Qualitative methods included interviews, structured field notes and logs. Four common themes of importance in the ability of healthcare providers to address weight with patients within an interdisciplinary care team emerged, (i) Availability; (ii) Referrals; (iii) Role perception and (iv) Messaging. However, we find that what was key to our participants was not that these issues be uniformly agreed upon by all team members, but rather that communication and clinic relationships support their continued negotiation. Our study shows that firm clinic relationships and deliberate communication strategies are the foundation of interdisciplinary care in weight management. Furthermore, there is a clear need for shared messaging concerning obesity and its treatment between members of interdisciplinary teams.

  3. Management of corrective action wastes pursuant to proposed Subpart S

    SciTech Connect

    Not Available

    1995-02-01

    Under Section 3004(u) of the Resource Conservation and Recovery Act (RCRA), owners/operators of permitted or interim status treatment, storage, and disposal facilities (TSDFs) are required to perform corrective action to address releases of hazardous waste or hazardous constituents from solid waste management units (SWMUs). On July 27, 1990, the Environmental Protection Agency (EPA) proposed specific corrective action requirements under Part 264, Subpart S of Title 40 of the code of Federal Regulations (CFR). One portion of this proposed rule, addressing requirements applicable to corrective action management units (CAMUs) and temporary units (TUs), was finalized on February 16, 1993 (58 FR 8658 et seq.). (CAMUs and TUs are RCRA waste management units that are specifically designated for the management of corrective action wastes). Portions of the proposed Subpart S rule that address processes for the investigation and cleanup of releases to environmental media have not yet been finalized. EPA and authorized State agencies, however, are currently using the investigation and cleanup procedures of the proposed rule as a framework for implementation of RCRA`s corrective action requirements. The performance of corrective action cleanup activities generates wastes that have to be characterized and managed in accordance with applicable RCRA requirements. This Information Brief describes these requirements. It is one of a series of information Briefs on RCRA Corrective Action.

  4. The role of the multidisciplinary health care team in the management of patients with Marfan syndrome

    PubMed Central

    von Kodolitsch, Yskert; Rybczynski, Meike; Vogler, Marina; Mir, Thomas S; Schüler, Helke; Kutsche, Kerstin; Rosenberger, Georg; Detter, Christian; Bernhardt, Alexander M; Larena-Avellaneda, Axel; Kölbel, Tilo; Debus, E Sebastian; Schroeder, Malte; Linke, Stephan J; Fuisting, Bettina; Napp, Barbara; Kammal, Anna Lena; Püschel, Klaus; Bannas, Peter; Hoffmann, Boris A; Gessler, Nele; Vahle-Hinz, Eva; Kahl-Nieke, Bärbel; Thomalla, Götz; Weiler-Normann, Christina; Ohm, Gunda; Neumann, Stefan; Benninghoven, Dieter; Blankenberg, Stefan; Pyeritz, Reed E

    2016-01-01

    Marfan syndrome (MFS) is a rare, severe, chronic, life-threatening disease with multiorgan involvement that requires optimal multidisciplinary care to normalize both prognosis and quality of life. In this article, each key team member of all the medical disciplines of a multidisciplinary health care team at the Hamburg Marfan center gives a personal account of his or her contribution in the management of patients with MFS. The authors show how, with the support of health care managers, key team members organize themselves in an organizational structure to create a common meaning, to maximize therapeutic success for patients with MFS. First, we show how the initiative and collaboration of patient representatives, scientists, and physicians resulted in the foundation of Marfan centers, initially in the US and later in Germany, and how and why such centers evolved over time. Then, we elucidate the three main structural elements; a team of coordinators, core disciplines, and auxiliary disciplines of health care. Moreover, we explain how a multidisciplinary health care team integrates into many other health care structures of a university medical center, including external quality assurance; quality management system; clinical risk management; center for rare diseases; aorta center; health care teams for pregnancy, for neonates, and for rehabilitation; and in structures for patient centeredness. We provide accounts of medical goals and standards for each core discipline, including pediatricians, pediatric cardiologists, cardiologists, human geneticists, heart surgeons, vascular surgeons, vascular interventionists, orthopedic surgeons, ophthalmologists, and nurses; and of auxiliary disciplines including forensic pathologists, radiologists, rhythmologists, pulmonologists, sleep specialists, orthodontists, dentists, neurologists, obstetric surgeons, psychiatrist/psychologist, and rehabilitation specialists. We conclude that a multidisciplinary health care team is a means

  5. The role of the multidisciplinary health care team in the management of patients with Marfan syndrome.

    PubMed

    von Kodolitsch, Yskert; Rybczynski, Meike; Vogler, Marina; Mir, Thomas S; Schüler, Helke; Kutsche, Kerstin; Rosenberger, Georg; Detter, Christian; Bernhardt, Alexander M; Larena-Avellaneda, Axel; Kölbel, Tilo; Debus, E Sebastian; Schroeder, Malte; Linke, Stephan J; Fuisting, Bettina; Napp, Barbara; Kammal, Anna Lena; Püschel, Klaus; Bannas, Peter; Hoffmann, Boris A; Gessler, Nele; Vahle-Hinz, Eva; Kahl-Nieke, Bärbel; Thomalla, Götz; Weiler-Normann, Christina; Ohm, Gunda; Neumann, Stefan; Benninghoven, Dieter; Blankenberg, Stefan; Pyeritz, Reed E

    2016-01-01

    Marfan syndrome (MFS) is a rare, severe, chronic, life-threatening disease with multiorgan involvement that requires optimal multidisciplinary care to normalize both prognosis and quality of life. In this article, each key team member of all the medical disciplines of a multidisciplinary health care team at the Hamburg Marfan center gives a personal account of his or her contribution in the management of patients with MFS. The authors show how, with the support of health care managers, key team members organize themselves in an organizational structure to create a common meaning, to maximize therapeutic success for patients with MFS. First, we show how the initiative and collaboration of patient representatives, scientists, and physicians resulted in the foundation of Marfan centers, initially in the US and later in Germany, and how and why such centers evolved over time. Then, we elucidate the three main structural elements; a team of coordinators, core disciplines, and auxiliary disciplines of health care. Moreover, we explain how a multidisciplinary health care team integrates into many other health care structures of a university medical center, including external quality assurance; quality management system; clinical risk management; center for rare diseases; aorta center; health care teams for pregnancy, for neonates, and for rehabilitation; and in structures for patient centeredness. We provide accounts of medical goals and standards for each core discipline, including pediatricians, pediatric cardiologists, cardiologists, human geneticists, heart surgeons, vascular surgeons, vascular interventionists, orthopedic surgeons, ophthalmologists, and nurses; and of auxiliary disciplines including forensic pathologists, radiologists, rhythmologists, pulmonologists, sleep specialists, orthodontists, dentists, neurologists, obstetric surgeons, psychiatrist/psychologist, and rehabilitation specialists. We conclude that a multidisciplinary health care team is a means

  6. Lean management: innovative tools for engaging teams in continuous quality improvement.

    PubMed

    Perreault, Lucille; Vaillancourt, Lise; Filion, Catherine; Hadj, Camélia

    2014-01-01

    Lean management has proven to be a sustainable method to ensure a high level of patient care through innovation and teamwork. It involves a set of six tools that allow for visual management shared among team members. The team focuses their efforts on the improvement of organizational indicators in a standardized and engaging way, resulting in the sustainability of improvements. This article outlines the program's rollout at Montfort Hospital (l'Hôpital Montfort). In only a few months, two pilot units accomplished close to 50 improvements each. In addition, the organizational employee satisfaction questionnaire showed very positive results.

  7. The Tendency toward Defective Decision Making within Self-Managing Teams: The Relevance of Groupthink for the 21st Century.

    PubMed

    Moorhead; Neck; West

    1998-02-01

    Groupthink theory has continued relevance to organizations because of the organizational trend toward self-managing work teams. A typology is developed linking the key differentiating characteristics of self-managing teams to groupthink antecedents of group cohesion, structural faults of the organization, and provocative situational context. Building upon this framework, we more specifically examine variables that will impact the occurrence of groupthink within self-managing teams. Implications for the prevention of groupthink in self-managing teams are discussed. Copyright 1998 Academic Press.

  8. The Evolving Manager Stereotype: The Effects of Industry Gender Typing on Performance Expectations for Leaders and Their Teams

    ERIC Educational Resources Information Center

    Cabrera, Susan F.; Sauer, Stephen J.; Thomas-Hunt, Melissa C.

    2009-01-01

    This study examined how external evaluators' assessments of a management team and its leader are impacted by congruence between the leader's gender and the gender typing of the industry in which the team works. We experimentally tested our theory using industries that are either male typed or gender neutral, with teams led by male and female…

  9. Impediments to the success of management actions for species recovery.

    PubMed

    Ng, Chooi Fei; Possingham, Hugh P; McAlpine, Clive A; de Villiers, Deidré L; Preece, Harriet J; Rhodes, Jonathan R

    2014-01-01

    Finding cost-effective management strategies to recover species declining due to multiple threats is challenging, especially when there are limited resources. Recent studies offer insights into how costs and threats can influence the best choice of management actions. However, when implementing management actions in the real-world, a range of impediments to management success often exist that can be driven by social, technological and land-use factors. These impediments may limit the extent to which we can achieve recovery objectives and influence the optimal choice of management actions. Nonetheless, the implications of these impediments are not well understood, especially for recovery planning involving multiple actions. We used decision theory to assess the impact of these types of impediments for allocating resources among recovery actions to mitigate multiple threats. We applied this to a declining koala (Phascolarctos cinereus) population threatened by habitat loss, vehicle collisions, dog attacks and disease. We found that the unwillingness of dog owners to restrain their dogs at night (a social impediment), the effectiveness of wildlife crossings to reduce vehicle collisions (a technological impediment) and the unavailability of areas for restoration (a land-use impediment) significantly reduced the effectiveness of our actions. In the presence of these impediments, achieving successful recovery may be unlikely. Further, these impediments influenced the optimal choice of recovery actions, but the extent to which this was true depended on the target koala population growth rate. Given that species recovery is an important strategy for preserving biodiversity, it is critical that we consider how impediments to the success of recovery actions modify our choice of actions. In some cases, it may also be worth considering whether investing in reducing or removing impediments may be a cost-effective course of action.

  10. Impediments to the Success of Management Actions for Species Recovery

    PubMed Central

    Ng, Chooi Fei; Possingham, Hugh P.; McAlpine, Clive A.; de Villiers, Deidré L.; Preece, Harriet J.; Rhodes, Jonathan R.

    2014-01-01

    Finding cost-effective management strategies to recover species declining due to multiple threats is challenging, especially when there are limited resources. Recent studies offer insights into how costs and threats can influence the best choice of management actions. However, when implementing management actions in the real-world, a range of impediments to management success often exist that can be driven by social, technological and land-use factors. These impediments may limit the extent to which we can achieve recovery objectives and influence the optimal choice of management actions. Nonetheless, the implications of these impediments are not well understood, especially for recovery planning involving multiple actions. We used decision theory to assess the impact of these types of impediments for allocating resources among recovery actions to mitigate multiple threats. We applied this to a declining koala (Phascolarctos cinereus) population threatened by habitat loss, vehicle collisions, dog attacks and disease. We found that the unwillingness of dog owners to restrain their dogs at night (a social impediment), the effectiveness of wildlife crossings to reduce vehicle collisions (a technological impediment) and the unavailability of areas for restoration (a land-use impediment) significantly reduced the effectiveness of our actions. In the presence of these impediments, achieving successful recovery may be unlikely. Further, these impediments influenced the optimal choice of recovery actions, but the extent to which this was true depended on the target koala population growth rate. Given that species recovery is an important strategy for preserving biodiversity, it is critical that we consider how impediments to the success of recovery actions modify our choice of actions. In some cases, it may also be worth considering whether investing in reducing or removing impediments may be a cost-effective course of action. PMID:24699170

  11. The Environmental Assessment and Management (TEAM) Guide: Iowa Supplement

    DTIC Science & Technology

    2010-02-01

    following in a kraft pulp mill: digester system; brown stock washer system; multiple effect ev aporator s ystem; b lack liq uor o xidation system; r...on aerobic b acterial action which is maintained b y the utilization of air or oxygen and which includes aeration equipment to digest organic mater...pounds 0.100 6. Sheep or lambs 0.100 7. Horses 2.000 8. Turkeys 0.018 9. Broiler or layer chickens 0.010 • Animal Unit - a unit of

  12. Managing the culturally diverse medical practice team: twenty-five strategies.

    PubMed

    Hills, Laura

    2014-01-01

    A common misconception is that the phrase workplace diversity means meeting certain quotas in employee race or gender categories. In fact, diversity is much more than that. This article explores the unique benefits and challenges of managing a culturally diverse medical practice team and offers practice managers 25 practical strategies. It describes the two types of diversity training that are beneficial to practice managers and the kinds of policies, practices, and procedures that foster and promote diversity. This article also explores ethnocentrism, racism, ageism, sexism, stereotyping, and other potentially divisive issues among a diverse medical practice team. It provides an assessment instrument practice managers can use to evaluate their own diversity management skills. Finally, this article defines specifically what is meant by the term diversity and explores the top 10 diversity issues in workplaces today.

  13. The importance of multidisciplinary team management of patients with non-small-cell lung cancer.

    PubMed

    Ellis, P M

    2012-06-01

    Historically, a simple approach to the treatment of non-small-cell lung cancer (nsclc) was applicable to nearly all patients. Recently, a more complex treatment algorithm has emerged, driven by both pathologic and molecular phenotype. This increasing complexity underscores the importance of a multidisciplinary team approach to the diagnosis, treatment, and supportive care of patients with nsclc. A team approach to management is important at all points: from diagnosis, through treatment, to end-of-life care. It also needs to be patient-centred and must involve the patient in decision-making concerning treatment. Multidisciplinary case conferencing is becoming an integral part of care. Early integration of palliative care into the team approach appears to contribute significantly to quality of life and potentially extends overall survival for these patients. Supportive approaches, including psychosocial and nutrition support, should be routinely incorporated into the team approach. Challenges to the implementation of multidisciplinary care require institutional commitment and support.

  14. Managing an outpatient parenteral antibiotic therapy team: challenges and solutions

    PubMed Central

    Halilovic, Jenana; Christensen, Cinda L; Nguyen, Hien H

    2014-01-01

    Outpatient parenteral antimicrobial therapy (OPAT) programs should strive to deliver safe, cost effective, and high quality care. One of the keys to developing and sustaining a high quality OPAT program is to understand the common challenges or barriers to OPAT delivery. We review the most common challenges to starting and managing an OPAT program and give practical advice on addressing these issues. PMID:24971015

  15. Managing at the Speed of Light: Principals Lead TQM Teams.

    ERIC Educational Resources Information Center

    Abbott, James E.

    1995-01-01

    Describes a program in California that funded school restructuring efforts. Highlights include creating a learning community; the role of principals; authentic accountability; quality indicators, including examples of hard logic and fuzzy logic; The Protocol, a total quality management (TQM) feedback tool; and how collaboration and TQM helped…

  16. The Design & Management of Community Projects--A Team Approach.

    ERIC Educational Resources Information Center

    Hubbard, Robert L.; Ennis-Applegate, Mari

    This manual contains materials for a 2-week workshop to train extension staff and community leaders working at the village level in the Solomon Islands. The aim of the course is to improve participants' skills so they are better able to help communities and community groups design and manage community projects. An introduction addresses the team…

  17. Integrated Project Teams - An Essential Element of Project Management during Project Planning and Execution - 12155

    SciTech Connect

    Burritt, James G.; Berkey, Edgar

    2012-07-01

    Managing complex projects requires a capable, effective project manager to be in place, who is assisted by a team of competent assistants in various relevant disciplines. This team of assistants is known as the Integrated Project Team (IPT). he IPT is composed of a multidisciplinary group of people who are collectively responsible for delivering a defined project outcome and who plan, execute, and implement over the entire life-cycle of a project, which can be a facility being constructed or a system being acquired. An ideal IPT includes empowered representatives from all functional areas involved with a project-such as engineering design, technology, manufacturing, test and evaluation, contracts, legal, logistics, and especially, the customer. Effective IPTs are an essential element of scope, cost, and schedule control for any complex, large construction project, whether funded by DOE or another organization. By recently assessing a number of major, on-going DOE waste management projects, the characteristics of high performing IPTs have been defined as well as the reasons for potential IPT failure. Project managers should use IPTs to plan and execute projects, but the IPTs must be properly constituted and the members capable and empowered. For them to be effective, the project manager must select the right team, and provide them with the training and guidance for them to be effective. IPT members must treat their IPT assignment as a primary duty, not some ancillary function. All team members must have an understanding of the factors associated with successful IPTs, and the reasons that some IPTs fail. Integrated Project Teams should be used by both government and industry. (authors)

  18. Interprofessional team management in pediatric critical care: some challenges and possible solutions

    PubMed Central

    Stocker, Martin; Pilgrim, Sina B; Burmester, Margarita; Allen, Meredith L; Gijselaers, Wim H

    2016-01-01

    Background Aiming for and ensuring effective patient safety is a major priority in the management and culture of every health care organization. The pediatric intensive care unit (PICU) has become a workplace with a high diversity of multidisciplinary physicians and professionals. Therefore, delivery of high-quality care with optimal patient safety in a PICU is dependent on effective interprofessional team management. Nevertheless, ineffective interprofessional teamwork remains ubiquitous. Methods We based our review on the framework for interprofessional teamwork recently published in association with the UK Centre for Advancement of Interprofessional Education. Articles were selected to achieve better understanding and to include and translate new ideas and concepts. Findings The barrier between autonomous nurses and doctors in the PICU within their silos of specialization, the failure of shared mental models, a culture of disrespect, and the lack of empowering parents as team members preclude interprofessional team management and patient safety. A mindset of individual responsibility and accountability embedded in a network of equivalent partners, including the patient and their family members, is required to achieve optimal interprofessional care. Second, working competently as an interprofessional team is a learning process. Working declared as a learning process, psychological safety, and speaking up are pivotal factors to learning in daily practice. Finally, changes in small steps at the level of the microlevel unit are the bases to improve interprofessional team management and patient safety. Once small things with potential impact can be changed in one’s own unit, engagement of health care professionals occurs and projects become accepted. Conclusion Bottom–up patient safety initiatives encouraging participation of every single care provider by learning effective interprofessional team management within daily practice may be an effective way of

  19. Peer-based control in self-managing teams: linking rational and normative influence with individual and group performance.

    PubMed

    Stewart, Greg L; Courtright, Stephen H; Barrick, Murray R

    2012-03-01

    The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how peer-based rational control, which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and interacts with the more commonly studied normative control force of group cohesion to explain both individual and collective performance in teams. On the basis of data from 587 factory workers in 45 self-managing teams at 3 organizations, peer-based rational control corresponded with higher performance for both individuals and collective teams. Results further demonstrated that the rational and normative mechanism of peer-based control interacted to explain performance at both the individual and team levels. Increased peer-based rational control corresponded with higher individual and collective performance in teams with low cohesion, but the positive effects on performance were attenuated in cohesive teams.

  20. Team resource management participant's handbook for the atomic vapor laser isotope separation program

    SciTech Connect

    Bennett, Tom

    1998-05-01

    The goal of any operation is to complete tasks efficiently and effectively. Working safely is completely consistent with efficient, reliable operations. Working in an unsafe manner is not effective or ultimately efficient. If someone is hurt, work stops. Following the steps advocated by Team Resource Management (TRM) leads to more safe, efficient, effective work habits. TRM is a method used by teams (i.e., leaders and workers) to conduct technical business. It is used by the aviation industry to improve reliability and safety through formalizing the way it does business. High reliability organizations do exist. They conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine if we have the right stuff. The goals of this workshop are to: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM's 12 rules-of-thumb (the "Dirty Dozen") and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.

  1. Action Regulation Theory and Career Self-Management

    ERIC Educational Resources Information Center

    Raabe, Babette; Frese, Michael; Beehr, Terry A.

    2007-01-01

    Much of the responsibility for managing careers is shifting from employers to adaptive and proactive employees. A career management intervention based on action regulation theory trained 205 white collar employees to engage actively in their own career building by increasing their self-knowledge, career goal commitment, and career plan quality. As…

  2. Change Management and Complexity: The Case for Narrative Action Research

    ERIC Educational Resources Information Center

    Boxelaar, Lucia; Paine, Mark; Beilin, Ruth

    2007-01-01

    Post-modern theorists have challenged the totalizing and unifying ambitions of change management practices. This paper explores how a narrative action research approach may be used to combine our modernist commitment to facilitate change and collaboration in the land management context with a post-modern sensitivity to complexity and difference.…

  3. Action Guide for Emergency Management at Institutions of Higher Education

    ERIC Educational Resources Information Center

    Office of Safe and Drug-Free Schools, US Department of Education, 2010

    2010-01-01

    This "Action Guide for Emergency Management at Higher Education Institutions" has been developed to give higher education institutions a useful resource in the field of emergency management. It is intended for community colleges, four-year colleges and universities, graduate schools, and research institutions associated with higher education…

  4. Management Workshop for Alcohol Safety Action Project: Instructor's Guide.

    ERIC Educational Resources Information Center

    Human Resources Research Organization, Alexandria, VA.

    The instructor's guide is part of a series designed to help project directors in the management of Alcohol Safety Action Projects (ASAP) through management workshops. Workshops will discuss certain phases of the ASAP including National Highway Traffic Safety Administration (NHTSA) organizational and supportive efforts, countermeasures,…

  5. Operationalizing Heedful Interrelating: How Attending, Responding, and Feeling Comprise Coordinating and Predict Performance in Self-Managing Teams.

    PubMed

    Stephens, John Paul; Lyddy, Christopher J

    2016-01-01

    Team coordination implies a system of individual behavioral contributions occurring within a network of interpersonal relationships to achieve a collective goal. Current research on coordination has emphasized its relational aspects, but has not adequately accounted for how team members also simultaneously manage individual behavioral contributions and represent the whole system of the team's work. In the current study, we develop theory and test how individuals manage all three aspects of coordinating through the three facets described in the theory of heedful interrelating. We operationalize the facet of contributing as distributing attention between self and others, subordinating as responsively communicating, and representing as feeling the system of the team's work as a cohesive whole. We then test the relationships among these facets and their influence on team performance in an experiment with 50 ad hoc triads of undergraduate student self-managing teams tasked with collectively composing a song in the lab. In analyzing thin-slices of video data of these teams' coordination, we found that teams with members displaying greater dispersion of attentional distribution and more responsive communicating experienced a stronger feeling of the team as a whole. Responsive communication also predicted team performance. Accounting for how the three aspects of coordinating are managed by individual team members provides a more critical understanding of heedful interrelating, and insight into emergent coordination processes.

  6. Operationalizing Heedful Interrelating: How Attending, Responding, and Feeling Comprise Coordinating and Predict Performance in Self-Managing Teams

    PubMed Central

    Stephens, John Paul; Lyddy, Christopher J.

    2016-01-01

    Team coordination implies a system of individual behavioral contributions occurring within a network of interpersonal relationships to achieve a collective goal. Current research on coordination has emphasized its relational aspects, but has not adequately accounted for how team members also simultaneously manage individual behavioral contributions and represent the whole system of the team's work. In the current study, we develop theory and test how individuals manage all three aspects of coordinating through the three facets described in the theory of heedful interrelating. We operationalize the facet of contributing as distributing attention between self and others, subordinating as responsively communicating, and representing as feeling the system of the team's work as a cohesive whole. We then test the relationships among these facets and their influence on team performance in an experiment with 50 ad hoc triads of undergraduate student self-managing teams tasked with collectively composing a song in the lab. In analyzing thin-slices of video data of these teams' coordination, we found that teams with members displaying greater dispersion of attentional distribution and more responsive communicating experienced a stronger feeling of the team as a whole. Responsive communication also predicted team performance. Accounting for how the three aspects of coordinating are managed by individual team members provides a more critical understanding of heedful interrelating, and insight into emergent coordination processes. PMID:27047407

  7. Team resource management trainer's manual for the atomic vapor laser isotope separation program

    SciTech Connect

    Bennett, Tom

    1998-03-13

    High reliability organizations do exist. They have been defined as those organizations that conduct thousands of high-consequence operations a year, essentially error-free. Naval air carriers, air traffic control, and commercial aviation are some of these kinds of organizations. How did they get that way? What kinds of people staff them? Can we become a high reliability organization? This workshop will look at these questions. When we are done, it will be up to you to determine whether we have the right stuff. There are six goals for this workshop: Describe Team Resource Management and its purpose; Describe Performance Shaping Factors (PSFs) and their role in predicting and managing team performance and errors; Describe the principles for managing human error; Describe TRM's 12 rules-of-thumb (the "Dirty Dozen") and use of safety nets; Conduct Operational Risk Management (ORM); Demonstrate ways to keep TRM working.

  8. Enhancing Deep Learning: Lessons from the Introduction of Learning Teams in Management Education in France

    ERIC Educational Resources Information Center

    Borredon, Liz; Deffayet, Sylvie; Baker, Ann C.; Kolb, David

    2011-01-01

    Drawing from the reflective teaching and learning practices recommended in influential publications on learning styles, experiential learning, deep learning, and dialogue, the authors tested the concept of "learning teams" in the framework of a leadership program implemented for the first time in a top French management school…

  9. Defining Projects to Integrate Evolving Team Fundamentals and Project Management Skills

    ERIC Educational Resources Information Center

    Smith, Harold, III; Smarkusky, Debra; Corrigall, Elizabeth

    2008-01-01

    Industry has indicated the desire for academic programs to produce graduates that are well-versed in collaborative problem solving and general project management concepts in addition to technical skills. The primary focus of a curriculum is typically centered on the technical training with minimal attention given to coalescing team and project…

  10. Is Management Education Better Learned in Teams? A Study of Teamwork within the Business Education Curriculum

    ERIC Educational Resources Information Center

    DiFonzo, Francis L.

    2010-01-01

    The primary purpose of this research was to determine if there are any differences in the perceptions between graduate and undergraduate learners regarding the effectiveness of team-based projects in management education. This study was performed using graduate and undergraduate learners from one New Hampshire university. The researcher was…

  11. The Link between Self-Managed Work Teams and Learning Organisations Using Performance Indicators

    ERIC Educational Resources Information Center

    Power, Joe; Waddell, Di

    2004-01-01

    Both the learning organization literature and the self-managed work team literature have alluded to the potential links between teamwork and learning. However, as yet the link between these two concepts remains undeveloped. This study uses a survey of a random sample of 200 Australian organizations to empirically examine the relationships between…

  12. Making the Grade and Staying Engaged: The Influence of Student Management Teams on Student Classroom Outcomes

    ERIC Educational Resources Information Center

    Troisi, Jordan D.

    2014-01-01

    The use of student management teams (SMTs) is a relatively new teaching technique designed to increase the quality of college courses and student performance and engagement within those courses. However, to date, little systematic, empirical research has validated the effectiveness of using SMTs. To test the effectiveness of this technique, the…

  13. Student Management Teams Increase College Students' Feelings of Autonomy in the Classroom

    ERIC Educational Resources Information Center

    Troisi, Jordan D.

    2015-01-01

    The use of Student Management Teams (SMTs) is a relatively new teaching technique designed to increase students' motivation and involvement with the planning and execution of college courses. However, to date, little systematic, empirical research has validated the effectiveness of using SMTs. To test the effectiveness of this technique, the…

  14. Accelerating and Braking in Times of Economic Crisis: Organisational Learning in a Top Management Team

    ERIC Educational Resources Information Center

    Wallo, Andreas; Kock, Henrik; Nilsson, Peter

    2012-01-01

    Purpose: The purpose of this article is to present the results of a study of an industrial company's top management team (TMT) that fought to survive an economic crisis. Specifically, the article seeks to focus on describing the TMT's composition, group processes, and work during a period of high external pressure; analysing the TMT's work in…

  15. The Vital Role of Task Teams: The Total Quality Management Approach on Restructuring Organizations.

    ERIC Educational Resources Information Center

    Munoz, Marco A.

    Teams are an important element of restructuring organizations because much of the work of the organization is being done in small units, the microcosms of organizations. Total Quality Management (TQM) is one way to analyze the importance of teamwork during restructuring. This paper describes the basic principles and tools of TQM and considers its…

  16. The Machinery of Management: Team Building (MM4). Workforce 2000 Partnership.

    ERIC Educational Resources Information Center

    Enterprise State Junior Coll., AL.

    This curriculum package on team building--the machinery of management for supervisors, auditors, and training instructors has been developed by the Workforce 2000 Partnership, a network of industries and educational institutions that provides training in communication, computation, and creative thinking to employees and supervisors in textile,…

  17. Distributed Leadership in Action: Leading High-Performing Leadership Teams in English Schools

    ERIC Educational Resources Information Center

    Bush, Tony; Glover, Derek

    2012-01-01

    Heroic models of leadership based on the role of the principal have been supplemented by an emerging recognition of the value of "distributed leadership". The work of effective senior leadership teams (SLTs) is an important manifestation of distributed leadership, but there has been only limited research addressing the relationship…

  18. Fostering Teacher Learning Communities: A Case Study of a School-Based Leadership Team's Action Research

    ERIC Educational Resources Information Center

    Fischer, Kenneth Brian

    2013-01-01

    The purpose of this study is to examine how a school-based leadership team identifies and alters school conditions to foster the development of TLCs. Many educators, school leaders, and politicians have embraced teacher learning communities (TLCs) as a vehicle for school reform. Despite the considerable documentation of the capability for TLCs to…

  19. Zooming in on the Partnership of a Successful Teaching Team: Examining Cooperation, Action and Recognition

    ERIC Educational Resources Information Center

    Henning Loeb, Ingrid

    2016-01-01

    This article investigates the cooperation of a teaching team in Swedish upper secondary education over a period of five years. The data collection builds on field studies and partly on a collaborative research approach. Three areas of cooperation have been identified: collaboration among the staff; interactions between the staff and the students;…

  20. Flight Operations Centers: Transforming NextGen Air Traffic Management FOC Study Team Report

    DTIC Science & Technology

    2012-07-01

    Traffic Management FOC Study Team Report 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK...decision processes. The FOC’s role is key to initiating trajectories. The FOC should also play an important role in the Air Traffic Management ...formalize data sharing. Uniform rules for data sharing should be developed that address roles, responsibilities, quality , timing, and

  1. Group Dynamics in Top Management Teams: Groupthink, Vigilance, and Alternative Models of Organizational Failure and Success.

    PubMed

    Peterson; Owens; Tetlock; Fan; Martorana

    1998-02-01

    This study explored the heuristic value of Janis' (1982) groupthink and vigilant decision making models as explanations of failure and success in top management team decision making using the Organizational Group Dynamics Q-sort (GDQ). Top management teams of seven Fortune 500 companies were examined at two historical junctures-one when the team was successful (defined as satisfying strategic constituencies) and one when the team was unsuccessful. Results strongly supported the notion that a group' decision making process is systematically related to the outcomes experienced by the team. Ideal-type Q-sorts organized around Janis' analysis of groupthink and vigilance were substantially correlated with Q-sorts of failing and successful groups, respectively. The fit was, however, far from perfect. Ideal-type Q-sorts derived from other frameworks correlated better with the failure-success classification than did the Janis-derived ideal types. Successful groups showed some indicators of groupthink (e.g., risk-taking, cohesion, and strong, opinionated leaders), whereas unsuccessful groups showed signs of vigilance (e.g., internal debate to the point of factionalism). The results illustrate the usefulness of the GDQ for developing and empirically testing theory in organizational behavior from historical cases. Copyright 1998 Academic Press.

  2. Patient Dose Management: Focus on Practical Actions

    PubMed Central

    2016-01-01

    Medical radiation is a very important part of modern medicine, and should be only used when needed and optimized. Justification and optimization of radiation examinations must be performed. The first step of reduction of medical exposure is to know the radiation dose in currently performed examinations. This review covers radiation units, how various imaging modalities report dose, and the current status of radiation dose reports and legislation. Also, practical tips that can be applied to clinical practice are introduced. Afterwards, the importance of radiology exposure related education is emphasized and the current status of education for medical personal and the public is explained, and appropriate education strategies are suggested. Commonly asked radiation dose related example questions and answers are provided in detail to allow medical personnel to answer patients. Lastly, we talk about computerized programs that can be used in medical facilities for managing patient dose. While patient dose monitoring and management should be used to decrease and optimize overall radiation dose, it should not be used to assess individual cancer risk. One must always remember that medically justified examinations should always be performed, and unneeded examinations should be avoided in the first place. PMID:26908988

  3. Managing mental illness in the dialysis treatment environment: a team approach.

    PubMed

    Prescott, Megan

    2006-12-01

    Outpatient chronic hemodialysis facilities often serve large populations of patients in an open and sometimes fast-paced environment. Any sizeable group of people will contain a sample of mental illnesses -and the end-stage renal disease diagnosis can be accompanied by co-occurring or comorbid mental illness. Thus, it is important for professional teams to be able to effectively manage related issues arising in the dialysis clinic. Guided by Medicare mandates, dialysis clinics all employ a masters level social worker to respond to the myriad psychosocial needs of this population; MSWs are trained to recognize the signs and symptoms of mental illnesses, and can help guide the team response.

  4. Implementing Self-Managing Work Teams in a High Performance Work Environment

    DTIC Science & Technology

    1990-09-01

    TEAMS IN A HIGH PERFORMANCE WORK ENVIRONMENT THESIS Gerald L. Page, Captain, USAF AFIT/GLM/LSR/90S-42 4~ELECTE SDEC121l990 Approved for public r:elease...studies in this field. vii IMPLEMENTING SELF-MANAGING WORK TEAMS IN A HIGH PERFORMANCE WORK ENVIRONMENT I. Introduction Background Many organizations today...continuous improveimenIt be sustained by a positive work environment " (28:40). General Issue An aspect of TQM that shows great promise in achieving reduced

  5. When do business units benefit more from collective citizenship behavior of management teams? An upper echelons perspective.

    PubMed

    Liu, Wu; Gong, Yaping; Liu, Jun

    2014-05-01

    Drawing upon the notion of managerial discretion from upper echelons theory, we theorize which external contingencies moderate the relationship between collective organizational citizenship behavior (COCB) and unit performance. Focusing on business unit (BU) management teams, we hypothesize that COCB of BU management teams enhances BU performance and that this impact depends on environmental uncertainty and BU management-team decision latitude, 2 determinants of managerial discretion. In particular, the positive effect of COCB is stronger when environmental uncertainty or the BU management-team decision latitude is greater. Time-lagged data from 109 BUs of a telecommunications company support the hypotheses. Additional exploratory analysis shows that the positive moderating effect of environmental uncertainty is further amplified at higher levels of BU management-team decision latitude. Overall, this study extends the internally focused view in the micro OCB literature by introducing external contingencies for the COCB-unit-performance relationship.

  6. Determining the need for team-based training in delirium management: A needs assessment of surgical healthcare professionals.

    PubMed

    Sockalingam, Sanjeev; Tehrani, Hedieh; Kacikanis, Anna; Tan, Adrienne; Hawa, Raed; Anderson, Ruthie; Okrainec, Allan; Abbey, Susan

    2015-01-01

    The high incidence of delirium in surgical units is a serious quality concern, given its impact on morbidity and mortality. While successful delirium management depends upon interdisciplinary care, training needs for surgical teams have not been studied. A needs assessment of surgical units was conducted to determine perceived comfort in managing delirium, and interprofessional training needs for team-based care. We administered a survey to 106 General Surgery healthcare professionals (69% response rate) with a focus on attitudes towards delirium and team management. Although most respondents identified delirium as important to patient outcomes, only 61% of healthcare professionals indicated that a team-based approach was always observed in practice. Less than half had a clear understanding of their role in delirium care, while just over half observed team communication of delirium care plans during handover. This is the first observation of clear gaps in perceived team performance in a General Surgery setting.

  7. A team leadership approach to managing the transition from construction to operations for an environmental project

    SciTech Connect

    Kelly, J.W.

    1994-06-01

    This presentation describes a team approach, at the totalproject level that focused team members with common objectives, for the transition to start-up and operation of the project. The Integrated Management Team (IMT) approach has been successful for this US Department of Energy (DOE) environmental restoration project at the Hanford Site in Richland, Washington. The $53.8-million project will collect, treat, and dispose of low-level mixed waste water discharges from the Hanford Site. Construction is scheduled for completion in September 1994 and facility start-up in June 1995. The project challenge is for leadership that is committed to the transition from construction to operation of the environmental restoration project.

  8. Diabetic foot infections: a team-oriented review of medical and surgical management

    PubMed Central

    Capobianco, Claire M; Stapleton, John J

    2010-01-01

    As the domestic and international incidence of diabetes and metabolic syndrome continues to rise, health care providers need to continue improving management of the long-term complications of the disease. Emergency department visits and hospital admissions for diabetic foot infections are increasingly commonplace, and a like-minded multidisciplinary team approach is needed to optimize patient care. Early recognition of severe infections, medical stabilization, appropriate antibiotic selection, early surgical intervention, and strategic plans for delayed reconstruction are crucial components of managing diabetic foot infections. The authors review initial medical and surgical management and staged surgical reconstruction of diabetic foot infections in the inpatient setting. PMID:22396806

  9. Impact of crisis resource management simulation-based training for interprofessional and interdisciplinary teams: A systematic review.

    PubMed

    Fung, Lillia; Boet, Sylvain; Bould, M Dylan; Qosa, Haytham; Perrier, Laure; Tricco, Andrea; Tavares, Walter; Reeves, Scott

    2015-01-01

    Crisis resource management (CRM) abilities are important for different healthcare providers to effectively manage critical clinical events. This study aims to review the effectiveness of simulation-based CRM training for interprofessional and interdisciplinary teams compared to other instructional methods (e.g., didactics). Interprofessional teams are composed of several professions (e.g., nurse, physician, midwife) while interdisciplinary teams are composed of several disciplines from the same profession (e.g., cardiologist, anaesthesiologist, orthopaedist). Medline, EMBASE, CINAHL, Cochrane Central Register of Controlled Trials, and ERIC were searched using terms related to CRM, crisis management, crew resource management, teamwork, and simulation. Trials comparing simulation-based CRM team training versus any other methods of education were included. The educational interventions involved interprofessional or interdisciplinary healthcare teams. The initial search identified 7456 publications; 12 studies were included. Simulation-based CRM team training was associated with significant improvements in CRM skill acquisition in all but two studies when compared to didactic case-based CRM training or simulation without CRM training. Of the 12 included studies, one showed significant improvements in team behaviours in the workplace, while two studies demonstrated sustained reductions in adverse patient outcomes after a single simulation-based CRM team intervention. In conclusion, CRM simulation-based training for interprofessional and interdisciplinary teams show promise in teaching CRM in the simulator when compared to didactic case-based CRM education or simulation without CRM teaching. More research, however, is required to demonstrate transfer of learning to workplaces and potential impact on patient outcomes.

  10. Case study: Comparison of motivation for achieving higher performance between self-directed and manager-directed aerospace engineering teams

    NASA Astrophysics Data System (ADS)

    Erlick, Katherine

    "The stereotype of engineers is that they are not people oriented; the stereotype implies that engineers would not work well in teams---that their task emphasis is a solo venture and does not encourage social aspects of collaboration" (Miner & Beyerlein, 1999, p. 16). The problem is determining the best method of providing a motivating environment where design engineers may contribute within a team in order to achieve higher performance in the organization. Theoretically, self-directed work teams perform at higher levels. But, allowing a design engineer to contribute to the team while still maintaining his or her anonymity is the key to success. Therefore, a motivating environment must be established to encourage greater self-actualization in design engineers. The purpose of this study is to determine the favorable motivational environment for design engineers and describe the comparison between two aerospace design-engineering teams: one self-directed and the other manager directed. Following the comparison, this study identified whether self-direction or manager-direction provides the favorable motivational environment for operating as a team in pursuit of achieving higher performance. The methodology used in this research was the case study focusing on the team's levels of job satisfaction and potential for higher performance. The collection of data came from three sources, (a) surveys, (b) researcher observer journal and (c) collection of artifacts. The surveys provided information regarding personal behavior characteristics, potentiality for higher performance and motivational attributes. The researcher journal provided information regarding team dynamics, individual interaction, conflict and conflict resolution. The milestone for performance was based on the collection of artifacts from the two teams. The findings from this study illustrated that whether the team was manager-directed or self-directed does not appear to influence the needs and wants of the

  11. 10 CFR 26.77 - Management actions regarding possible impairment.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... Section 26.77 Energy NUCLEAR REGULATORY COMMISSION FITNESS FOR DUTY PROGRAMS Management Actions and... competently perform his or her duties. (b) If an individual appears to be impaired or the individual's fitness... perform drug and alcohol tests or implement the determination of fitness process otherwise required...

  12. 10 CFR 26.77 - Management actions regarding possible impairment.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... Section 26.77 Energy NUCLEAR REGULATORY COMMISSION FITNESS FOR DUTY PROGRAMS Management Actions and... competently perform his or her duties. (b) If an individual appears to be impaired or the individual's fitness... perform drug and alcohol tests or implement the determination of fitness process otherwise required...

  13. 10 CFR 26.77 - Management actions regarding possible impairment.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... Section 26.77 Energy NUCLEAR REGULATORY COMMISSION FITNESS FOR DUTY PROGRAMS Management Actions and... competently perform his or her duties. (b) If an individual appears to be impaired or the individual's fitness... perform drug and alcohol tests or implement the determination of fitness process otherwise required...

  14. 10 CFR 26.77 - Management actions regarding possible impairment.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... Section 26.77 Energy NUCLEAR REGULATORY COMMISSION FITNESS FOR DUTY PROGRAMS Management Actions and... competently perform his or her duties. (b) If an individual appears to be impaired or the individual's fitness... perform drug and alcohol tests or implement the determination of fitness process otherwise required...

  15. 10 CFR 26.77 - Management actions regarding possible impairment.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... Section 26.77 Energy NUCLEAR REGULATORY COMMISSION FITNESS FOR DUTY PROGRAMS Management Actions and... competently perform his or her duties. (b) If an individual appears to be impaired or the individual's fitness... perform drug and alcohol tests or implement the determination of fitness process otherwise required...

  16. Strategies for Talent Management: Greater Philadelphia Companies in Action

    ERIC Educational Resources Information Center

    Council for Adult and Experiential Learning (NJ1), 2008

    2008-01-01

    Human capital is one of the critical issues that impacts the Greater Philadelphia region's ability to grow and prosper. The CEO Council for Growth (CEO Council) is committed to ensuring a steady and talented supply of quality workers for this region. "Strategies for Talent Management: Greater Philadelphia Companies in Action" provides…

  17. Proceedings of Management Workshop for Alcohol Safety Action Project Leaders.

    ERIC Educational Resources Information Center

    Human Resources Research Organization, Alexandria, VA.

    The workshop for Alcohol Safety Action Project administrators was held to help prepare project directors in the management of their projects and to identify their responsibilities and job tasks. It was also attended by National Highway Traffic Safety Administration (NHTSA) representatives to help in the orientation of the ASAP program. The full…

  18. An integrated risk assessment tool for team-based periodontal disease management.

    PubMed

    Thyvalikakath, Thankam P; Padman, Rema; Gupta, Sugandh

    2013-01-01

    Mounting evidence suggests a potential association of periodontal disease with systemic diseases such as diabetes, cardiovascular disease, cancer and stroke. The objective of this study is to develop an integrated risk assessment tool that displays a patients' risk for periodontal disease in the context of their systemic disease, social habits and oral health. Such a tool will be used by not just dental professionals but also by care providers who participate in the team-based care for chronic disease management. Displaying relationships between risk factors and its influence on the patient's general health could be a powerful educational and disease management tool for patients and clinicians. It may also improve the coordination of care provided by the provider-members of a chronic care team.

  19. McClellan AFB Management Action Plan (MAP) submittal

    SciTech Connect

    Not Available

    1992-12-23

    This Management Action Plan ('Action Plan' or 'MAP') contains a status summary of the McClellan Air Force Base (McAFB) environmental restoration and compliance programs and presents a comprehensive strategy for implementing response actions necessary to protect human health and the environment. This strategy integrates activities under both the Installation Restoration Program (IRP) and the Environmental Compliance Program (ECP). This Action Plan is a dynamic document that will be updated on a regular basis using the change-a-page looseleaf binder concept for day-to-day revisions along with a subsection at the end of each chapter to highlight any modifications or innovations since the previous major annual review/update.

  20. Difficult Airway Response Team: A Novel Quality Improvement Program for Managing Hospital-Wide Airway Emergencies

    PubMed Central

    Mark, Lynette J.; Herzer, Kurt R.; Cover, Renee; Pandian, Vinciya; Bhatti, Nasir I.; Berkow, Lauren C.; Haut, Elliott R.; Hillel, Alexander T.; Miller, Christina R.; Feller-Kopman, David J.; Schiavi, Adam J.; Xie, Yanjun J.; Lim, Christine; Holzmueller, Christine; Ahmad, Mueen; Thomas, Pradeep; Flint, Paul W.; Mirski, Marek A.

    2015-01-01

    Background Difficult airway cases can quickly become emergencies, increasing the risk of life-threatening complications or death. Emergency airway management outside the operating room is particularly challenging. Methods We developed a quality improvement program—the Difficult Airway Response Team (DART)—to improve emergency airway management outside the operating room. DART was implemented by a team of anesthesiologists, otolaryngologists, trauma surgeons, emergency medicine physicians, and risk managers in 2005 at The Johns Hopkins Hospital in Baltimore, Maryland. The DART program had three core components: operations, safety, and education. The operations component focused on developing a multidisciplinary difficult airway response team, standardizing the emergency response process, and deploying difficult airway equipment carts throughout the hospital. The safety component focused on real-time monitoring of DART activations and learning from past DART events to continuously improve system-level performance. This objective entailed monitoring the paging system, reporting difficult airway events and DART activations to a web-based registry, and using in situ simulations to identify and mitigate defects in the emergency airway management process. The educational component included development of a multispecialty difficult airway curriculum encompassing case-based lectures, simulation, and team building/communication to ensure consistency of care. Educational materials were also developed for non-DART staff and patients to inform them about the needs of patients with difficult airways and ensure continuity of care with other providers after discharge. Results Between July 2008 and June 2013, DART managed 360 adult difficult airway events comprising 8% of all code activations. Predisposing patient factors included body mass index > 40, history of head and neck tumor, prior difficult intubation, cervical spine injury, airway edema, airway bleeding, and previous

  1. The Newcastle (Australia) Airshed Management Action Plan (NAMAP)

    SciTech Connect

    Bridgman, H.A.; Cameron, C.

    1999-07-01

    The Newcastle (NSW Australia) Airshed Management Action Plan (NAMAP) has recently been completed, and is a forerunner toward urban air pollution management in Australia. NAMAP was developed by the Newcastle City Council in partnership with the community, science, and industry, as part of Council's commitments in it's environmental plan. Its purpose is to provide action strategies which will lead to improvements in Newcastle's air quality for future generations. Key issues addressed in the plan include: minimizing industrial emissions; reducing growth of vehicle kilometers traveled; improving energy efficiency; managing air quality from small and medium enterprises; reducing the impacts of solid fuel burning; improving management from councils own activities; making motor vehicle run clean; reviewing performance; and developing better solutions. Management strategies include community education, land use planning, regulation, economic incentives, monitoring, performance indicators and reporting. This paper describes the structure and development of NAMAP through stages from understanding the air pollution problem to recommending of action strategies for reduction and control. The development and implementation of NAMAP is particularly important as major changes in Newcastle's heavy industrial base will occur in the future, creating a restructuring in the relative importance of sources and primary emissions. NAMAP provides an excellent example of a cooperative effort to minimize air pollution problems in a small city.

  2. The Moderating Role of Performance in the Link From Interactional Justice Climate to Mutual Trust Between Managers and Team Members.

    PubMed

    Martínez-Tur, Vicente; Gracia, Esther; Moliner, Carolina; Molina, Agustín; Kuster, Inés; Vila, Natalia; Ramos, José

    2016-06-01

    The main goal of this study was to examine the interaction between team members' performance and interactional justice climate in predicting mutual trust between managers and team members. A total of 93 small centers devoted to the attention of people with intellectual disability participated in the study. In each center, the manager (N = 93) and a group of team members (N = 746) were surveyed. On average, team members were 36.2 years old (SD = 9.3), whereas managers were 41.2 years old (SD = 8.8). The interaction between interactional justice climate and performance was statistically significant. Team members' performance strengthened the link from interactional justice climate to mutual trust.

  3. STS-35 Mission Manager Actions Room at the Marshall Space Flight Center Spacelab Payload Operations

    NASA Technical Reports Server (NTRS)

    1990-01-01

    The primary objective of the STS-35 mission was round the clock observation of the celestial sphere in ultraviolet and X-Ray astronomy with the Astro-1 observatory which consisted of four telescopes: the Hopkins Ultraviolet Telescope (HUT); the Wisconsin Ultraviolet Photo-Polarimeter Experiment (WUPPE); the Ultraviolet Imaging Telescope (UIT); and the Broad Band X-Ray Telescope (BBXRT). The Huntsville Operations Support Center (HOSC) Spacelab Payload Operations Control Center (SL POCC) at the Marshall Space Flight Center (MSFC) was the air/ground communication channel used between the astronauts and ground control teams during the Spacelab missions. Teams of controllers and researchers directed on-orbit science operations, sent commands to the spacecraft, received data from experiments aboard the Space Shuttle, adjusted mission schedules to take advantage of unexpected science opportunities or unexpected results, and worked with crew members to resolve problems with their experiments. Due to loss of data used for pointing and operating the ultraviolet telescopes, MSFC ground teams were forced to aim the telescopes with fine tuning by the flight crew. This photo captures the activities at the Mission Manager Actions Room during the mission.

  4. IRAC: Mode of action classification and insecticide resistance management.

    PubMed

    Sparks, Thomas C; Nauen, Ralf

    2015-06-01

    Insecticide resistance is a long standing and expanding problem for pest arthropod control. Effective insecticide resistance management (IRM) is essential if the utility of current and future insecticides is to be preserved. Established in 1984, the Insecticide Resistance Action Committee (IRAC) is an international association of crop protection companies. IRAC serves as the Specialist Technical Group within CropLife International focused on ensuring the long term efficacy of insect, mite and tick control products through effective resistance management for sustainable agriculture and improved public health. A key function of IRAC is the continued development of the Mode of Action (MoA) classification scheme, which provides up-to-date information on the modes of action of new and established insecticides and acaricides and which serves as the basis for developing appropriate IRM strategies for crop protection and vector control. The IRAC MoA classification scheme covers more than 25 different modes of action and at least 55 different chemical classes. Diversity is the spice of resistance management by chemical means and thus it provides an approach to IRM providing a straightforward means to identify potential rotation/alternation options.

  5. Peer-Based Control in Self-Managing Teams: Linking Rational and Normative Influence with Individual and Group Performance

    ERIC Educational Resources Information Center

    Stewart, Greg L.; Courtright, Stephen H.; Barrick, Murray R.

    2012-01-01

    The authors use a multilevel framework to introduce peer-based control as a motivational state that emerges in self-managing teams. The authors specifically describe how "peer-based rational control", which is defined as team members perceiving the distribution of economic rewards as dependent on input from teammates, extends and…

  6. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 7 Agriculture 4 2011-01-01 2011-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  7. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 7 Agriculture 4 2012-01-01 2012-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  8. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 7 Agriculture 4 2014-01-01 2014-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  9. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 7 Agriculture 4 2013-01-01 2013-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  10. 7 CFR 275.18 - Project area/management unit corrective action plan.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 7 Agriculture 4 2010-01-01 2010-01-01 false Project area/management unit corrective action plan... SYSTEM Corrective Action § 275.18 Project area/management unit corrective action plan. (a) The State agency shall ensure that corrective action plans are prepared at the project area/management unit...

  11. Qualitative evaluation of the implementation of the Interdisciplinary Management Tool: a reflective tool to enhance interdisciplinary teamwork using Structured, Facilitated Action Research for Implementation.

    PubMed

    Nancarrow, Susan A; Smith, Tony; Ariss, Steven; Enderby, Pamela M

    2015-07-01

    Reflective practice is used increasingly to enhance team functioning and service effectiveness; however, there is little evidence of its use in interdisciplinary teams. This paper presents the qualitative evaluation of the Interdisciplinary Management Tool (IMT), an evidence-based change tool designed to enhance interdisciplinary teamwork through structured team reflection. The IMT incorporates three components: an evidence-based resource guide; a reflective implementation framework based on Structured, Facilitated Action Research for Implementation methodology; and formative and summative evaluation components. The IMT was implemented with intermediate care teams supported by independent facilitators in England. Each intervention lasted 6 months and was evaluated over a 12-month period. Data sources include interviews, a focus group with facilitators, questionnaires completed by team members and documentary feedback from structured team reports. Data were analysed qualitatively using the Framework approach. The IMT was implemented with 10 teams, including 253 staff from more than 10 different disciplines. Team challenges included lack of clear vision; communication issues; limited career progression opportunities; inefficient resource use; need for role clarity and service development. The IMT successfully engaged staff in the change process, and resulted in teams developing creative strategies to address the issues identified. Participants valued dedicated time to focus on the processes of team functioning; however, some were uncomfortable with a focus on teamwork at the expense of delivering direct patient care. The IMT is a relatively low-cost, structured, reflective way to enhance team function. It empowers individuals to understand and value their own, and others' roles and responsibilities within the team; identify barriers to effective teamwork, and develop and implement appropriate solutions to these. To be successful, teams need protected time to take

  12. Research management team (RMT): a model for research support services at Duke University.

    PubMed

    Snyder, Denise C; Epps, Shelly; Beresford, Henry F; Ennis, Cory; Levens, Justin S; Woody, Stephen K; Tcheng, James E; Stacy, Mark A; Nahm, Meredith

    2012-12-01

    Collecting and managing data for clinical and translational research presents significant challenges for clinical and translational researchers, many of whom lack needed access to data management expertise, methods, and tools. At many institutions, funding constraints result in differential levels of research informatics support among investigators. In addition, the lack of widely shared models and ontologies for clinical research informatics and health information technology hampers the accurate assessment of investigators' needs and complicates the efficient allocation of crucial resources for research projects, ultimately affecting the quality and reliability of research. In this paper, we present a model for providing flexible, cost-efficient institutional support for clinical and translational research data management and informatics, the research management team, and describe our initial experiences with deploying this model at our institution.

  13. Two-step Adaptive Management for choosing between two management actions.

    PubMed

    Moore, Alana L; Walker, Leila; Runge, Michael C; McDonald-Madden, Eve; McCarthy, Michael A

    2017-01-31

    Adaptive management is widely advocated to improve environmental management. Derivations of optimal strategies for adaptive management, however, tend to be case specific and time consuming. In contrast, managers might seek relatively simple guidance, such as insight into when a new potential management action should be considered, and how much effort should be expended on trialing such an action. We constructed a two time-step scenario where a manager is choosing between two possible management actions. The manager has a total budget which can be split between a learning phase and an implementation phase. We use this scenario to investigate when and how much a manager should invest in learning about the management actions available. The optimal investment in learning can be understood intuitively by accounting for the expected value of sample information, the benefits that accrue during learning, the direct costs of learning, and the opportunity costs of learning. We find that the optimal proportion of the budget to spend on learning is characterized by several critical thresholds that mark a jump from spending a large proportion of the budget on learning to spending nothing. For example, as sampling variance increases it is optimal to spend a larger proportion of the budget on learning, up to a point - if the sampling variance passes a critical threshold, it is no longer beneficial to invest in learning. Similar thresholds are observed as a function of the total budget and the difference in the expected performance of the two actions. We illustrate how this model can be applied using a case study of choosing between alternative rearing diets for hihi, an endangered New Zealand passerine. Although the model presented is a simplified scenario, we believe it is relevant to many management situations. Managers often have relatively short time horizons for management, and might be reluctant to consider further investment in learning and monitoring beyond collecting

  14. STS-121: Discovery Pre-Launch Mission Management Team Press Briefing

    NASA Technical Reports Server (NTRS)

    2006-01-01

    The briefing began with Allard Buetel (NASA Public Affairs) introducing Bill Gerstenmaier (Associate Administrator for Space Operations) who provided an update of the Mission Management team meeting. The 3 criteria reviewed by the team were: a) ascent heating; b) ice formation and c) remaining foam still intact. The ascent heating had a safety factor of 5 and posed no concern. Ice formation was not a concern. In order to insure there was no damage to the remaining foam, an 8ft. pipe with a camera attached was used to provide pictures. The boroscope pictures showed there was no damage to the brackets or foam. The inspection went very well and the foam was acceptable and ready to fly. Then the floor was open to questions from the press.

  15. Aircrew Discourse: Exploring Strategies of Information and Action Management

    NASA Technical Reports Server (NTRS)

    Irwin, Cheryl M.; Veinott, Elizabeth S.; Shafto, Michael G. (Technical Monitor)

    1995-01-01

    This paper explores methodology issues encountered in the analysis of flightcrew communications in aviation simulation research. Examples are provided by two recent studies which are compared on three issues: level of analysis, data definition, and interpretation of the results. The data discussed were collected in a study comparing two levels of aircraft automation. The first example is an investigation of how pilots' information transfer strategies differed as a function of automation during low and high-workload flight phases. The second study focuses on how crews managed actions in the two aircraft during a ten minute, high-workload flight segment. Results indicated that crews in the two aircraft differed in their strategies of information and action management. The differences are discussed in terms of their operational and research significance.

  16. Sample Management: Recommendation for Best Practices and Harmonization from the Global Bioanalysis Consortium Harmonization Team.

    PubMed

    Redrup, Michael J; Igarashi, Harue; Schaefgen, Jay; Lin, Jenny; Geisler, Lisa; Ben M'Barek, Mohamed; Ramachandran, Subramanian; Cardoso, Thales; Hillewaert, Vera

    2016-03-01

    The importance of appropriate sample management in regulated bioanalysis is undeniable for clinical and non-clinical study support due to the fact that if the samples are compromised at any stage prior to analysis, the study results may be affected. Health authority regulations do not contain specific guidance on sample management; therefore, as part of the Global Bioanalysis Consortium (GBC), the A5 team was established to discuss sample management requirements and to put forward recommendations. The recommendations from the team concern the entire life span of the sample and include the following: 1. Sampling procedures should be described in the protocol or within the laboratory manual. This information should include the volume of the sample to be collected, the required anticoagulant, light sensitivity, collection and storage containers, and labeling with a unique identifier. 2. The correct procedures for processing and then storing the samples after collection at the clinical/non-clinical testing site and during shipment are also very important to ensure the analyte(s) stability and should be documented. 3. Chain of custody for the samples must be maintained throughout the complete life span of each sample. This is typically maintained via paper and electronic data systems, including Laboratory Information Management Systems (LIMS) where available. 4. Pre- and post-analysis storage location and conditions must also be clearly defined at the analytical laboratory. The storage temperature of the samples must be traceable and controlled by monitoring and warning alerts. The team suggests moving away from using temperatures and to adopt standard terminology of "room temperature," "refrigerator," "freezer," and "ultra-freezer" that have defined and industry-wide accepted temperature ranges. 5. At the end of the study, documentation of the samples' disposal is required.

  17. What Makes Teacher Teams in a Vocational Education Context Effective?: A Qualitative Study of Managers' View on Team Working

    ERIC Educational Resources Information Center

    Truijen, K. J. P.; Sleegers, P. J. C.; Meelissen, M. R. M.; Nieuwenhuis, A. F. M.

    2013-01-01

    Purpose: At a time when secondary vocational education is implementing competence-based education (CBE) on a large scale, to adapt to the needs of students and of the labour market in a modern society, many vocational schools have recognised that interdisciplinary teacher teams are an important condition for this implementation. In order to…

  18. Learning Productivity: A Case Analysis of the e-BOSNO Course for Manager Teams

    ERIC Educational Resources Information Center

    Winnips, Koos; Collis, Betty

    2004-01-01

    Action learning in a workplace context, focused on projects relating to real business needs, is the basis of the management seminars offered by the BOSNO (in Dutch, BedrijfsOpleiding voor Samenwerkende Nederlandse Ondernemingen Company training for Dutch companies working in cooperation with each other) consortium in The Netherlands. In the…

  19. Patients’ experiences of a multidisciplinary team-led community case management programme: a qualitative study

    PubMed Central

    Gowing, Alice; Dickinson, Claire; Gorman, Tom; Robinson, Louise; Duncan, Rachel

    2016-01-01

    Objectives To explore the views and experiences of patients on the care they have received while enrolled on the Northumberland High Risk Patient Programme (NHRPP). This programme involved case finding of frail patients using a multidisciplinary team (MDT)-led community case management programme, and support of patients through care planning and regular reviews using primary, community, secondary and social care professionals. Design A qualitative study using semistructured interviews, which were digitally recorded, transcribed and subject to thematic analysis. Setting Community patients receiving primary care in the county of Northumberland, England. Participants 23 participants took part, of which 16 were patients enrolled on the NHRPP, and 7 carers. GP practices were selected purposively by size, deprivation and location, and patients identified and invited by General Practitioners to participate. Results 4 main themes emerged from the data: awareness and understanding of the NHRPP, confidence in the primary healthcare team, limitations of home care and the active role of being a patient. Despite having a low level of awareness of the details of the NHRPP, participants did think that its broad aim made sense. Participants discussed their high level of satisfaction with their care and access to team members. However, some limitations of alternatives to hospital care were identified, including the need to consider psychological as well as medical needs, the importance of overnight care and the needs of those without informal carers. Finally, participants discussed the active nature of being a patient under the NHRPP if they were to contribute fully to planning and managing their own care. Conclusions This study has identified that a programme of MDT-led case management was generally very well received by patients and their families. However, a number of factors were identified that could improve the implementation of the programme and further research needs to be

  20. Team Handbook.

    ERIC Educational Resources Information Center

    Department of Education, Washington, DC.

    Experience shows that teamwork produces powerful results. Working in a team environment, however, presents its own set of challenges. This handbook provides U.S. Department of Education managers and employees with guidance to develop high-performing teams. Based on input from agency employees throughout the country, the handbook was designed to…

  1. Management by the manager, decisions by the team: Leadership style for the future, or just a hopeless muddle

    SciTech Connect

    Furaus, J.P.; Shirley, C.G.

    1988-01-01

    A characteristic of team implementation of projects is some type of participatory decision-making. Opinions differ on whether this is a valuable tool for project managers or whether it is only a management fad that blurs accountability. This paper recounts experience and offers observations about the effectiveness of participatory decision-making in project management. The basis of the paper is approximately a decade of projects in construction of specialized facilities for research and development (RandD) at Sandia National Laboratories in Albuquerque, New Mexico. Over the time we have developed a participatory style that distributes a balance of authority and accountability. It is a style that has worked well in our environment and is evidence that shared decision-making can be made to work. 4 figs.

  2. DOE handbook: Integrated safety management systems (ISMS) verification team leader`s handbook

    SciTech Connect

    1999-06-01

    The primary purpose of this handbook is to provide guidance to the ISMS verification Team Leader and the verification team in conducting ISMS verifications. The handbook describes methods and approaches for the review of the ISMS documentation (Phase I) and ISMS implementation (Phase II) and provides information useful to the Team Leader in preparing the review plan, selecting and training the team, coordinating the conduct of the verification, and documenting the results. The process and techniques described are based on the results of several pilot ISMS verifications that have been conducted across the DOE complex. A secondary purpose of this handbook is to provide information useful in developing DOE personnel to conduct these reviews. Specifically, this handbook describes methods and approaches to: (1) Develop the scope of the Phase 1 and Phase 2 review processes to be consistent with the history, hazards, and complexity of the site, facility, or activity; (2) Develop procedures for the conduct of the Phase 1 review, validating that the ISMS documentation satisfies the DEAR clause as amplified in DOE Policies 450.4, 450.5, 450.6 and associated guidance and that DOE can effectively execute responsibilities as described in the Functions, Responsibilities, and Authorities Manual (FRAM); (3) Develop procedures for the conduct of the Phase 2 review, validating that the description approved by the Approval Authority, following or concurrent with the Phase 1 review, has been implemented; and (4) Describe a methodology by which the DOE ISMS verification teams will be advised, trained, and/or mentored to conduct subsequent ISMS verifications. The handbook provides proven methods and approaches for verifying that commitments related to the DEAR, the FRAM, and associated amplifying guidance are in place and implemented in nuclear and high risk facilities. This handbook also contains useful guidance to line managers when preparing for a review of ISMS for radiological

  3. Simulation training for emergency teams to manage acute ischemic stroke by telemedicine

    PubMed Central

    Richard, Sébastien; Mione, Gioia; Varoqui, Claude; Vezain, Arnaud; Brunner, Arielle; Bracard, Serge; Debouverie, Marc; Braun, Marc

    2016-01-01

    Abstract Telemedicine contributes to initiating early intravenous recombinant tissue plasminogen activator (rt-PA) treatment for patients with acute cerebral infarction in areas without a stroke unit. However, the experience and skills of the emergency teams in the spokes to prepare patients and administer rt-PA treatment are ill-defined. Improving these skills could vastly improve management of acute stroke by telemedicine. We developed a medical simulation training model for emergency teams to perform intravenous rt-PA treatment in a telestroke system. From February 2013 to May 2015, 225 learners from 6 emergency teams included in the telestroke system “Virtuall”—in Lorrain (northeastern France)—received a standardized medical simulation training module to perform rt-PA treatment. All learners were assessed with the same pretraining and posttraining test consisting of 52 items. The percentage of right answers was determined for every learner before and after training. Median percentages of right answers were significantly higher in the posttraining test overall (82 ± 10 vs. 59 ± 13% pretraining; P < 0.001), but also in all professional subgroups: physicians (88 ± 8 vs. 67 ± 12%; P < 0.001), paramedical staff (80 ± 9 vs. 54 ± 12%; P < 0.001), nurses (80 ± 8 vs. 54 ± 12%; P < 0.001), and auxiliary nurses (76 ± 17 vs. 37 ± 15%; P = 0.002). We describe for the first time a training model for emergency teams in a telestroke system. We demonstrate significant gain in knowledge for all groups of healthcare professionals. This simulation model could be applied in any medical simulation center and form the basis of a standardized training program of spokes in a telestroke system. PMID:27311003

  4. The Making of a Skull Base Team and the Value of Multidisciplinary Approach in the Management of Sinonasal and Ventral Skull Base Malignancies.

    PubMed

    Snyderman, Carl H; Wang, Eric W; Fernandez-Miranda, Juan C; Gardner, Paul A

    2017-02-01

    The management of sinonasal and ventral skull base malignancies is best performed by a team. Although the composition of the team may vary, it is important to have multidisciplinary representation. There are multiple obstacles, both individual and institutional, that must be overcome to develop a highly functioning team. Adequate training is an important part of team-building and can be fostered with surgical telementoring. A quality improvement program should be incorporated into the activities of a skull base team.

  5. Site action plan for maintenance management program. Revision D

    SciTech Connect

    Pearson, A.W.

    1993-11-30

    (DOE) Order 4330.4B, ``Maintenance Management Program`` requires each site to develop a Site Action Plan for implementing a Maintenance Management Program. Nonnuclear facilities are required to address the 32 elements of Chapter 1: Guidelines for the Conduct of Maintenance at DOE Nonnuclear Facilities. This document details the degree of implementation for each element, and the Martin Marietta Specialty Components, Inc., plan for implementation of the items which remain to be completed. The original Pinellas Plant Maintenance Management Program Site Action Plan (Issue A) was completed March 27, 1991. The format was modified per DOE request and it was resubmitted as Issue B and approved by AL September 16, 1991. Issue C was submitted, and approved December 20, 1992. The most significant achievement during FY-93 were the implementation of plant wide Graded Approach, and Configuration Control programs. The methodologies for performing these activities were developed, and pilot programs were implemented to verify their effectiveness. Plant wide implementation of both programs is progressing on a high priority basis. The formalized method for grading equipment and facilities provides a basis for establishing uniform, risk based priorities. The risks involved are environment, safety, health and programmatic mission. Other achievements for FY-93, include the establishment of procedures for the decommissioning, and down-grading of facilities, improved work control, improved work performance reporting, improved quality plans, and improved operating procedures.

  6. Managing aging in nuclear power plants: Insights from NRC's Maintenance Team Inspection reports

    SciTech Connect

    Fresco, A.; Subudhi, M.

    1992-01-01

    A plant's maintenance program is the principal vehicle through which age-related degradation is managed. From 1988 to 1991, the NRC evaluated the maintenance program of every nuclear power plant in the United States. Forty-four out of a total of sixty-seven of the reports issued on these in-depth team inspections have been reviewed for insights into the strengths and weaknesses of the programs as related to the need to understand and manage the effects of aging on nuclear plant structures, systems, and components (SSCs). Relevant information has been extracted from these inspection reports sorted into several categories; including Specific Aging Insights, Preventive Maintenance, Predictive Maintenance and Condition Monitoring, Post Maintenance Testing, Failure Trending, Root Cause Analysis and Usage of Probabilistic Risk Assessment in the Maintenance Process. Specific examples of inspection and monitoring techniques successfully used by utilities to detect degradation due to aging have been identified.

  7. Managing aging in nuclear power plants: Insights from NRC`s Maintenance Team Inspection reports

    SciTech Connect

    Fresco, A.; Subudhi, M.

    1992-12-31

    A plant`s maintenance program is the principal vehicle through which age-related degradation is managed. From 1988 to 1991, the NRC evaluated the maintenance program of every nuclear power plant in the United States. Forty-four out of a total of sixty-seven of the reports issued on these in-depth team inspections have been reviewed for insights into the strengths and weaknesses of the programs as related to the need to understand and manage the effects of aging on nuclear plant structures, systems, and components (SSCs). Relevant information has been extracted from these inspection reports sorted into several categories; including Specific Aging Insights, Preventive Maintenance, Predictive Maintenance and Condition Monitoring, Post Maintenance Testing, Failure Trending, Root Cause Analysis and Usage of Probabilistic Risk Assessment in the Maintenance Process. Specific examples of inspection and monitoring techniques successfully used by utilities to detect degradation due to aging have been identified.

  8. “Catching Flies With Honey”: The Management of Conflict in Sexual Assault Response Teams

    PubMed Central

    Moylan, Carrie A.; Lindhorst, Taryn

    2015-01-01

    Sexual Assault Response Teams (SARTs) are models of service delivery characterized by coordination between rape crisis, health care, and criminal justice sectors. Expanding on research documenting the extent and nature of conflict in SARTs, this study qualitatively explores the strategies used to manage conflict and variations in the use of strategies between professions. Analysis of interviews with SART members (n = 24) revealed five types of strategies: (a) preventative strategies sought to prevent conflict and build capacity for resolving conflict, (b) problem-solving strategies identified and responded directly to conflicts, (c) forcing strategies involved one person attempting to force a perspective or solution on others, (d) unobtrusive strategies covertly worked toward change, and (e) resigned strategies limited direct responses to conflict to protect the coordination. Rape crisis advocates talked the most about conflict management strategies and were almost exclusively responsible for unobtrusive and resignation strategies. PMID:25246436

  9. Key actions towards the sustainable management of European geese.

    PubMed

    Stroud, David A; Madsen, Jesper; Fox, Anthony D

    2017-03-01

    Increasing abundance of geese in North America and Europe constitutes a major conservation success, but has caused increasing conflicts with economic, health and safety interests, as well as ecosystem impacts. Potential conflict resolution through a single, 'one size fits all' policy is hindered by differences in species' ecology, behaviour, abundance and population status, and in contrasting political and socio-economic environments across the flyways. Effective goose management requires coordinated application of a suite of tools from the local level to strategic flyway management actions. The European Goose Management Platform, established under the Agreement on the Conservation of African-Eurasian Migratory Waterbirds, aims to harmonise and prioritise management, monitoring and conservation efforts, sharing best practice internationally by facilitating agreed policies, coordinating flyway efforts, and sharing and exchanging experiences and information. This depends crucially upon adequate government financing, the collection of necessary monitoring data (e.g., on distribution, abundance, hunting bags, demography, ecosystem and agricultural damage), the collation and effective use of such data and information, as well as the evaluation of outcomes of existing management measures.

  10. Independent Business Owner/Managers. Project TEAMS. (Techniques and Education for Achieving Management Skills).

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    Prepared as part of Platte Technical Community College's project to help managers and supervisors develop practical, up-to-date managerial skills in a relatively short time, this instructional workbook provides information and exercises applicable to on-the-job situations encountered by independent business owner/managers. Unit I provides…

  11. Creative Library Leadership for the 1990s: Using Team Management To Ensure Two-Way Communication in an Academic Library.

    ERIC Educational Resources Information Center

    Rader, Hannelore B.

    Arguing that traditional models are no longer effective in the information, age in which change will be a constant, this paper advocates the use of team-management to ensure two-way communication in an academic library. The need for both creative approaches to problem-solving and managing the library organization and a new organizational structure…

  12. Team Research at the Biology-Mathematics Interface: Project Management Perspectives

    ERIC Educational Resources Information Center

    Milton, John G.; Radunskaya, Ami E.; Lee, Arthur H.; de Pillis, Lisette G.; Bartlett, Diana F.

    2010-01-01

    The success of interdisciplinary research teams depends largely upon skills related to team performance. We evaluated student and team performance for undergraduate biology and mathematics students who participated in summer research projects conducted in off-campus laboratories. The student teams were composed of a student with a mathematics…

  13. National Response Team (NRT) Member Roles and Responsibilities

    EPA Pesticide Factsheets

    EPA personnel chair the NRT and cochair all Regional Response Teams (RRTs). They provide On-Scene Coordinators (OSCs), scientific support coordinators for inland spills, and Remedial Project Managers for hazardous waste remedial actions under Superfund.

  14. Disease management projects and the Chronic Care Model in action: baseline qualitative research

    PubMed Central

    2012-01-01

    Background Disease management programs, especially those based on the Chronic Care Model (CCM), are increasingly common in the Netherlands. While disease management programs have been well-researched quantitatively and economically, less qualitative research has been done. The overall aim of the study is to explore how disease management programs are implemented within primary care settings in the Netherlands; this paper focuses on the early development and implementation stages of five disease management programs in the primary care setting, based on interviews with project leadership teams. Methods Eleven semi-structured interviews were conducted at the five selected sites with sixteen professionals interviewed; all project directors and managers were interviewed. The interviews focused on each project’s chosen chronic illness (diabetes, eating disorders, COPD, multi-morbidity, CVRM) and project plan, barriers to development and implementation, the project leaders’ action and reactions, as well as their roles and responsibilities, and disease management strategies. Analysis was inductive and interpretive, based on the content of the interviews. After analysis, the results of this research on disease management programs and the Chronic Care Model are viewed from a traveling technology framework. Results This analysis uncovered four themes that can be mapped to disease management and the Chronic Care Model: (1) changing the health care system, (2) patient-centered care, (3) technological systems and barriers, and (4) integrating projects into the larger system. Project leaders discussed the paths, both direct and indirect, for transforming the health care system to one that addresses chronic illness. Patient-centered care was highlighted as needed and a paradigm shift for many. Challenges with technological systems were pervasive. Project leaders managed the expenses of a traveling technology, including the social, financial, and administration involved

  15. The critical role of conflict resolution in teams: a close look at the links between conflict type, conflict management strategies, and team outcomes.

    PubMed

    Behfar, Kristin J; Peterson, Randall S; Mannix, Elizabeth A; Trochim, William M K

    2008-01-01

    This article explores the linkages between strategies for managing different types of conflict and group performance and satisfaction. Results from a qualitative study of 57 autonomous teams suggest that groups that improve or maintain top performance over time share 3 conflict resolution tendencies: (a) focusing on the content of interpersonal interactions rather than delivery style, (b) explicitly discussing reasons behind any decisions reached in accepting and distributing work assignments, and (c) assigning work to members who have the relevant task expertise rather than assigning by other common means such as volunteering, default, or convenience. The authors' results also suggest that teams that are successful over time are likely to be both proactive in anticipating the need for conflict resolution and pluralistic in developing conflict resolution strategies that apply to all group members.

  16. A multidisciplinary team case management approach reduces the burden of frequent asthma admissions.

    PubMed

    Burke, Hannah; Davis, Jenny; Evans, Sian; Flower, Laura; Tan, Andrew; Kurukulaaratchy, Ramesh J

    2016-07-01

    Up to 10% of asthmatics have "difficult asthma"; however, they account for 80% of asthma-related expenditure and run the highest risk of acute severe exacerbations. An estimated 75% of admissions for asthma are avoidable. Guidelines advise that these patients be managed by an experienced specialist multidisciplinary team (MDT). We aimed to assess the impact of a case management strategy delivered via specialist MDTs on acute healthcare utilisation of patients with frequent asthma admissions. An MDT (consultant, specialist nurse, physiotherapist and psychologist) case management strategy was introduced in 2010 at University Hospital Southampton Foundation Trust (Southampton, UK) to support patients with frequent asthma admissions during admission and then in clinic. To assess efficacy, we systematically searched the hospital database for patients acutely admitted for asthma on two or more occasions in 2010, 2011 and 2012. Data were collected retrospectively covering patient demographics, admission details, asthma severity and comorbidity. From 2010 to 2012, 84 patients were admitted on two or more occasions per year (80% female, mean body mass index 31 kg·m(-2) and 55% psychological comorbidity). After introducing an MDT approach repeat asthma admissions fell by 33% from 127 in 2010 to 84 in 2012 (p=0.0004). In addition, bed days fell by 52% from 895 in 2010 to 430 in 2010 (p=0.015). An MDT case management approach significantly reduces hospitalisation in difficult asthma patients with prior frequent admission.

  17. A multidisciplinary team case management approach reduces the burden of frequent asthma admissions

    PubMed Central

    Burke, Hannah; Davis, Jenny; Evans, Sian; Flower, Laura; Tan, Andrew

    2016-01-01

    Up to 10% of asthmatics have “difficult asthma”; however, they account for 80% of asthma-related expenditure and run the highest risk of acute severe exacerbations. An estimated 75% of admissions for asthma are avoidable. Guidelines advise that these patients be managed by an experienced specialist multidisciplinary team (MDT). We aimed to assess the impact of a case management strategy delivered via specialist MDTs on acute healthcare utilisation of patients with frequent asthma admissions. An MDT (consultant, specialist nurse, physiotherapist and psychologist) case management strategy was introduced in 2010 at University Hospital Southampton Foundation Trust (Southampton, UK) to support patients with frequent asthma admissions during admission and then in clinic. To assess efficacy, we systematically searched the hospital database for patients acutely admitted for asthma on two or more occasions in 2010, 2011 and 2012. Data were collected retrospectively covering patient demographics, admission details, asthma severity and comorbidity. From 2010 to 2012, 84 patients were admitted on two or more occasions per year (80% female, mean body mass index 31 kg·m−2 and 55% psychological comorbidity). After introducing an MDT approach repeat asthma admissions fell by 33% from 127 in 2010 to 84 in 2012 (p=0.0004). In addition, bed days fell by 52% from 895 in 2010 to 430 in 2010 (p=0.015). An MDT case management approach significantly reduces hospitalisation in difficult asthma patients with prior frequent admission. PMID:27730207

  18. UMTRA Surface Project management action process document: Final. Revision 2

    SciTech Connect

    1996-06-01

    Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designed sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project. Since its inception through March 1996, the Surface Project (hereinafter called the Project) has cleaned up 16 of the 24 designated processing sites and approximately 5,000 VPs, reducing the risk to human health and the environment posed by the uranium mill tailings. Two of the 24 sites, Belfield and Bowman, North Dakota, will not be remediated at the request of the state, reducing the total number of sites to 22. By the start of FY1998, the remaining 6 processing sites and associated VPs will be cleaned up. The remedial action activities to be funded in FY1998 by the FY1998 budget request are remediation of the remaining Grand Junction, Colorado, VPs; closure of the Cheney disposal cell in Grand Junction, Colorado; and preparation of the completion reports for 4 completed sites.

  19. Implementing critical pathways and a multidisciplinary team approach to cardiovascular disease management.

    PubMed

    Peterson, Eric D; Albert, Nancy M; Amin, Alpesh; Patterson, J Herbert; Fonarow, Gregg C

    2008-09-08

    According to several medical registries, there is a need to improve the care of post-myocardial infarction (MI) patients, especially those with left ventricular dysfunction (LVD) and heart failure. This can potentially be achieved by implementing disease management programs, which include critical pathways, patient education, and multidisciplinary hospital teams. Currently, algorithms for critical pathways, including discharge processes, are lacking for post-MI LVD patients. Such schemes can increase the use of evidence-based medicines proved to reduce mortality. Educational programs are aimed at increasing patients' awareness of their condition, promoting medication compliance, and encouraging the adoption of healthy behaviors; such programs have been shown to be effective in improving outcomes of post-MI LVD patients. Reductions in all-cause hospitalizations and medical costs as well as improved survival rates have been observed when a multidisciplinary team (a nurse, a pharmacist, and a hospitalist) is engaged in patient care. In addition, the use of the "pay for performance" method, which can be advantageous for patients, physicians, and hospitals, may potentially improve the care of post-MI patients with LVD.

  20. The Ecological Areawide Management (TEAM) of leafy spurge program of the United States Department of Agriculture-Agricultural Research Service.

    PubMed

    Anderson, Gerald L; Prosser, Chad W; Wendel, Lloyd E; Delfosse, Ernest S; Faust, Robert M

    2003-01-01

    The Ecological Areawide Management (TEAM) of Leafy Spurge program was developed to focus research and control efforts on a single weed, leafy spurge, and demonstrate the effectiveness of a coordinated, biologically based, integrated pest management program (IPM). This was accomplished through partnerships and teamwork that clearly demonstrated the advantages of the biologically based IPM approach. However, the success of regional weed control programs horizontally across several states and provinces also requires a vertical integration of several sectors of society. Awareness and education are the essential elements of vertical integration. Therefore, a substantial effort was made to produce a wide variety of information products specifically designed to educate different segments of society. During its tenure, land managers and agency decision makers have seen the potential of using the TEAM approach to accelerate the regional control of leafy spurge. The example set by the TEAM organization and participants is viewed as a model for future weed-control efforts.

  1. Guiding principles on how to manage relevant psychological aspects within a CF team: interdisciplinary approaches.

    PubMed

    Nobili, Rita M; Duff, Alistair J A; Ullrich, Gerald; Smrekar, Ulrike; Havermans, Trudy; Bryon, Mandy; Borawska-Kowalczyk, Ula; Malmborg, Maria Sandberg

    2011-06-01

    Managing CF can be emotionally and physically challenging for patients and their relatives. The disease and its treatment influence the ability to tackle normal tasks of daily living and unexpected life events. The context within which psychologists work varies according to different cultural backgrounds and their professional and theoretical memberships. The benchmarks presented here focus on four crucial issues: (i) identifying a common base of tools and theoretical reflections through suggested readings, (ii) interdisciplinary work within a CF team and its importance for both persons with CF and other healthcare professionals, (iii) the benefits of an eclectic approach utilising cognitive-behavioural theories for specific psychological problems and, (iv) effective and evaluated transition programmes from paediatric to adult healthcare services.

  2. Multidisciplinary team management in thoracic oncology: more than just a concept?

    PubMed

    Powell, Helen A; Baldwin, David R

    2014-06-01

    Multidisciplinary team (MDT) management in thoracic oncology has been introduced over the past two decades with the aim of improving outcomes for patients. While MDT management has become the standard of care in some countries, not all healthcare systems have adopted this practice. In this article we review the history and implementation of MDT care in thoracic oncology and explore the evidence for, and challenges associated with, this system of working. There are many advantages of an MDT both to the patient, the clinicians and the wider population, but it is difficult to demonstrate a beneficial effect on outcomes such as treatment rates or survival given the substantial number of coexistent changes in the management of thoracic malignancies over the same time period. There are also some disadvantages associated with MDT working, particularly the costs of setting up the service and the time commitment from each of the healthcare professionals involved. Barriers to effective MDT working include poor attendance by some specialists, inadequate preparation and poor quality information about the patient. Variation in quality of MDTs has been reported so it is important that practice is monitored and areas for improvement identified.

  3. Independent validation of the Pain Management Plan in a multi-disciplinary pain team setting

    PubMed Central

    Quinlan, Joanna; Hughes, Richard; Laird, David

    2016-01-01

    Context/background: The Pain Management Plan (PP) is a brief cognitive behavioural therapy (CBT) self-management programme for people living with persistent pain that can be individually facilitated or provided in a group setting. Evidence of PP efficacy has been reported previously by the pain centres involved in its development. Objectives: To provide a fully independent evaluation of the PP and compare these with the findings reported by Cole et al. Methods: The PP programme was delivered by the County Durham Pain Team (Co. Durham PT) as outlined in training sessions led by Cole et al. Pre- and post-quantitative/patient experience measures were repeated with reliable and clinical significant change determined and compared to the original evaluation. Results: Of the 69 participants who completed the programme, 33% achieved reliable change and 20% clinical significant change using the Pain Self-Efficacy Questionnaire (PSEQ). Across the Brief Pain Inventory (BPI) interference domains between 11% and 22% of participants achieved clinical significant change. There were high levels of positive patient feedback with 25% of participants scoring 100% satisfaction. The mean participant satisfaction across the population was 88%. Conclusion: The results from this evaluation validate those reported by Cole et al. It demonstrates clinically significant improvement in pain and health functioning and high patient appreciation results. Both evaluations emphasise the potential of this programme as an early intervention delivered within a stratified care pain pathway. This approach could optimise the use of finite resources and improve wider access to pain management. PMID:27867506

  4. Agri-Environmental Resource Management by Large-Scale Collective Action: Determining KEY Success Factors

    ERIC Educational Resources Information Center

    Uetake, Tetsuya

    2015-01-01

    Purpose: Large-scale collective action is necessary when managing agricultural natural resources such as biodiversity and water quality. This paper determines the key factors to the success of such action. Design/Methodology/Approach: This paper analyses four large-scale collective actions used to manage agri-environmental resources in Canada and…

  5. Multidisciplinary team approach to improved chronic care management for diabetic patients in an urban safety net ambulatory care clinic.

    PubMed

    Tapp, Hazel; Phillips, Shay E; Waxman, Dael; Alexander, Matthew; Brown, Rhett; Hall, Mary

    2012-01-01

    Since the care of patients with multiple chronic diseases such as diabetes and depression accounts for the majority of health care costs, effective team approaches to managing such complex care in primary care are needed, particularly since psychosocial and physical disorders coexist. Uncontrolled diabetes is a leading health risk for morbidity, disability and premature mortality with between 18-31% of patients also having undiagnosed or undertreated depression. Here we describe a team driven approach that initially focused on patients with poorly controlled diabetes (A1c > 9) that took place at a family medicare office. The team included: resident and faculty physicians, a pharmacist, social worker, nurses, behavioral medicine interns, office scheduler, and an information technologist. The team developed immediate integrative care for diabetic patients during routine office visits.

  6. Building a leadership team that works.

    PubMed

    Blomenberg, Emily M

    2005-01-01

    Radiology administrators often are challenged to do more with less. In today's fast-paced work environment, leaders must be creative. They must surround themselves with good people in order to successfully achieve their organizations' goals. Once a radiology administrator is satisfied and comfortable that he or she has, the right staff involved, a leadership team can be formally establislished. Howard Regional Health System established an Imaging Services Leadership Team with a vision to provide leaders for the staff to "follow," just as team members learn from the radiology administrator. In addition, team members are vital in assisting the radiology administrator in managing the department The process of building the team consisted of 3 steps: selecting team members (the most challenging and time-consuming component), formalizing a functional team, and putting the team into action. Finding the right people, holding regular meetings, and making those team meetings meaningful are keys to a successful leadership team. The implementation of the team has had a positive effect on imaging services: the number of procedures has increased, the team is used as a communication tool for front-line staff, front-line staff are becoming more comfortable with making decisions.

  7. Tuning into the Music of Groups: A Metaphor for Team-Based Learning in Management Education.

    ERIC Educational Resources Information Center

    Fairfield, Kent D.; London, Michael B.

    2003-01-01

    Uses the metaphor of music to explore the dynamics of team-based learning. Suggests creative ways to diagnose team problems using melody, harmony, dynamics, tempo, and rhythm. Appendices provide a diagnostic instrument and interventions for various attributes. (SK)

  8. Enacting 'team' and 'teamwork': using Goffman's theory of impression management to illuminate interprofessional practice on hospital wards.

    PubMed

    Lewin, Simon; Reeves, Scott

    2011-05-01

    Interprofessional teamwork is widely advocated in health and social care policies. However, the theoretical literature is rarely employed to help understand the nature of collaborative relations in action or to critique normative discourses of teamworking. This paper draws upon Goffman's (1963) theory of impression management, modified by Sinclair (1997), to explore how professionals 'present' themselves when interacting on hospital wards and also how they employ front stage and backstage settings in their collaborative work. The study was undertaken in the general medicine directorate of a large NHS teaching hospital in England. An ethnographic approach was used, including interviews with 49 different health and social care staff and participant observation of ward-based work. These observations focused on both verbal and non-verbal interprofessional interactions. Thematic analysis of the data was undertaken. The study findings suggest that doctor-nurse relationships were characterised by 'parallel working', with limited information sharing or effective joint working. Interprofessional working was based less on planned, 'front stage' activities, such as wards rounds, than on ad hoc backstage opportunistic strategies. These backstage interactions, including corridor conversations, allowed the appearance of collaborative 'teamwork' to be maintained as a form of impression management. These interactions also helped to overcome the limitations of planned front stage work. Our data also highlight the shifting 'ownership' of space by different professional groups and the ways in which front and backstage activities are structured by physical space. We argue that the use of Sinclair's model helps to illuminate the nature of collaborative interprofessional relations within an acute care setting. In such settings, the notion of teamwork, as a form of regular interaction and with a shared team identity, appears to have little relevance. This suggests that interventions to

  9. Cross-Cultural Management Learning through Innovative Pedagogy: An Exploratory Study of Globally Distributed Student Teams

    ERIC Educational Resources Information Center

    Bartel-Radic, Anne; Moos, J. Chris; Long, Suzanna K.

    2015-01-01

    This article presents an innovative pedagogy based on student participation in globally distributed project teams. The study questions the link between student learning of intercultural competence and the global teaming experience. Data was collected from 115 students participating in 22 virtual intercultural teams. Results revealed that students…

  10. The Impact of Leadership Modes on Team Dynamics and Performance in Undergraduate Management Classes

    ERIC Educational Resources Information Center

    Markulis, Peter; Jassawalla, Avan R.; Sashittal, Hemant

    2006-01-01

    In business school environments, teamwork often factors into discussions about effective pedagogy. However, leadership of classroom teams has attracted virtually no attention from scholars. How teams should be led in the classroom and what kinds of outcomes different types of team leaders produce remain underdeveloped areas of inquiry. In this…

  11. Professional Learning Communities: Concepts in Action in a Principal Preparation Program, an Elementary School Team, a Leadership Team, and a Business Partnership

    ERIC Educational Resources Information Center

    Servais, Kristine; Derrington, Mary Lynne; Sanders, Kellie

    2009-01-01

    The Professional Learning Community (PLC) model has moved to the forefront in the field of education as one of the most effective frameworks to improve student achievement and overall school success. The research conducted for this paper provides evidence for systemic and action based improvement using the PLC model in four diverse venues:…

  12. DOD Financial Management: Continued Actions Needed to Address Congressional Committee Panel Recommendations

    DTIC Science & Technology

    2015-09-01

    DOD FINANCIAL MANAGEMENT Continued Actions Needed to Address Congressional Committee Panel Recommendations Report...2015 2. REPORT TYPE 3. DATES COVERED 00-00-2015 to 00-00-2015 4. TITLE AND SUBTITLE DOD Financial Managment : Continued Actions Needed to Address...Did This Study A congressional panel examined the capacity of DOD’s financial management system for providing timely, reliable, and useful

  13. How do primary health care teams learn to integrate intimate partner violence (IPV) management? A realist evaluation protocol

    PubMed Central

    2013-01-01

    Background Despite the existence of ample literature dealing, on the one hand, with the integration of innovations within health systems and team learning, and, on the other hand, with different aspects of the detection and management of intimate partner violence (IPV) within healthcare facilities, research that explores how health innovations that go beyond biomedical issues—such as IPV management—get integrated into health systems, and that focuses on healthcare teams’ learning processes is, to the best of our knowledge, very scarce if not absent. This realist evaluation protocol aims to ascertain: why, how, and under what circumstances primary healthcare teams engage (if at all) in a learning process to integrate IPV management in their practices; and why, how, and under what circumstances team learning processes lead to the development of organizational culture and values regarding IPV management, and the delivery of IPV management services. Methods This study will be conducted in Spain using a multiple-case study design. Data will be collected from selected cases (primary healthcare teams) through different methods: individual and group interviews, routinely collected statistical data, documentary review, and observation. Cases will be purposively selected in order to enable testing the initial middle-range theory (MRT). After in-depth exploration of a limited number of cases, additional cases will be chosen for their ability to contribute to refining the emerging MRT to explain how primary healthcare learn to integrate intimate partner violence management. Discussion Evaluations of health sector responses to IPV are scarce, and even fewer focus on why, how, and when the healthcare services integrate IPV management. There is a consensus that healthcare professionals and healthcare teams play a key role in this integration, and that training is important in order to realize changes. However, little is known about team learning of IPV management, both in

  14. Process safety management and interim or remedial action plans

    SciTech Connect

    Boss, M.J.; Henney, D.A.; Heitzman, V.K.; Day, D.W.

    1996-12-31

    Remedial Actions, including Interim Remedial Activities, often require the use of treatment facilities or stabilization techniques using on-site chemical processes. As such, the 29 CFR 1910.119 Process Safety Management (PSM) of Highly Hazardous Chemicals (PSM Standard) and the USEPA regulations for Risk Management Planning require that these chemicals and their attendant potential hazards be identified. A Hazard and Operation (HAZOP) study, Failure Mode and Effect Analysis (FMEA), Fault Tree Analysis, or equivalent graphic presentation of processes must be completed. These studies form a segment of the Process Hazard Analysis (PHA). HAZOP addresses each system and each element of a system that could deviate from normal operations and thus cause a hazard. A full assessment of each process is produced by looking at the hazards, consequences, causes and personnel protection needed. Many variables must be considered when choosing the appropriate PHA technique including the size of the plant, the number of processes, the types of processes, and the types of chemicals used. A mixture of these techniques may be required to adequately transmit information about the process being evaluated.

  15. Managing aging in nuclear power plants: Insights from NRC maintenance team inspection reports

    SciTech Connect

    Fresco, A.; Subudhi, M.; Gunther, W.; Grove, E.; Taylor, J.

    1993-12-01

    A plant`s maintenance program is the principal vehicle through which age-related degradation is managed. From 1988 to 1991, the NRC evaluated the maintenance program of every nuclear power plant in the United States. Forty-four out of a total of 67 of the reports issued on these in-depth team inspections were reviewed for insights into the strengths and weaknesses of the programs as related to the need to understand and manage the effects of aging on nuclear plant systems, structures, and components. Relevant information was extracted from these inspection reports and sorted into several categories, including Specific Aging Insights, Preventive Maintenance, Predictive Maintenance and Condition Monitoring, Post Maintenance Testing, Failure Trending, Root Cause Analysis and Usage of Probabilistic Risk Assessment in the Maintenance Process. Specific examples of inspection and monitoring techniques successfully used by utilities to detect degradation due to aging have been identified. The information also was sorted according to systems and components, including: Auxiliary Feedwater, Main Feedwater, High Pressure Injection for both BWRs and PWRs, Service Water, Instrument Air, and Emergency Diesel Generator Air Start Systems, and Emergency Diesel Generators Air Start Systems, emergency diesel generators, electrical components such as switchgear, breakers, relays, and motor control centers, motor operated valves and check valves. This information was compared to insights gained from the Nuclear Plant Aging Research (NPAR) Program. Attributes of plant maintenance programs where the NRC inspectors felt that improvement was needed to properly address the aging issue also are discussed.

  16. Integrated therapeutic approaches in head and neck cancer: the importance of multidisciplinary team management.

    PubMed

    Perri, Francesco; Muto, Paolo; Aversa, Corrado; Daponte, Antonio; Della Vittoria, Giuseppina; Pepe, Stefano; Caponigro, Francesco

    2013-07-01

    Multidisciplinary team (MDT) is of paramount importance in the approach to patients with head and neck cancer. Its aim is to provide the best diagnostic work-up, tumor staging, and treatment. Furthermore, the prognosis of patients who are managed by MDT is usually better. MDT has a great value in all presentation settings. The role of the pathologist in the team is of utmost importance, in particular with regards to information provided on Human Papilloma Virus (HPV) status, which has a well acknowledged independent prognostic value mainly in oropharyngeal carcinoma. In early stage disease, namely in T1-2 N0 M0 patients, the meetings within the MDT mainly involve surgeons and radiation therapists. Surgery represents the mainstay of treatment, while radiation therapy is a suitable alternative, in particular in patients with advanced age, poor performance status and comorbidities. In locally advanced disease, surgeons, medical oncologists and radiotherapists are the key people, since different approaches have been carried out. In operable patients, adjuvant chemoradiation is indicated when resection margins are involved or close, or in presence of extracapsular nodal spread. Concurrent chemoradiotherapy, preceded or not by induction chemotherapy, is the favourite approach in this setting when surgery is strictly not indicated. In recurrent/metastatic disease chemotherapy and best supportive care are the main options, although local treatments, such as reirradiation and salvage surgery, are also worth considering. The standard chemotherapy treatment has finally evolved after about 30 years, and strong efforts are being pursued to further improve the outcome, mainly with the addition of new drugs.

  17. Identifying and Developing Leadership Aspects of Effective Management in Team-Oriented Task Groups. Technical Report 70-4.

    ERIC Educational Resources Information Center

    Fox, William M.

    Leadership is distinguished from management. A review of key leadership studies is presented. Data on leadership styles are presented, and problems in studying them are discussed. A normative model for leadership of team-oriented task groups based on current research findings is presented. Documented lead-lag relationships between leader behaviors…

  18. Physician - nurse practitioner teams in chronic disease management: the impact on costs, clinical effectiveness, and patients' perception of care.

    PubMed

    Litaker, David; Mion, Lorraine; Planavsky, Loretta; Kippes, Christopher; Mehta, Neil; Frolkis, Joseph

    2003-08-01

    Increasing demand to deliver and document therapeutic and preventive care sharpens the need for disease management strategies that accomplish these goals efficiently while preserving quality of care. The purpose of this study was to compare selected outcomes for a new chronic disease management program involving a nurse practitioner - physician team with those of an existing model of care. One hundred fifty-seven patients with hypertension and diabetes mellitus were randomly assigned to their primary care physician and a nurse practitioner or their primary care physician alone. Costs for personnel directly involved in patient management, calculated from hourly rates and encounter time with patients, and pre- and post-study glycosylated hemoglobin (HbA(1c)), high-density lipoprotein cholesterol (HDL-c), satisfaction with care and health-related quality of life (HRQoL) were assessed. Although 1-year costs for personnel were higher in the team-treated group, participants experienced significant improvements in mean HbA(1c) ( - 0.7%, p = 0.02) and HDL-c ( + 2.6 mg dL( - 1), p = 0.02). Additionally, satisfaction with care improved significantly for team-treated subjects in several sub-scales whereas the mean change over time in HRQoL did not differ significantly between groups. This study demonstrates the value of a complementary team approach to chronic disease management in improving patient-derived and clinical outcomes at modest incremental costs.

  19. Managing Student Behavior with Class-Wide Function-Related Intervention Teams: An Observational Study in Early Elementary Classrooms

    ERIC Educational Resources Information Center

    Caldarella, Paul; Williams, Leslie; Hansen, Blake D.; Wills, Howard

    2015-01-01

    Comprehensive evidence-based interventions are needed to help early childhood educators manage challenging student behaviors. One such intervention, class-wide function-related intervention teams (CW-FIT), is a multi-tiered behavioral intervention program based on positive behavior support principles, including four main elements: (a) teaching…

  20. Virtuoso teams.

    PubMed

    Fischer, Bill; Boynton, Andy

    2005-01-01

    Managing a traditional team seems pretty straightforward: Gather up whoever's available, give them time and space to do their jobs, and make sure they all play nicely together. But these teams produce results that are often as unremarkable as the teams themselves. When big change and high performance are required, a virtuoso team is far more likely to deliver outstanding and innovative results. Virtuoso teams are fundamentally different from the garden-variety work groups that most organizations form to pursue more modest goals. They comprise the top experts in their particular fields, are specially convened for ambitious projects, work with frenetic rhythm, and emanate a discernible energy. Not surprisingly, however, the superstars who make up these teams are renowned for being elitist, temperamental, egocentric, and difficult to work with. As a result, many managers fear that if they force such people to interact on a high-stakes project, the group just might implode. In this article, Bill Fischer and Andy Boynton put the inner workings of highly successful virtuoso teams on full display through three examples: the creative group behind West Side Story, the team of writers for Sid Caesar's 1950s-era television hit Your Show of Shows, and the high-powered technologists who averted an investor-relations crisis for Norsk Hydro, the Norwegian energy giant. Each of these teams accomplished enormous goals and changed their businesses, their customers, even their industries. And they did so by breaking all the conventional rules of collaboration--from the way they recruited the best members to the way they enforced their unusual processes, and from the high expectations they held to the exceptional results they produced.

  1. Speeding Up Team Learning.

    ERIC Educational Resources Information Center

    Edmondson, Amy; Bohmer, Richard; Pisano, Gary

    2001-01-01

    A study of 16 cardiac surgery teams looked at how the teams adapted to new ways of working. The challenge of team management is to implement new processes as quickly as possible. Steps for creating a learning team include selecting a mix of skills and expertise, framing the challenge, and creating an environment of psychological safety. (JOW)

  2. Ensuring safe and quality medication use in nuclear medicine: a collaborative team achieves compliance with medication management standards.

    PubMed

    Beach, Trent A; Griffith, Karen; Dam, Hung Q; Manzone, Timothy A

    2012-03-01

    As hospital nuclear medicine departments were established in the 1960s and 1970s, each department developed detailed policies and procedures to meet the specialized and specific handling requirements of radiopharmaceuticals. In many health systems, radiopharmaceuticals are still unique as the only drugs not under the control of the health system pharmacy; however, the clear trend--and now an accreditation requirement--is to merge radiopharmaceutical management with the overall health system medication management system. Accomplishing this can be a challenge for both nuclear medicine and pharmacy because each lacks knowledge of the specifics and needs of the other field. In this paper we will first describe medication management standards, what they cover, and how they are enforced. We will describe how we created a nuclear medicine and pharmacy team to achieve compliance, and we will present the results of their work. We will examine several specific issues raised by incorporating radiopharmaceuticals in the medication management process and describe how our team addressed those issues. Finally, we will look at how the medication management process helps ensure ongoing quality and safety to patients through multiple periodic reviews. The reader will gain an understanding of medication management standards and how they apply to nuclear medicine, learn how a nuclear medicine and pharmacy team can effectively merge nuclear medicine and pharmacy processes, and gain the ability to achieve compliance at the reader's own institution.

  3. Development and Implementation of Team-Based Panel Management Tools: Filling the Gap between Patient and Population Information Systems.

    PubMed

    Watts, Brook; Lawrence, Renée H; Drawz, Paul; Carter, Cameron; Shumaker, Amy Hirsch; Kern, Elizabeth F

    2016-08-01

    Effective team-based models of care, such as the Patient-Centered Medical Home, require electronic tools to support proactive population management strategies that emphasize care coordination and quality improvement. Despite the spread of electronic health records (EHRs) and vendors marketing population health tools, clinical practices still may lack the ability to have: (1) local control over types of data collected/reports generated, (2) timely data (eg, up-to-date data, not several months old), and accordingly (3) the ability to efficiently monitor and improve patient outcomes. This article describes a quality improvement project at the hospital system level to develop and implement a flexible panel management (PM) tool to improve care of subpopulations of patients (eg, panels of patients with diabetes) by clinical teams. An in-depth case analysis approach is used to explore barriers and facilitators in building a PM registry tool for team-based management needs using standard data elements (eg, laboratory values, pharmacy records) found in EHRs. Also described are factors that may contribute to sustainability; to date the tool has been adapted to 6 disease-focused subpopulations encompassing more than 200,000 patients. Two key lessons emerged from this initiative: (1) though challenging, team-based clinical end users and information technology needed to work together consistently to refine the product, and (2) locally developed population management tools can provide efficient data tracking for frontline clinical teams and leadership. The preliminary work identified critical gaps that were successfully addressed by building local PM registry tools from EHR-derived data and offers lessons learned for others engaged in similar work. (Population Health Management 2016;19:232-239).

  4. Effectiveness of multidisciplinary team case management: difference-in-differences analysis

    PubMed Central

    Kristensen, Søren Rud; Checkland, Kath; Bower, Peter

    2016-01-01

    Objectives To evaluate a multidisciplinary team (MDT) case management intervention, at the individual (direct effects of intervention) and practice levels (potential spillover effects). Design Difference-in-differences design with multiple intervention start dates, analysing hospital admissions data. In secondary analyses, we stratified individual-level results by risk score. Setting Single clinical commissioning group (CCG) in the UK's National Health Service (NHS). Participants At the individual level, we matched 2049 intervention patients using propensity scoring one-to-one with control patients. At the practice level, 30 practices were compared using a natural experiment through staged implementation. Intervention Practice Integrated Care Teams (PICTs), using MDT case management of high-risk patients together with a summary record of care versus usual care. Direct and indirect outcome measures Primary measures of intervention effects were accident and emergency (A&E) visits; inpatient non-elective stays, 30-day re-admissions; inpatient elective stays; outpatient visits; and admissions for ambulatory care sensitive conditions. Secondary measures included inpatient length of stay; total cost of secondary care services; and patient satisfaction (at the practice level only). Results At the individual level, we found slight, clinically trivial increases in inpatient non-elective admissions (+0.01 admissions per patient per month; 95% CI 0.00 to 0.01. Effect size (ES): 0.02) and 30-day re-admissions (+0.00; 0.00 to 0.01. ES: 0.03). We found no indication that highest risk patients benefitted more from the intervention. At the practice level, we found a small decrease in inpatient non-elective admissions (−0.63 admissions per 1000 patients per month; −1.17 to −0.09. ES: −0.24). However, this result did not withstand a robustness check; the estimate may have absorbed some differences in underlying practice trends. Conclusions The intervention does not meet its

  5. Classroom Management Instruction in the Context of a School-University Partnership: A Case Study of Team-Based Curriculum Deliberation, Design, and Delivery

    ERIC Educational Resources Information Center

    Gimbert, Belinda

    2008-01-01

    This case study explored a process of team-based curriculum deliberation, design, and delivery, used to teach a classroom management course in the context of a school university partnership. A team of university and school-based teacher educators negotiated how best to prepare preservice teachers with effective classroom management knowledge and…

  6. ORD Strategic Action Plan for Information Management / Information Technology 2011

    EPA Science Inventory

    ORD's Strategic Action Plan for IM/IT (2011) was collaboratively developed with input from ORD research and administrative personnel. It identifies actions necessary to support ORD's priority IM and IT needs.

  7. Enabling Team Learning in Healthcare

    ERIC Educational Resources Information Center

    Boak, George

    2016-01-01

    This paper is based on a study of learning processes within 35 healthcare therapy teams that took action to improve their services. The published research on team learning is introduced, and the paper suggests it is an activity that has similarities with action research and with those forms of action learning where teams address collective…

  8. Managing diversity and enhancing team outcomes: the promise of transformational leadership.

    PubMed

    Kearney, Eric; Gebert, Diether

    2009-01-01

    In a sample of 62 research and development (R&D) teams, the authors examined transformational leadership as a moderator of the relationship of age, nationality, and educational background diversity with team outcomes. When levels of transformational leadership were high, nationality and educational diversity were positively related to team leaders' longitudinal ratings of team performance. These relationships were nonsignificant when transformational leadership was low. Age diversity was not related to team performance when transformational leadership was high, and it was negatively related to team performance when transformational leadership was low. Two mediated moderation effects help explain these findings. Transformational leadership moderated the relationship of the 3 examined diversity dimensions with the elaboration of task-relevant information, which in turn was positively associated with team performance. Moreover, transformational leadership moderated the relationship of the 3 diversity types with collective team identification, which in turn was positively related to the elaboration of task-relevant information. The authors discuss the theoretical and practical implications of these results. Overall, this study suggests that transformational leadership can foster the utilization of the potential, but frequently untapped, benefits entailed by both demographic and informational/cognitive team diversity. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

  9. Unintended Consequences of Conservation Actions: Managing Disease in Complex Ecosystems

    PubMed Central

    Chauvenet, Aliénor L. M.; Durant, Sarah M.; Hilborn, Ray; Pettorelli, Nathalie

    2011-01-01

    Infectious diseases are increasingly recognised to be a major threat to biodiversity. Disease management tools such as control of animal movements and vaccination can be used to mitigate the impact and spread of diseases in targeted species. They can reduce the risk of epidemics and in turn the risks of population decline and extinction. However, all species are embedded in communities and interactions between species can be complex, hence increasing the chance of survival of one species can have repercussions on the whole community structure. In this study, we use an example from the Serengeti ecosystem in Tanzania to explore how a vaccination campaign against Canine Distemper Virus (CDV) targeted at conserving the African lion (Panthera leo), could affect the viability of a coexisting threatened species, the cheetah (Acinonyx jubatus). Assuming that CDV plays a role in lion regulation, our results suggest that a vaccination programme, if successful, risks destabilising the simple two-species system considered, as simulations show that vaccination interventions could almost double the probability of extinction of an isolated cheetah population over the next 60 years. This work uses a simple example to illustrate how predictive modelling can be a useful tool in examining the consequence of vaccination interventions on non-target species. It also highlights the importance of carefully considering linkages between human-intervention, species viability and community structure when planning species-based conservation actions. PMID:22163323

  10. Unintended consequences of conservation actions: managing disease in complex ecosystems.

    PubMed

    Chauvenet, Aliénor L M; Durant, Sarah M; Hilborn, Ray; Pettorelli, Nathalie

    2011-01-01

    Infectious diseases are increasingly recognised to be a major threat to biodiversity. Disease management tools such as control of animal movements and vaccination can be used to mitigate the impact and spread of diseases in targeted species. They can reduce the risk of epidemics and in turn the risks of population decline and extinction. However, all species are embedded in communities and interactions between species can be complex, hence increasing the chance of survival of one species can have repercussions on the whole community structure. In this study, we use an example from the Serengeti ecosystem in Tanzania to explore how a vaccination campaign against Canine Distemper Virus (CDV) targeted at conserving the African lion (Panthera leo), could affect the viability of a coexisting threatened species, the cheetah (Acinonyx jubatus). Assuming that CDV plays a role in lion regulation, our results suggest that a vaccination programme, if successful, risks destabilising the simple two-species system considered, as simulations show that vaccination interventions could almost double the probability of extinction of an isolated cheetah population over the next 60 years. This work uses a simple example to illustrate how predictive modelling can be a useful tool in examining the consequence of vaccination interventions on non-target species. It also highlights the importance of carefully considering linkages between human-intervention, species viability and community structure when planning species-based conservation actions.

  11. How Configuration Management (CM) Can Help Project Teams To Innovate and Communicate

    NASA Technical Reports Server (NTRS)

    Cioletti, Louis

    2009-01-01

    Traditionally, CM is relegated to a support role in project management activities. CM s traditional functions of identification, change control, status accounting, and audits/verification are still necessary and play a vital role. However, this presentation proposes CM s role in a new and innovative manner that will significantly improve communication throughout the organization and, in turn, augment the project s success. CM s new role is elevated to the project management level, above the engineering or sub-project level in the Work Breakdown Structure (WBS), where it can more effectively accommodate changes, reduce corrective actions, and ensure that requirements are clear, concise, and valid, and that results conform to the requirements. By elevating CM s role in project management and orchestrating new measures, a new communication will emerge that will improve information integrity, structured baselines, interchangeability/traceability, metrics, conformance to standards, and standardize the best practices in the organization. Overall project performance (schedule, quality, and cost) can be no better than the ability to communicate requirements which, in turn, is no better than the CM process to communicate project decisions and the correct requirements.

  12. Building the multidisciplinary team for management of patients with hepatocellular carcinoma.

    PubMed

    Naugler, Willscott E; Alsina, Angel E; Frenette, Catherine T; Rossaro, Lorenzo; Sellers, Marty T

    2015-05-01

    Optimal care of the patient with hepatocellular carcinoma (HCC) necessitates the involvement of multiple providers. Because the patient with HCC often carries 2 conditions with competing mortality risks (cancer and underlying cirrhosis), no single provider is equipped to deal with all of these patients' needs adequately. Multidisciplinary teams (MDTs) have evolved to facilitate care coordination, reassessments of clinical course, and nimble changes in treatment plans required for this complex group of patients. Providers or sites that elect to manage patients with HCC thus are increasingly aware of the need to build their own MDT or communicate with an established one. The availability of new communication technologies, such as teleconferencing or teleconsultation, offers the possibility of MDT expansion into underserved or rural areas, as well as areas such as correctional facilities. Although the availability of resources for HCC patient care varies from site to site, construction of an MDT is possible in a wide spectrum of clinical practices, and this article suggests a blueprint for assembly of such collaboration. Research strategies are needed to explain how MDTs improve clinical outcomes so that MDTs themselves can be improved.

  13. Innovation and communicative action: health management networks and technologies.

    PubMed

    Rivera, Francisco Javier Uribe; Artmann, Elizabeth

    2016-11-03

    This article discusses elements of a theory of innovation from the perspective of innovation networks and social construction of technology, based on Habermas' Theory of Communicative Action and authors from the Sociology of Innovation. Based on the theoretical framework of the communicative production of scientific facts, we focus on innovation management as a basic dimension that must meet some organizational and methodological requirements in order to power its results. We present and discuss instruments such as Situational Planning, Prospective Analysis, Strategic Portfolio Management, and Networks Management that can help deal with the challenge of innovation and exploration of the future. We conclude that network organizational formats centered on reflexivity of interdisciplinary groups and planning approaches that encourage innovation criteria in assessing the attractiveness of activities and that help anticipate forms of innovation through systematic prospective analysis can potentiate the process of generating innovation as a product of networks. Resumo: No artigo são discutidos elementos de uma teoria da inovação numa perspectiva de redes de inovação e de construção social da tecnologia, a partir da Teoria do Agir Comunicativo de Habermas e de autores da Sociologia da Inovação. Com base no marco teórico da produção comunicativa de fatos científicos, focamos a gestão da inovação como uma dimensão fundamental que deve contemplar alguns requisitos, tanto de natureza organizacional quanto metodológica, para potencializar seus resultados. Apresentamos e discutimos instrumentos como o Planejamento Situacional, a Análise Prospectiva, a Gestão Estratégica de Portfólios e a Gestão de Redes que podem contribuir para o desafio da inovação e exploração do futuro. Conclui-se que formas organizativas em rede, centradas na reflexividade de grupos interdisciplinares, e enfoques de planejamento que estimulem o uso de critérios de inovação na

  14. GREAT II. Great River Environmental Action Team II. Upper Mississippi River. Guttenberg, Iowa to Saverton, Missouri. Dredged Material Uses Work Group. Appendix.

    DTIC Science & Technology

    1980-12-01

    Ohio (GREAT III). The study programs and recommendations of the three GREAT Teams will be brought together in to a river management strategy for the...material and what effect the availability of dredged material will have on their market. 5 3. Support Staff: The duties of the support staff were to process...each site, material transport limitations, and the inability to accurately predict when and where dredging will occur, very few of the requests have

  15. Using Collaborative Action Learning Projects to Increase the Impact of Management Development

    ERIC Educational Resources Information Center

    Lyso, Ingunn Hybertsen; Mjoen, Kristian; Levin, Morten

    2011-01-01

    This article aims to contribute to the field of human resource development by exploring the conditions that influence the organizational impact of action learning projects. Many organizations use such projects as an integral part of their management development programs. Past research on action learning projects has shown how balancing action and…

  16. 40 CFR 264.101 - Corrective action for solid waste management units.

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ..., AND DISPOSAL FACILITIES Releases From Solid Waste Management Units § 264.101 Corrective action for solid waste management units. (a) The owner or operator of a facility seeking a permit for the treatment... 40 Protection of Environment 27 2013-07-01 2013-07-01 false Corrective action for solid...

  17. 40 CFR 264.101 - Corrective action for solid waste management units.

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ..., AND DISPOSAL FACILITIES Releases From Solid Waste Management Units § 264.101 Corrective action for solid waste management units. (a) The owner or operator of a facility seeking a permit for the treatment... 40 Protection of Environment 26 2014-07-01 2014-07-01 false Corrective action for solid...

  18. Connecting Caring and Action through Responsive Teaching: How One Team Accomplished Success in a Struggling Middle School

    ERIC Educational Resources Information Center

    Strahan, David B.; Layell, Krystal

    2006-01-01

    In "Turning Points 2000," Jackson and Davis noted that "changes in middle grades practices have least often occurred where they are needed most: in high-poverty urban and rural communities where unacceptably poor student achievement is rampant". Even so, in many struggling schools, some teams have achieved success. Their…

  19. Team Building

    ERIC Educational Resources Information Center

    Begg, Roddy

    2005-01-01

    A personal reminiscence of the events surrounding the establishment of Tertiary Education and Management (TEAM), the journal of the European Association for Institutional Research EAIR, the European Higher Education Society--and its development over its first decade, by the founding Editor, at the time of his retirement from the post.

  20. Teams without Roles: Empowering Teams for Greater Creativity.

    ERIC Educational Resources Information Center

    McCrimmon, Mitch

    1995-01-01

    Criticizes Belbin's team role theory on the basis that roles are appropriate only in static organizations. Argues that most teams have no set roles and members interchange them. Suggests that all team members be trained to manage teamwork effectively. (SK)

  1. [Team and team work].

    PubMed

    Richer, E

    1990-01-01

    The coordinator draws conclusions on the symposium day devoted to the teams. After defining "team" he gives several thoughts on the team's work its advantages and its difficulties. During this day the teams talked about their questions and their certainties in the various fields of their work. They also discussed their hard ships and their need of psychological support which the hospital departments do not have the means to satisfy.

  2. Results of the Lunar Exploration Analysis Group (LEAG) Gap Review: Specific Action Team (SAT), Examination of Strategic Knowledge Gaps (SKGs) for Human Exploration of the Moon

    NASA Technical Reports Server (NTRS)

    Shearer, C. K.; Eppler, D.; Farrell, W.; Gruener, J.; Lawrence, S.; Pellis, N.; Spudis, P. D.; Stopar, J.; Zeigler, R.; Neal, C; Bussey, B.

    2016-01-01

    The Lunar Exploration Analysis Group (LEAG) was tasked by the Human Exploration Operations Mission Directorate (HEOMD) to establish a Specific Action Team (SAT) to review lunar Strategic Knowledge Gaps (SKGs) within the context of new lunar data and some specific human mission scenarios. Within this review, the SAT was to identify the SKGs that have been fully or partially retired, identify new SKGs resulting from new data and observations, and review quantitative descriptions of measurements that are required to fill knowledge gaps, the fidelity of the measurements needed, and if relevant, provide examples of existing instruments or potential missions capable of filling the SKGs.

  3. Enhancing the primary care team to provide redesigned care: the roles of practice facilitators and care managers.

    PubMed

    Taylor, Erin Fries; Machta, Rachel M; Meyers, David S; Genevro, Janice; Peikes, Deborah N

    2013-01-01

    Efforts to redesign primary care require multiple supports. Two potential members of the primary care team-practice facilitator and care manager-can play important but distinct roles in redesigning and improving care delivery. Facilitators, also known as quality improvement coaches, assist practices with coordinating their quality improvement activities and help build capacity for those activities-reflecting a systems-level approach to improving quality, safety, and implementation of evidence-based practices. Care managers provide direct patient care by coordinating care and helping patients navigate the system, improving access for patients, and communicating across the care team. These complementary roles aim to help primary care practices deliver coordinated, accessible, comprehensive, and patient-centered care.

  4. [Team-based care involving pharmacists and nurses to improve the management of hypertension].

    PubMed

    Santschi, V; Wuerzner, G; Chiolero, A; Burnand, B; Paradis, G; Burnier, M

    2012-09-12

    Only half of hypertensive patients has controlled blood pressure. Chronic kidney disease (CKD) is also associated with low blood pressure control, 25-30% of CKD patients achieving adequate blood pressure. The Community Preventive Services Task Force has recently recommended team-based care to improve blood pressure control. Team-based care of hypertension involves facilitating coordination of care among physician, pharmacist and nurse and requires sharing clinical data, laboratory results, and medications, e.g., electronically or by fax. Based on recent studies, development and evaluation of team-based care of hypertensive patients should be done in the Swiss healthcare system.

  5. "I Ain't No Cowboy, I Just Found This Hat": Confessions of an Administrator in an Organization of Self-Managing Teams.

    ERIC Educational Resources Information Center

    Lubans, John

    1996-01-01

    Explain's Duke University Library's change from a hierarchical management structure to one of self-managing teams developed within a total quality management (TQM) framework. Emphasizes the personal views and experiences of a manager responsible for implementing and guiding the process of change. (JKP)

  6. Psychological Climates in Action Learning Sets: A Manager's Perspective

    ERIC Educational Resources Information Center

    Yeadon-Lee, Annie

    2015-01-01

    Action learning (AL) is often viewed as a process that facilitates professional learning through the creation of a positive psychological climate [Marquardt, M. J. 2000. "Action Learning and Leadership." "The Learning Organisation" 7 (5): 233-240; Schein, E. H. 1979. "Personal Change Through Interpersonal…

  7. Effects of Visual Communication Tool and Separable Status Display on Team Performance and Subjective Workload in Air Battle Management

    DTIC Science & Technology

    2008-06-01

    respect or capacity”; Peirce , 1931) as part of meaningful semiotic ‘sign systems’. According to semiotics , meaningful communication can be transmitted...agents can share relevant knowledge (Flach & Bennett, 1996; Schwartz, Flach, Nelson, & Stokes, 2007). According to semiotics , both visual and...management teams. Proceedings of the Symposium on Human Factors Issues in Network-Centric Warfare, Sydney, Australia. Peirce , C.S. (1931): Collected

  8. Primary care team working in Ireland: a qualitative exploration of team members' experiences in a new primary care service.

    PubMed

    Kennedy, Norelee; Armstrong, Claire; Woodward, Oonagh; Cullen, Walter

    2015-07-01

    Team working is an integral aspect of primary care, but barriers to effective team working can limit the effectiveness of a primary care team (PCT). The establishment of new PCTs in Ireland provides an excellent opportunity to explore team working in action. The aim of this qualitative study was to explore the experiences of team members working in a PCT. Team members (n = 19) from two PCTs were interviewed from May to June 2010 using a semi-structured interview guide. All interviews were audio-recorded and transcribed. Data were analysed using NVivo (version 8). Thematic analysis was used to explore the data. We identified five main themes that described the experiences of the team members. The themes were support for primary care, managing change, communication, evolution of roles and benefits of team working. Team members were generally supportive of primary care and had experienced benefits to their practice and to the care of their patients from participation in the team. Regular team meetings enabled communication and discussion of complex cases. Despite the significant scope for role conflict due to the varied employment arrangements of the team members, neither role nor interpersonal conflict was evident in the teams studied. In addition, despite the unusual team structure in Irish PCTs - where there is no formally appointed team leader or manager - general issues around team working and its benefits and challenges were very similar to those found in other international studies. This suggests, in contrast to some studies, that some aspects of the leadership role may not be as important in successful PCT functioning as previously thought. Nonetheless, team leadership was identified as an important issue in the further development of the teams.

  9. Leading Teams of Leaders: What Helps Team Member Learning?

    ERIC Educational Resources Information Center

    Higgins, Monica; Young, Lissa; Weiner, Jennie; Wlodarczyk, Steven

    2010-01-01

    School districts are moving toward a new form of management in which superintendents need to form and nurture leadership teams. A study of 25 such teams in Connecticut suggests that a team's effectiveness is maximized when the team members are coached by other team members, not the superintendent, and when they are coached on task-related…

  10. Management of mineral and bone disorders in patients on dialysis: a team approach to improving outcomes.

    PubMed

    Carver, Michelle; Carder, Jacqueline; Hartwell, Lori; Arjomand, Mahiyar

    2008-01-01

    Most patients with mineral and bone disorders do not simultaneously achieve KDOQI target goals for parathyroid hormone, calcium, phosphorus, and the calcium-phosphorus product. A multidisciplinary team composed of the patient, nephrologists, nephrology nurses, renal dietitians, social workers, patient care technicians, clinical pharmacists, and physical therapists can help improve the coordination of care for mineral and bone disorders. The roles of team members are reviewed, with emphasis on nephrology nurses.

  11. Fiscal Year 2013 Trails Management Program Mitigation Action Plan Annual Report, October 2013

    SciTech Connect

    Pava, Daniel S.

    2015-03-25

    This Trails Management Program Mitigation Action Plan Annual Report (Trails MAPAR) has been prepared for the Department of Energy (DOE)/National Nuclear Security Administration (NNSA) as part of implementing the 2003 Final Environmental Assessment for the Proposed Los Alamos National Laboratory Trails Management Program (DOE 2003). The Trails Mitigation Action Plan (MAP) is now a part of the Site-Wide Environmental Impact Statement for the Continued Operation of Los Alamos National Laboratory (DOE/EIS 0380) Mitigation Action Plan (2008 SWEIS MAP) (DOE 2008). The MAP provides guidance for the continued implementation of the Trails Management Program at Los Alamos National Laboratory (LANL) and integration of future mitigation actions into the 2008 SWEIS MAP to decrease impacts associated with recreational trails use at LANL. This eighth MAPAR includes a summary of Trails Management Program activities and actions during Fiscal Year (FY) 2013, from October 2012 through September 2013.

  12. Consolidated Online Data Management Strategy in Support of Environmental Remediation Activities at the Dupont Chambers Works Formerly Utilized Sites Remedial Action Program (Fusrap) Site

    SciTech Connect

    Nelson, K.A.; Desai, N.B.; Samus, J.E.; Bock, G.O.

    2007-07-01

    The U.S. Army Corps of Engineers (USACE) has developed and implemented an innovative online data management application in support of site characterization and remediation activities at the DuPont Chambers Works Formerly Utilized Sites Remedial Action Program (FUSRAP) Site. The password-protected, web-based application was implemented to centralize project data, facilitate project communications, and provide a large and diverse group of project team members with access to the data and analytical tools they need to efficiently and effectively manage the ongoing characterization and remediation efforts. Centralizing resources using the online application and web-based strategy streamlines data access and communications, allowing the team to effectively keep the project on track while reducing the costs associated with data requests, data duplication, document review and retrieval, software requirements, and lapses in communication or data transfer. (authors)

  13. A Fair Go for All? The Impact of Intragroup Diversity and Diversity-Management Skills on Student Experiences and Outcomes in Team-Based Class Projects

    ERIC Educational Resources Information Center

    Shaw, James B.

    2004-01-01

    A longitudinal study of 390 students in 64 Practical Organizational Behavior Education (PROBE) project teams was conducted on the effects of intragroup diversity and student diversity-management skills. The impact of gender, age, and nationality variables on student grades, cognitive processes, perceptions of team effectiveness, and satisfaction…

  14. The [Un]Spoken Challenges of Administrator Collaboration: An Exploration of One District Leadership Team's Use of Protocols to Promote Reflection and Shared Theories of Action

    ERIC Educational Resources Information Center

    Szczesiul, Stacy Agee

    2014-01-01

    This article explores the use of protocol-structured dialogue in promoting reflective practices and shared theories of action within a district leadership team. Protocols have been used to make individuals' theories of action visible and subject to evaluation. This is important for leaders trying to establish coherence across a system; in…

  15. The discipline of teams.

    PubMed

    Katzenbach, J R; Smith, D K

    1993-01-01

    Groups don't become teams because that is what someone calls them. Nor do teamwork values by themselves ensure team performance. So what is a team? How can managers know when the team option makes sense and what they can do to ensure team success? In this article, drawn from their recent book The Wisdom of Teams, McKinsey partners Jon Katzenbach and Douglas Smith answer these questions and outline the discipline that makes a real team. The essence of a team is shared commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance. The best teams invest a tremendous amount of time shaping a purpose that they can own. The best teams also translate their purpose into specific performance goals. And members of successful teams pitch in and become accountable with and to their teammates. The fundamental distinction between teams and other forms of working groups turns on performance. A working group relies on the individual contributions of its members for group performance. But a team strives for something greater than its members could achieve individually. In short, an effective team is always worth more than the sum of its parts. Katzenbach and Smith identify three basic types of teams: teams that recommend things--task forces or project groups; teams that make or do things--manufacturing, operations, or marketing groups; and teams that run things--groups that oversee some significant functional activity. For managers, the key is knowing where in the organization real teams should be encouraged. Team potential exists anywhere hierarchy or organizational boundaries inhibit good performance.(ABSTRACT TRUNCATED AT 250 WORDS)

  16. 40 CFR 264.101 - Corrective action for solid waste management units.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ..., AND DISPOSAL FACILITIES Releases From Solid Waste Management Units § 264.101 Corrective action for solid waste management units. (a) The owner or operator of a facility seeking a permit for the treatment... management unit at the facility, regardless of the time at which waste was placed in such unit....

  17. 40 CFR 264.551 - Grandfathered Corrective Action Management Units (CAMUs).

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... Management Units (CAMUs). 264.551 Section 264.551 Protection of Environment ENVIRONMENTAL PROTECTION AGENCY... Management Units (CAMUs). (a) To implement remedies under § 264.101 or RCRA Section 3008(h), or to implement... an area at the facility as a corrective action management unit under the requirements in this...

  18. Making Teamwork Work: Team Knowledge for Team Effectiveness.

    PubMed

    Guchait, Priyanko; Lei, Puiwa; Tews, Michael J

    2016-01-01

    This study examined the impact of two types of team knowledge on team effectiveness. The study assessed the impact of taskwork knowledge and teamwork knowledge on team satisfaction and performance. A longitudinal study was conducted with 27 service-management teams involving 178 students in a real-life restaurant setting. Teamwork knowledge was found to impact both team outcomes. Furthermore, team learning behavior was found to mediate the relationships between teamwork knowledge and team outcomes. Educators and managers should therefore ensure these types of knowledge are developed in teams along with learning behavior for maximum effectiveness.

  19. The diabetes education team in the management of non-insulin-dependent diabetes mellitus.

    PubMed

    Holvey, S M

    1987-02-01

    Non-insulin-dependent diabetes mellitus (NIDDM) is a complex disease that lasts a lifetime. It can be controlled but not cured. Treatment involves extensive changes in the patient's lifestyle, particularly in the areas of diet and exercise, which can often result in noncompliance with treatment regimens. Efforts to bring about these lifestyle changes usually require an enormous amount of time and attention on the part of the physician, and thus, are best carried out with the help of a diabetes education team. An ideal team would consist not only of the physician, patient, and family, but also a diabetes educator, a nutritionist or dietitian, an exercise therapist, a psychologist or social worker, a podiatrist, and an ophthalmologist or retinologist. A smaller number of team participants can offer a viable alternative by doubling up discipline areas, and by using interested members of the community as a referral source.

  20. An interdisciplinary approach to research management in anesthesia: the integrated clinical research team model.

    PubMed

    Gasior, Izabela; Solari, Jessica; Young, Vanessa; Bode, Justine; Herdes, Rachel E; Chung, Michelle

    2012-01-01

    The Anesthesia Clinical Research Unit (ACRU) at Boston Children's Hospital developed the integrated clinical research team model in 2009 as a framework to support the high ethical standards and team-based approach in pediatric anesthesia research which was already established within the department. The foundation of the model is built on interdisciplinary collaboration, communication, and integrity in the field of clinical research. Above all, the work of the ACRU is focused on the patients, families and community as a whole. In order to uphold these standards, each member of the ACRU has a clearly-defined role while still promoting the core fundamentals of teamwork and continuity of care. This department-wide, team-based approach to clinical research has proven to be effective in its resourcefulness and productivity in running numerous large projects concurrently within the department.

  1. Tracking federal land management: Report No. 3 on federal land management actions impacting geothermal commecialization at selected target prospects in the five Pacific Rim states

    SciTech Connect

    Not Available

    1980-05-20

    Generic land management actions affecting geothermal commerializtion in Pacific River states are reviewed. Specific federal land management actions affecting geothermal prospects in California and the Pacific Northwest are described. (MHR)

  2. Multi-action planning for threat management: a novel approach for the spatial prioritization of conservation actions.

    PubMed

    Cattarino, Lorenzo; Hermoso, Virgilio; Carwardine, Josie; Kennard, Mark J; Linke, Simon

    2015-01-01

    Planning for the remediation of multiple threats is crucial to ensure the long term persistence of biodiversity. Limited conservation budgets require prioritizing which management actions to implement and where. Systematic conservation planning traditionally assumes that all the threats in priority sites are abated (fixed prioritization approach). However, abating only the threats affecting the species of conservation concerns may be more cost-effective. This requires prioritizing individual actions independently within the same site (independent prioritization approach), which has received limited attention so far. We developed an action prioritization algorithm that prioritizes multiple alternative actions within the same site. We used simulated annealing to find the combination of actions that remediate threats to species at the minimum cost. Our algorithm also accounts for the importance of selecting actions in sites connected through the river network (i.e., connectivity). We applied our algorithm to prioritize actions to address threats to freshwater fish species in the Mitchell River catchment, northern Australia. We compared how the efficiency of the independent and fixed prioritization approach varied as the importance of connectivity increased. Our independent prioritization approach delivered more efficient solutions than the fixed prioritization approach, particularly when the importance of achieving connectivity was high. By spatially prioritizing the specific actions necessary to remediate the threats affecting the target species, our approach can aid cost-effective habitat restoration and land-use planning. It is also particularly suited to solving resource allocation problems, where consideration of spatial design is important, such as prioritizing conservation efforts for highly mobile species, species facing climate change-driven range shifts, or minimizing the risk of threats spreading across different realms.

  3. Leadership of Creative Teams.

    ERIC Educational Resources Information Center

    Kolb, Judith A.

    1992-01-01

    This study examined leadership in 16 research and 16 nonresearch teams in various manufacturing, aerospace, and health services companies. It concluded that research team leaders need to be able to fulfill a public relations or boundary management role. Engineering research teams, however, showed leadership patterns suggesting different needs for…

  4. Management of type 2 diabetes mellitus in the elderly: role of the pharmacist in a multidisciplinary health care team.

    PubMed

    Grossman, Samuel

    2011-01-01

    Intensive glycemic control using insulin therapy may be appropriate for many healthy older adults to reduce premature mortality and morbidity, improve quality of life, and reduce health care costs. However, frail elderly people are more prone to develop complications from hypoglycemia, such as confusion and dementia. Overall, older persons with type 2 diabetes mellitus are at greater risk of death from cardiovascular disease (CVD) than from intermittent hyperglycemia; therefore, diabetes management should always include CVD prevention and treatment in this patient population. Pharmacists can provide a comprehensive medication review with subsequent recommendations to individualize therapy based on medical and cognitive status. As part of the patient's health care team, pharmacists can provide continuity of care and communication with other members of the patient's health care team. In addition, pharmacists can act as educators and patient advocates and establish patient-specific goals to increase medication effectiveness, adherence to a medication regimen, and minimize the likelihood of adverse events.

  5. National Action Plan: Priorities for Managing Freshwater Resources in a Changing Climate

    EPA Pesticide Factsheets

    The National Action Plan is based on the latest science on climate risks to freshwater resources. The Plan establishes a national goal to have government agencies and citizens collaboratively manage freshwater resources in response to a changing climate.

  6. The implementation of an elementary STEM learning team and the effect on teacher self-efficacy: An action research study

    NASA Astrophysics Data System (ADS)

    Hernandez, Jennifer F.

    Science, technology, engineering, and math (STEM) education is part of a national movement to prepare students for the demands of a 21st century workforce. STEM uses an integrated, real-world problem solving approach to increase the levels of collaboration, communication, critical, and creative thinking in students. If expectations for students have increased to stay competitive in a global market, teachers must be equipped to meet the needs of the new 21st century learners in their classrooms. To that end, professional learning for educators is essential to ensure they are equipped with the tools necessary for success. While there are many approaches to teacher development, professional learning teams, based on the work of Garmston and Wellman, focus on teachers' instructional delivery, targeted student learning needs, planning, implementing new strategies, collaboration, and reflective dialogue. The purpose of the study is to improve instructional practice providing quality STEM instruction to students and increase teacher self-efficacy---a teachers' perception of his or her ability to instruct students in the STEM disciplines. Theoretical implications of a study on an elementary STEM learning team could affect the way schools deliver STEM professional learning opportunities to teachers and the way students are delivered a quality STEM education. Research has shown that Model I behavior would limit the change process of professional learning through a surface inspection of the issues; however model II behaviors would benefit the teachers, students and organization because teachers would be collaborating on specific objectives to develop a knowledge base and skill set to meet students' needs. Extending professional development by engaging stakeholders in a collaborative process to build model II behaviors will create an organizational structure that facilitates learning.

  7. Empowering Communities in Educational Management: Participatory Action Research

    ERIC Educational Resources Information Center

    Ruechakul, Prayad; Erawan, Prawit; Siwarom, Manoon

    2015-01-01

    The participatory learning and action: PLA was the process used for empowering in this program. This process has four steps: 1) create awareness, 2) specify problems or needs, 3) act and 4) present and reflect or monitor. The purposes of this study were: 1) to investigate the conditions of communities in terms of context and problems or needs in…

  8. Learning from Action Evaluation of the Use of Multimedia Case Studies in Management Information Systems Courses

    ERIC Educational Resources Information Center

    Kawulich, Barbara B.

    2011-01-01

    This manuscript shares lessons learned from conducting an action evaluation of the use of multimedia case studies in Management Information Systems (MIS) courses. Three undergraduate MIS classes took part in the study. The purpose for using case studies in these classes was to teach students about the role of MIS in business. An action evaluation…

  9. Biodiversity in School Grounds: Auditing, Monitoring and Managing an Action Plan

    ERIC Educational Resources Information Center

    Mansell, Michelle

    2010-01-01

    The idea of using site biodiversity action plans to introduce biodiversity management initiatives into school grounds is outlined. Selected parts of a case study, involving the use of such an action plan to record, monitor and plan for biodiversity on a university campus, are described and ideas for applying a similar plan to a school setting are…

  10. Organising Collective Action for Effective Environmental Management and Social Learning in Wales

    ERIC Educational Resources Information Center

    Mills, Jane; Gibbon, David; Ingram, Julie; Reed, Matt; Short, Christopher; Dwyer, Janet

    2011-01-01

    The paper explored key factors that might lead to successful agri-environmental social learning and collective action in order to deliver landscape-scale resource management within agri-environment schemes. Using the theory of collective action as an analytical framework the paper examined findings from in-depth interviews with 20 members of two…

  11. DoD’s Management of the Redistribution Property Assistance Team Operations in Kuwait

    DTIC Science & Technology

    2012-04-10

    Supply Enhanced RPAT Redistribution Property Assistance Team TPE Theater Provided Equipment...Camp Virginia RPAT officials relieved units of accountability for their Theater Provided Equipment ( TPE ), before redeploying1 to their home stations...all excess major end item (Class VII) TPE , improve property accountability, and enable asset visibility of the equipment received. The RPAT

  12. An Examination of the Relationship among Structure, Trust, and Conflict Management Styles in Virtual Teams

    ERIC Educational Resources Information Center

    Liu, Xiaojing; Magjuka, Richard J.; Lee, Seung-hee

    2008-01-01

    The emergence of new technologies has made it increasingly easy for distributed collaboration in both educational and noneducational settings. Although the effectiveness in traditional settings of the dynamics of small group work has been widely researched, there is limited research that offers evidence on how teams can work effectively in a…

  13. Top-Management-Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion.

    ERIC Educational Resources Information Center

    Finkelstein, Sydney

    1990-01-01

    To test upper-echelons theory and the moderating role of managerial discretion, the relationship between managerial tenure and such organizational outcomes as strategic persistence and conformity to industry averages was examined in a sample of 100 firms. Executive team tenure was found to have a profound effect on organizational outcomes.…

  14. [The role of hospital teams in the management of patients carrying highly drug-resistant bacteria].

    PubMed

    Clément, Agnès; Denis, Christine

    2015-01-01

    The increase in antibiotic-resistant bacteria and emerging highly drug-resistant bacteria is resulting in alarming situations of treatment failure. In hospitals, precautionary measures to control nosocomial infections are put in place through the collaboration between caregivers, the operational hygiene team and the nosocomial infection control committee, in accordance with official recommendations.

  15. Balancing Team Integrity with Administrative Control in the Development and Management of Special Education Programs.

    ERIC Educational Resources Information Center

    Del-Val, Patricia B.; Griffin, Carol Lee

    The paper reviews the experiences of special education administrators in Quincy (MA) Public Schools regarding compliance with P.L. 94-142, the Education for All Handicapped Children Act. Noted are the decentralized model of Pupil Personnel Service Teams, the administrator's role in guiding teachers to set priorities in academic and vocational…

  16. 78 FR 26616 - Pacific Fishery Management Council; Public Meeting

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-05-07

    ... National Oceanic and Atmospheric Administration RIN 0648-XC660 Pacific Fishery Management Council; Public... (NOAA), Commerce. ACTION: Notice of public meeting. SUMMARY: The Pacific Fishery Management Council's (Pacific Council) Groundfish Management Team (GMT) will hold a webinar to discuss the...

  17. Uranium mill tailings remedial action project real estate management plan

    SciTech Connect

    Not Available

    1994-09-01

    This plan summarizes the real estate requirements of the US Department of Energy`s (DOE) Uranium Mill Tailings Action (UMTRA) Project, identifies the roles and responsibilities of project participants involved in real estate activities, and describes the approaches used for completing these requirements. This document is intended to serve as a practical guide for all project participants. It is intended to be consistent with all formal agreements, but if a conflict is identified, the formal agreements will take precedence.

  18. Elucidating the power in empowerment and the participation in participatory action research: a story about research team and elementary school change.

    PubMed

    Dworski-Riggs, Deanne; Langhout, Regina Day

    2010-06-01

    Community psychologists are increasingly using Participatory Action Research (PAR) as a way to promote social justice by creating conditions that foster empowerment. Yet, little attention has been paid to the differences between the power structure that PAR advocates and the local community power structures. This paper seeks to evaluate the level of participation in a PAR project for multiple stakeholder groups, determine how PAR was adjusted to better fit community norms, and whether our research team was able to facilitate the emergence of PAR by adopting an approach that was relevant to the existing power relations. We conclude that power differences should not be seen as roadblocks to participation, but rather as moments of opportunity for the researchers to refine their methods and for the community and the community psychologist to challenge existing power structures.

  19. Book Review: Radiological Conditions in the Dnieper River Basin: Assessment by an International Expert Team and Recommendations for an Action Plan

    SciTech Connect

    Napier, Bruce A.

    2007-12-31

    This article is a book review of a report from the International Atomic Energy Agency that was prepared by a team of scientists from Belarus, the Russian Federation, and Ukraine as an assessment of radiological contamination of the Dnieper River, which flows through these three countries. The topics covered begin with radioactive sources (actual and potential) including areas affected by the Chernobyl nuclear accident, nuclear power plants along the river and its tributaries, uranium mining and ore processing, radioactive waste storage and disposal sites, and non-power sources, such as medicine, industry, and research. The report continues with an assessment of human exposures to radiation from these sources. An additional area of consideration is radiological “hot spots” in the region. The report finishes with conclusions and recommendations to the regional governments for a strategic action plan and individual government national plans.

  20. Adaptive Management: From More Talk to Real Action

    NASA Astrophysics Data System (ADS)

    Williams, Byron K.; Brown, Eleanor D.

    2014-02-01

    The challenges currently facing resource managers are large-scale and complex, and demand new approaches to balance development and conservation goals. One approach that shows considerable promise for addressing these challenges is adaptive management, which by now is broadly seen as a natural, intuitive, and potentially effective way to address decision-making in the face of uncertainties. Yet the concept of adaptive management continues to evolve, and its record of success remains limited. In this article, we present an operational framework for adaptive decision-making, and describe the challenges and opportunities in applying it to real-world problems. We discuss the key elements required for adaptive decision-making, and their integration into an iterative process that highlights and distinguishes technical and social learning. We illustrate the elements and processes of the framework with some successful on-the-ground examples of natural resource management. Finally, we address some of the difficulties in applying learning-based management, and finish with a discussion of future directions and strategic challenges.

  1. Partograph as a tool for team work management of spontaneous labor.

    PubMed

    Orhue, Aae; Aziken, M E; Osemwenkha, A P

    2012-01-01

    It is presently being debated whether the partograph is a useful tool for labor supervision and, if useful, where should the action line be located between 2, 3 or 4 h to improve the fetomaternal outcome. This review adduces facts to show that this debate is because there is a poor understanding of the essence and purpose of the partograph. The partograph is a form on which labor observations are recorded to provide an overview of labor, aiming to alert midwives and obstetricians to deviations in labor progress as well as maternal and fetal wellbeing. When deviations in labor progress are recognized early and corrected, complications are prevented and normal labor and delivery can occur. The earliest deviation in labor progress is slow labor progress, for which the partograph alert line is a prompt for early recognition by the midwives and other non-obstetric staff. The intervention to correct the deviation is at the action line by the staff with the requisite skill. In the circumstance in which the partogram was produced, the action to correct the deviation in labor progress was after 4 h, represented by the 4-h action line, but other workers have attempted with 2- and 3-h action lines and have had equally good results. However, in all these, the action at the action line was instituted by the staff with the appropriate skill, irrespective of whether the action line was 2, 3 or 4 h. As long as the action at the action line is by the staff with the requisite training, the deviation in labor progress will be corrected by either medical or surgical means irrespective of the action line location at 2, 3 or 4 h. In conclusion, the essence and purpose of the partograph is to ensure that labor progress is monitored to identify slow labor by the alert line but appropriate treatment must begin at the action line by the staff with the cognate skill, whether at 2, 3 or 4 h. The appropriateness of the intervention at the action line is the determinant of the outcome and not

  2. The team approach to managing dental implant complications: the periodontist's point of view.

    PubMed

    Froum, Stuart J

    2013-10-01

    Implant-related complications are a fact of life among practitioners who place or restore implants. They occur for a variety of reasons with varying consequences. Those classified as minor complications are most easily corrected and may have little impact on the course of treatment, but severe complications can have serious consequence in expense, complexity, and ultimate success. Many severe complications may be irreversible, leaving the patient with less desirable esthetic options, or worse, permanent disability in terms of speech and function. While various members of the dental team may have different points of view, implant complications are a concern to all. Successful results require comprehensive care, collaborative treatment, and knowledge of dental implant complications. Therefore, it is in the best interest of the patient that all involved in treatment be aware of the different types of complications that can be experienced and learn how to work together as a team to achieve successful outcomes.

  3. Action errors, error management, and learning in organizations.

    PubMed

    Frese, Michael; Keith, Nina

    2015-01-03

    Every organization is confronted with errors. Most errors are corrected easily, but some may lead to negative consequences. Organizations often focus on error prevention as a single strategy for dealing with errors. Our review suggests that error prevention needs to be supplemented by error management--an approach directed at effectively dealing with errors after they have occurred, with the goal of minimizing negative and maximizing positive error consequences (examples of the latter are learning and innovations). After defining errors and related concepts, we review research on error-related processes affected by error management (error detection, damage control). Empirical evidence on positive effects of error management in individuals and organizations is then discussed, along with emotional, motivational, cognitive, and behavioral pathways of these effects. Learning from errors is central, but like other positive consequences, learning occurs under certain circumstances--one being the development of a mind-set of acceptance of human error.

  4. Squad management, injury and match performance in a professional soccer team over a championship-winning season.

    PubMed

    Carling, Christopher; Le Gall, Franck; McCall, Alan; Nédélec, Mathieu; Dupont, Gregory

    2015-01-01

    Squad management, injury and physical, tactical and technical match performance were investigated in a professional soccer team across five consecutive league seasons (2008-2013, 190 league games) with specific focus on a championship-winning season (2010/11). For each player, match participation and time-loss injuries were recorded, the latter prospectively diagnosed by the team's physician. Defending and attacking tactical and technical performance indicators investigated included ball possession and possession in opponents' half, passes, forward passes, completed passes and forward passes, crosses and completed crosses, goal attempts and goal attempts on target, successful final third entries, free-kicks and 50/50 duels won/lost. Physical performance measures included total distance and distance covered at high-speeds (≥19.1 km/h). Results showed that during the 2010/11 season, squad utilisation was lowest potentially owing to the observed lower match injury occurrence and working days lost to injury thereby increasing player availability. In 2010/11, the team won both its highest number of points and conceded its lowest number of goals especially over the second half of this season. The team also won its highest number of games directly via a goal from a substitute and scored and conceded a goal first on the highest and lowest number of occasions, respectively. While multivariate analysis of variance (MANOVA) detected a significant difference in some attacking and defensive performance indicators across the five seasons, these were generally not distinguishing factors in 2010/11. Similarly, univariate ANOVAs showed a significant difference in running distances covered across seasons, but the trend was for less activity in 2010/11.

  5. Conversations outside the Comfort Zone: Identity Formation in SME Manager Action Learning

    ERIC Educational Resources Information Center

    Anderson, Lisa; Gold, Jeff

    2009-01-01

    In this paper we consider the construction of narrative identity and particularly how managers of small businesses may construct new narrative identities within the activity of the action learning situation. We build on recent work to suggest that the "world" of managers can be explored through a consideration of Vygotsky's socio-cultural theory…

  6. Managing Change in a Medical Context: Guidelines for Action.

    ERIC Educational Resources Information Center

    Gale, Rodney; Grant, Janet

    This booklet presents guidelines for the management of change in medicine in Great Britain, particularly post-basic medical education. Following a forward and introduction, a description of the study from which the guidelines were developed is presented. That study was a major investigation of adapting business and industry change management…

  7. Management of Inclusive Education in Oman: A Framework for Action

    ERIC Educational Resources Information Center

    Mohamed Emam, Mahmoud

    2016-01-01

    Inclusive education (IE) and the special education services related to it are relatively new in Oman. Efforts to manage special/inclusive education face many challenges due to a number of culturally rooted factors. Further, empirical research on IE in Oman is scarce and there is a need to advance IE discourse based on empirically validated…

  8. Exploring Criticality in Management Education through Action Learning

    ERIC Educational Resources Information Center

    Breen, Judith

    2014-01-01

    The field of management education has been the focus of much debate in recent times. Issues relating to the real world and a lack of relevancy in business schools have caused much of this debate. In particular, questions have been raised regarding why business schools should endeavour to bridge this relevancy gap? However, it is important to…

  9. Tracking dynamic team activity

    SciTech Connect

    Tambe, M.

    1996-12-31

    AI researchers are striving to build complex multi-agent worlds with intended applications ranging from the RoboCup robotic soccer tournaments, to interactive virtual theatre, to large-scale real-world battlefield simulations. Agent tracking - monitoring other agent`s actions and inferring their higher-level goals and intentions - is a central requirement in such worlds. While previous work has mostly focused on tracking individual agents, this paper goes beyond by focusing on agent teams. Team tracking poses the challenge of tracking a team`s joint goals and plans. Dynamic, real-time environments add to the challenge, as ambiguities have to be resolved in real-time. The central hypothesis underlying the present work is that an explicit team-oriented perspective enables effective team tracking. This hypothesis is instantiated using the model tracing technology employed in tracking individual agents. Thus, to track team activities, team models are put to service. Team models are a concrete application of the joint intentions framework and enable an agent to track team activities, regardless of the agent`s being a collaborative participant or a non-participant in the team. To facilitate real-time ambiguity resolution with team models: (i) aspects of tracking are cast as constraint satisfaction problems to exploit constraint propagation techniques; and (ii) a cost minimality criterion is applied to constrain tracking search. Empirical results from two separate tasks in real-world, dynamic environments one collaborative and one competitive - are provided.

  10. [Board on Radioactive Waste Managements action on progress toward objectives

    SciTech Connect

    Not Available

    1994-11-28

    This report is a progress report to the US DOE from the Board on Radioactive Waste Management (BRWM), which summarizes the activities of the board during the period December 1, 1993 to May 2, 1994. The report summarizes the meetings of the board as a whole, of various of its subcommittees, and of activities it has undertaken to further its original mission. This board is associated with the National Research Council to give advice to US DOE.

  11. Improving our legacy: incorporation of adaptive management into state wildlife action plans.

    PubMed

    Fontaine, Joseph J

    2011-05-01

    The loss of biodiversity is a mounting concern, but despite numerous attempts there are few large scale conservation efforts that have proven successful in reversing current declines. Given the challenge of biodiversity conservation, there is a need to develop strategic conservation plans that address species declines even with the inherent uncertainty in managing multiple species in complex environments. In 2002, the State Wildlife Grant program was initiated to fulfill this need, and while not explicitly outlined by Congress follows the fundamental premise of adaptive management, 'Learning by doing'. When action is necessary, but basic biological information and an understanding of appropriate management strategies are lacking, adaptive management enables managers to be proactive in spite of uncertainty. However, regardless of the strengths of adaptive management, the development of an effective adaptive management framework is challenging. In a review of 53 State Wildlife Action Plans, I found a keen awareness by planners that adaptive management was an effective method for addressing biodiversity conservation, but the development and incorporation of explicit adaptive management approaches within each plan remained elusive. Only ~25% of the plans included a framework for how adaptive management would be implemented at the project level within their state. There was, however, considerable support across plans for further development and implementation of adaptive management. By furthering the incorporation of adaptive management principles in conservation plans and explicitly outlining the decision making process, states will be poised to meet the pending challenges to biodiversity conservation.

  12. Improving our legacy: Incorporation of adaptive management into state wildlife action plans

    USGS Publications Warehouse

    Fontaine, J.J.

    2011-01-01

    The loss of biodiversity is a mounting concern, but despite numerous attempts there are few large scale conservation efforts that have proven successful in reversing current declines. Given the challenge of biodiversity conservation, there is a need to develop strategic conservation plans that address species declines even with the inherent uncertainty in managing multiple species in complex environments. In 2002, the State Wildlife Grant program was initiated to fulfill this need, and while not explicitly outlined by Congress follows the fundamental premise of adaptive management, 'Learning by doing'. When action is necessary, but basic biological information and an understanding of appropriate management strategies are lacking, adaptive management enables managers to be proactive in spite of uncertainty. However, regardless of the strengths of adaptive management, the development of an effective adaptive management framework is challenging. In a review of 53 State Wildlife Action Plans, I found a keen awareness by planners that adaptive management was an effective method for addressing biodiversity conservation, but the development and incorporation of explicit adaptive management approaches within each plan remained elusive. Only ???25% of the plans included a framework for how adaptive management would be implemented at the project level within their state. There was, however, considerable support across plans for further development and implementation of adaptive management. By furthering the incorporation of adaptive management principles in conservation plans and explicitly outlining the decision making process, states will be poised to meet the pending challenges to biodiversity conservation. ?? 2010 .

  13. Management of diabetes by a healthcare team in a cardiology unit: a randomized controlled trial

    PubMed Central

    de Moraes, Maria Antonieta P; Rodrigues, Juliane; Cremonesi, Mariana; Polanczyk, Carisi; Schaan, Beatriz D

    2013-01-01

    OBJECTIVE: To assess the effectiveness of healthcare team guidance in the implementation of a glycemic control protocol in the non-intensive care unit of a cardiology hospital. METHODS: This was a randomized clinical trial comparing 9 months of intensive guidance by a healthcare team on a protocol for diabetes care (Intervention Group, n = 95) with 9 months of standard care (Control Group, n = 87). Clinicaltrials.gov: NCT01154413. RESULTS: The mean age of the patients was 61.7±10 years, and the mean glycated hemoglobin level was 71±23 mmol/mol (8.7±2.1%). The mean capillary glycemia during hospitalization was similar between the groups (9.8±2.9 and 9.1±2.4 mmol/l for the Intervention Group and Control Group, respectively, p = 0.078). The number of hypoglycemic episodes (p = 0.77), hyperglycemic episodes (47 vs. 50 in the Intervention Group and Control Group, p = 0.35, respectively), and the length of stay in the hospital were similar between the groups (p = 0.64). The amount of regular insulin administered was 0 (0–10) IU in the Intervention Group and 28 (7–56) IU in the Control Group (p<0.001), and the amount of NPH insulin administered was similar between the groups (p = 0.16). CONCLUSIONS: While guidance on a glycemic control protocol given by a healthcare team resulted in a modification of the therapeutic strategy, no changes in glycemic control, frequency of episodes of hypoglycemia and hyperglycemia, or hospitalization duration were observed. PMID:24270950

  14. Inferring invasive species abundance using removal data from management actions.

    PubMed

    Davis, Amy J; Hooten, Mevin B; Miller, Ryan S; Farnsworth, Matthew L; Lewis, Jesse; Moxcey, Michael; Pepin, Kim M

    2016-10-01

    Evaluation of the progress of management programs for invasive species is crucial for demonstrating impacts to stakeholders and strategic planning of resource allocation. Estimates of abundance before and after management activities can serve as a useful metric of population management programs. However, many methods of estimating population size are too labor intensive and costly to implement, posing restrictive levels of burden on operational programs. Removal models are a reliable method for estimating abundance before and after management using data from the removal activities exclusively, thus requiring no work in addition to management. We developed a Bayesian hierarchical model to estimate abundance from removal data accounting for varying levels of effort, and used simulations to assess the conditions under which reliable population estimates are obtained. We applied this model to estimate site-specific abundance of an invasive species, feral swine (Sus scrofa), using removal data from aerial gunning in 59 site/time-frame combinations (480-19,600 acres) throughout Oklahoma and Texas, USA. Simulations showed that abundance estimates were generally accurate when effective removal rates (removal rate accounting for total effort) were above 0.40. However, when abundances were small (<50) the effective removal rate needed to accurately estimates abundances was considerably higher (0.70). Based on our post-validation method, 78% of our site/time frame estimates were accurate. To use this modeling framework it is important to have multiple removals (more than three) within a time frame during which demographic changes are minimized (i.e., a closed population; ≤3 months for feral swine). Our results show that the probability of accurately estimating abundance from this model improves with increased sampling effort (8+ flight hours across the 3-month window is best) and increased removal rate. Based on the inverse relationship between inaccurate abundances and

  15. Inferring invasive species abundance using removal data from management actions

    USGS Publications Warehouse

    Davis, Amy J.; Hooten, Mevin B.; Miller, Ryan S.; Farnsworth, Matthew L.; Lewis, Jesse S.; Moxcey, Michael; Pepin, Kim M.

    2016-01-01

    Evaluation of the progress of management programs for invasive species is crucial for demonstrating impacts to stakeholders and strategic planning of resource allocation. Estimates of abundance before and after management activities can serve as a useful metric of population management programs. However, many methods of estimating population size are too labor intensive and costly to implement, posing restrictive levels of burden on operational programs. Removal models are a reliable method for estimating abundance before and after management using data from the removal activities exclusively, thus requiring no work in addition to management. We developed a Bayesian hierarchical model to estimate abundance from removal data accounting for varying levels of effort, and used simulations to assess the conditions under which reliable population estimates are obtained. We applied this model to estimate site-specific abundance of an invasive species, feral swine (Sus scrofa), using removal data from aerial gunning in 59 site/time-frame combinations (480–19,600 acres) throughout Oklahoma and Texas, USA. Simulations showed that abundance estimates were generally accurate when effective removal rates (removal rate accounting for total effort) were above 0.40. However, when abundances were small (<50) the effective removal rate needed to accurately estimates abundances was considerably higher (0.70). Based on our post-validation method, 78% of our site/time frame estimates were accurate. To use this modeling framework it is important to have multiple removals (more than three) within a time frame during which demographic changes are minimized (i.e., a closed population; ≤3 months for feral swine). Our results show that the probability of accurately estimating abundance from this model improves with increased sampling effort (8+ flight hours across the 3-month window is best) and increased removal rate. Based on the inverse relationship between inaccurate abundances and

  16. Performance improvement through best practice team management: human factors in complex trauma.

    PubMed

    Mercer, Simon; Arul, G S; Pugh, H E J

    2014-06-01

    Human factors or non-technical skills are now commonplace in the medical literature, having taken the lead from the airline and nuclear industries and more recently Formula One motor racing. They have been suggested as playing a vital role in the success of the trauma teams in recent conflicts. This article outlines the background to human factors, referring to early papers and reports and also outlines high profile cases that highlight their importance. We then describe the importance of human factors in the deployed setting and some of the lessons that have been learnt from current conflicts.

  17. Assessing and Managing Acute Pain: A Call to Action.

    PubMed

    Jungquist, Carla R; Vallerand, April Hazard; Sicoutris, Corinna; Kwon, Kyung N; Polomano, Rosemary C

    2017-03-01

    : Acute pain, which is usually sudden in onset and time limited, serves a biological protective function, warning the body of impending danger. However, while acute pain often resolves over time with normal healing, unrelieved acute pain can disrupt activities of daily living and transition to chronic pain. This article describes the effects of unrelieved acute pain on patients and clinical outcomes. The authors call on nurses to assess and manage acute pain in accordance with evidence-based guidelines, expert consensus reports, and position statements from professional nursing organizations in order to minimize the likelihood of its becoming chronic.

  18. Management of Sport Injuries with Korean Medicine: A Survey of Korean National Volleyball Team

    PubMed Central

    Hwang, Eui-Hyoung; Kwon, Ojin

    2016-01-01

    The purpose of this study was to report the current state of Korean medicine (KM) treatment on sports injury by implementing survey with volleyball team medical doctors participating in 2013-2014 season. Six KM doctors completed a questionnaire that includes injury parameters: type, location, situation, and pain scores. We collected 166 injury cases from 94 Korean male and female national volleyball players. Knee (25.9%), low back (13.3%), elbow, and ankle (8.4%) injuries were most common. Joint (41.6%) and muscle (30.7%) were major injured tissues. KM team medical doctors utilized acupuncture (40.4%), chuna manual therapy (16.0%), physical therapy (15.2%), taping (9.0%), and cupping (7.8%) to treat volleyball injuries. Any types of medications were used infrequently. Additional physical and exercise therapy were preferred after receiving acupuncture (both 46.9%). This study presented the preliminary injury profile of Korean elite volleyball players. Injury and treatment parameters could be useful to build advanced KM model in sport medicine. PMID:27651819

  19. Forest ecosystem management: An ecological, economic, and social assessment. Report of the forest ecosystem management assessment team

    SciTech Connect

    Not Available

    1993-07-01

    The objectives based on the President's mandate and principles are to identify management alternatives that attain the greatest economic and social contribution from the forests of the region and meet the requirements of the applicable laws and regulations, including the Endangered Species Act, the National Forest Management Act, the Federal Land Policy Management Act, and the National Environmental Policy Act. The Ecosystem Management Assessment working group should explore adaptive management and silvicultural techniques and base its work on the best technical and scientific information currently available.

  20. Team Performance and Error Management in Chinese and American Simulated Flight Crews: The Role of Cultural and Individual Differences

    NASA Technical Reports Server (NTRS)

    Davis, Donald D.; Bryant, Janet L.; Tedrow, Lara; Liu, Ying; Selgrade, Katherine A.; Downey, Heather J.

    2005-01-01

    This report describes results of a study conducted for NASA-Langley Research Center. This study is part of a program of research conducted for NASA-LARC that has focused on identifying the influence of national culture on the performance of flight crews. We first reviewed the literature devoted to models of teamwork and team performance, crew resource management, error management, and cross-cultural psychology. Davis (1999) reported the results of this review and presented a model that depicted how national culture could influence teamwork and performance in flight crews. The second study in this research program examined accident investigations of foreign airlines in the United States conducted by the National Transportation Safety Board (NTSB). The ability of cross-cultural values to explain national differences in flight outcomes was examined. Cultural values were found to covary in a predicted way with national differences, but the absence of necessary data in the NTSB reports and limitations in the research method that was used prevented a clear understanding of the causal impact of cultural values. Moreover, individual differences such as personality traits were not examined in this study. Davis and Kuang (2001) report results of this second study. The research summarized in the current report extends this previous research by directly assessing cultural and individual differences among students from the United States and China who were trained to fly in a flight simulator using desktop computer workstations. The research design used in this study allowed delineation of the impact of national origin, cultural values, personality traits, cognitive style, shared mental model, and task workload on teamwork, error management and flight outcomes. We briefly review the literature that documents the importance of teamwork and error management and its impact on flight crew performance. We next examine teamwork and crew resource management training designed to improve

  1. Using Rituals to Strengthen Your Medical Practice Team.

    PubMed

    Hills, Laura

    2015-01-01

    Rituals can cement the identity of and strengthen the bonds between any people, including the members of the medical practice team. This article presents the idea that the medical practice manager is in the ideal position to create and use rituals for team building. It defines the term ritual, and explores how rituals differ from customs or traditions. As well, it describes six benefits of rituals and the hallmarks of the most effective team rituals; describes seven creative and interesting corporate rituals that medical practice managers can study for inspiration; suggests 20 excellent opportunities within the medical practice calendar year for medical practice team rituals; and identifies six kinds of rituals that are used in organizations. Finally, this article provides a four-step action plan for ritualizing your medical practice team's morning huddles.

  2. Geriatric assessment teams.

    PubMed

    Campbell, L J; Cole, K D

    1987-02-01

    In geriatric care, a form of teamwork is the recommended modality because of the complex biopsychosocial needs of the patient. The goal of geriatric assessment programs is to establish an intensive assessment of older adults which requires the competencies of several coordinated disciplines. Not only do teams have the capacity to assess patients in much greater depth but also patients share different information with different providers. The composition of the team is dictated by the needs of the patient population in accordance with resources available. Next, one must identify a method of team practice in order for interactions to take place. The method of functioning determines what kind of team it is, ranging from independent functioning with minimal formal interfacing to interdependent activity interspersed with formal and informal interactions. In initiating a geriatric assessment program, one needs to determine which tasks demand interdisciplinary collaboration, which require interdisciplinary consultation, and which can be performed using a matrix or extended team model. In this model, the core team is supplemented by other disciplines as determined by the team, predicated on patient problems. Teams can profit from training, which can help with choosing an appropriate model, establishing a manual of procedure, and managing interactive issues and problems. This can occur early in the team's formation, or when a team takes on new members. The minimal level of team development would include establishing program goals, delineating professional responsibilities and roles, and implementing a system for exchanging and documenting information about patient plans. Saving input to share only in team meeting is inefficient, so health care teams need to recognize the importance of informal interchanges. It is still a matter of conjecture about what team works best with which patients under what circumstances or conditions. Multiple randomized clinical trials with teams

  3. Construction Management and Local Contractors--A Good Team for the Owner.

    ERIC Educational Resources Information Center

    Kluenker, Charles

    1987-01-01

    Using local contractors for construction work benefits the community by keeping money in the area and reducing the cost of imported management and labor. To accomplish this, the construction management firm must have the commitment to working with the local contractors throughout the entire design, bidding, and construction period. (MLF)

  4. ES H action plan

    SciTech Connect

    Not Available

    1991-01-01

    This document contains planned actions to correct the deficiencies identified in the Pre-Tiger Team Self-Assessment (PTTSA), January 1991, of Sandia National Laboratories (SNL -- Albuquerque, New Mexico; Tonopah, Nevada; and Kauai, Hawaii). The Self-Assessment was conducted by a Self-Assessment Working Group consisting of 19 department managers, with support from Environment, Safety, and Health (ES H) professionals, from October through December 1990. Findings from other past audits, dating back to 1985, were reviewed and compared with the PTTSA findings to determine if additional findings, key findings, or root causes were warranted. The resulting ES H Action Plan and individual planned actions were prepared by the ES H Action Plan Project Group with assistance from the Program owners/authors during February and March 1991. The plan was reviewed by SNL Management in April 1991. This document serves as a planning instrument for the Laboratories to aid in the scoping and sizing of activities related to ES H compliance for the coming five years. It will be modified as required to ensure a workload/funding balance and to address the findings resulting from the Tiger Team assessment at SNL, Albuquerque. The process of producing this document has served well to prepare SNL, Albuquerque, for the coming task of producing the required post-Tiger Team action plan document. 8 tabs.

  5. An Air Force Guide to Team Building.

    DTIC Science & Technology

    1995-09-01

    mission and goals. In his book, The Team Handbook, Peter Scholtes describes the ideal team as one in which its members agree on the team’s mission and...tasks. Consequently, the ideal team has formally designated roles and responsibilities. Its members understand which roles belong to one individual...decisions affect all other subsequent team decisions and actions (1:1-2). In his book, The Team Handbook, Peter Scholtes describes the ideal team as one

  6. Wildlife management by habitat units: A preliminary plan of action

    NASA Technical Reports Server (NTRS)

    Frentress, C. D.; Frye, R. G.

    1975-01-01

    Procedures for yielding vegetation type maps were developed using LANDSAT data and a computer assisted classification analysis (LARSYS) to assist in managing populations of wildlife species by defined area units. Ground cover in Travis County, Texas was classified on two occasions using a modified version of the unsupervised approach to classification. The first classification produced a total of 17 classes. Examination revealed that further grouping was justified. A second analysis produced 10 classes which were displayed on printouts which were later color-coded. The final classification was 82 percent accurate. While the classification map appeared to satisfactorily depict the existing vegetation, two classes were determined to contain significant error. The major sources of error could have been eliminated by stratifying cluster sites more closely among previously mapped soil associations that are identified with particular plant associations and by precisely defining class nomenclature using established criteria early in the analysis.

  7. 40 CFR 267.101 - What must I do to address corrective action for solid waste management units?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... action for solid waste management units? 267.101 Section 267.101 Protection of Environment ENVIRONMENTAL... FACILITIES OPERATING UNDER A STANDARDIZED PERMIT Releases from Solid Waste Management Units § 267.101 What must I do to address corrective action for solid waste management units? (a) You must...

  8. 40 CFR 267.101 - What must I do to address corrective action for solid waste management units?

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... action for solid waste management units? 267.101 Section 267.101 Protection of Environment ENVIRONMENTAL... FACILITIES OPERATING UNDER A STANDARDIZED PERMIT Releases from Solid Waste Management Units § 267.101 What must I do to address corrective action for solid waste management units? (a) You must...

  9. 40 CFR 267.101 - What must I do to address corrective action for solid waste management units?

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... action for solid waste management units? 267.101 Section 267.101 Protection of Environment ENVIRONMENTAL... FACILITIES OPERATING UNDER A STANDARDIZED PERMIT Releases from Solid Waste Management Units § 267.101 What must I do to address corrective action for solid waste management units? (a) You must...

  10. 40 CFR 267.101 - What must I do to address corrective action for solid waste management units?

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... action for solid waste management units? 267.101 Section 267.101 Protection of Environment ENVIRONMENTAL... FACILITIES OPERATING UNDER A STANDARDIZED PERMIT Releases from Solid Waste Management Units § 267.101 What must I do to address corrective action for solid waste management units? (a) You must...

  11. EPA’s Role in Emergency Response - Special Teams

    EPA Pesticide Factsheets

    The Environmental Response Team; Radiological Response Team; Chemical, Biological, Radiological, and Nuclear Consequence Management Advisory Division; and National Criminal Enforcement Response Team provide specialized support.

  12. Uranium Mill Tailings Remedial Action Project, Surface Project Management Plan. Revision 1

    SciTech Connect

    Not Available

    1994-12-01

    Title I of the Uranium Mill Tailings Radiation Control Act (UMTRCA) authorizes the US Department of Energy (DOE) to undertake remedial action at 24 designated inactive uranium processing sites and associated vicinity properties (VP) containing uranium mill tailings and related residual radioactive materials. The purpose of the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project is to minimize or eliminate radiation health hazards to the public and the environment at the 24 sites and related VPs. This document describes the management organization, system, and methods used to manage the design, construction, and other activities required to clean up the designated sites and associated VPs, in accordance with the UMTRCA.

  13. Value-based leadership. Is your hospital management team prepared for the future?

    PubMed

    Stempniak, Marty

    2013-05-01

    This foldout section looks at the seven steps to a value-structured hospital, 10 must-do strategies for thriving in the new health care era, and what new skills management, physicians and trustees should have.

  14. Using financial metrics to prove and communicate value to management. Occupational health nurses as key players on the management team.

    PubMed

    Gregory, Jerrold W; Lukes, Eileen; Gregory, Carolyn A

    2002-09-01

    Successfully communicating value to management starts by gaining visibility and by knowing what management wants to hear. Communicating budget information, including cost savings and time value of money, is an essential skill for the occupational health nurse. The occupational health nurse must be able to speak the language of business to make a meaningful impact in the 21st century work environment.

  15. Stromboli (2002-2003) crisis management and risk mitigation actions

    NASA Astrophysics Data System (ADS)

    Bertolaso, Guido; De Bernardinis, Bernardo; Cardaci, Chiara; Scalzo, Antonella; Rosi, Mauro

    The 2002-2003 eruptive emergency of Stromboli was the most dangerous to have occurred on the island in the past three centuries. Starting from 30 December, the national Department of Civil Protection (DCP), operating under the direct authority of the prime minister, took responsibility for the emergency management. One of the most relevant achievements was the setting up, on the island, of Centro Operativo Avanzato, a permanent scientific/civil protection structure where signals of volcano monitoring are visualized in real time and eventually used by the personnel of the DCP for immediate reactions. Volcanic risk was also structurally reduced by the construction of a new pier to facilitate rapid evacuation of Ginostra village and the planning and implementation of new walking trails and shelters at the top of the mountain. The shelters, six in total, of moderate size, were designed to resist the impact of heavy materials launched by the volcano. The risk mitigation initiatives were completed with the installation of alarm sirens in the two villages, the production and distribution of leaflets, and also by the installation of signs indicating the fastest routes to reach safe waiting areas in case of tsunami. Besides the substantial improvements in the preparedness of the Civil Protection and Stromboli's community to respond effectively to possible future emergencies of the volcano, one of the most important heritages was the elaboration and testing of new protocols and procedures concerning the handling of volcanic emergencies. Although the issues raised during the crisis showed similarities with other volcanic crisis around the world, the role played by the Civil Protection with personnel specifically trained in volcanic problems showed comparatively considerable advantages.

  16. Issues management made easier

    SciTech Connect

    Brownson, L.

    1993-10-01

    Increases in ES&H compliance issues within the past few years have necessitated a formal process by which DOE facilities address these issues. In May 1991, ANL-W implemented the ANL-W Issues Management System (IMS) to facilitate the management of compliance issues and scheduling of corrective action plans with limited resources. The central focus of this process is a computer database, Integrated Resource Management System (IRMS), which allows quick retrieval of compliance information, organization of compliance issues based on a risk-based prioritization methodology, and tracking of corrective action plans. Without the IRMS, the ANL-W Issues Management System would have been difficult to administer and manage. ANL-W has used the IRMS for both audit preparation and audit response, most noticeably the preparation and subsequent response to the 1991 Tiger Team audit. The IRMS was used to track ANL-W Self-Assessment corrective action plans, provide instant information to Tiger Team members regarding Self-Assessment findings, produce prioritized lists of Tiger Team concerns for developing corrective action plans, and track Tiger Team corrective action plans. Status reports to senior, laboratory management regarding the Tiger Team corrective action plan are produced based on information provided by the IRMS. This paper discusses the criteria used for selecting the IRMS, implementation of the Issues Management System using the IRMS, lessons learned, and the future evolution of the IRMS.

  17. DOD Financial Management: Actions Are Needed on Audit Issues Related to the Marine Corps 2012 Schedule of Budgetary Activity

    DTIC Science & Technology

    2015-07-01

    DOD FINANCIAL MANAGEMENT Actions Are Needed on Audit Issues Related to the Marine Corps’ 2012 Schedule of Budgetary...DATES COVERED 00-00-2015 to 00-00-2015 4. TITLE AND SUBTITLE DOD Financial Management: Actions Are Needed on Audit Issues Related to the...2015 DOD FINANCIAL MANAGEMENT Actions Are Needed on Audit Issues Related to the Marine Corps’ 2012 Schedule of Budgetary Activity Why GAO Did

  18. 78 FR 23951 - Powder River Regional Coal Team Activities: Notice of Public Meeting in Casper, Wyoming

    Federal Register 2010, 2011, 2012, 2013, 2014

    2013-04-23

    ... management activities in the Powder River Coal Production Region. DATES: The RCT meeting will begin at 9 a.m... Bureau of Land Management Powder River Regional Coal Team Activities: Notice of Public Meeting in Casper, Wyoming AGENCY: Bureau of Land Management, Interior. ACTION: Notice of public meeting. SUMMARY: The...

  19. Managing Large Scale Project Analysis Teams through a Web Accessible Database

    NASA Technical Reports Server (NTRS)

    O'Neil, Daniel A.

    2008-01-01

    Large scale space programs analyze thousands of requirements while mitigating safety, performance, schedule, and cost risks. These efforts involve a variety of roles with interdependent use cases and goals. For example, study managers and facilitators identify ground-rules and assumptions for a collection of studies required for a program or project milestone. Task leaders derive product requirements from the ground rules and assumptions and describe activities to produce needed analytical products. Disciplined specialists produce the specified products and load results into a file management system. Organizational and project managers provide the personnel and funds to conduct the tasks. Each role has responsibilities to establish information linkages and provide status reports to management. Projects conduct design and analysis cycles to refine designs to meet the requirements and implement risk mitigation plans. At the program level, integrated design and analysis cycles studies are conducted to eliminate every 'to-be-determined' and develop plans to mitigate every risk. At the agency level, strategic studies analyze different approaches to exploration architectures and campaigns. This paper describes a web-accessible database developed by NASA to coordinate and manage tasks at three organizational levels. Other topics in this paper cover integration technologies and techniques for process modeling and enterprise architectures.

  20. Quality Dashboards: technical and architectural considerations of an actionable reporting tool for population management.

    PubMed

    Olsha-Yehiav, Maya; Einbinder, Jonathan S; Jung, Eunice; Linder, Jeffrey A; Greim, Julie; Li, Qi; Schnipper, Jeffrey L; Middleton, Blackford

    2006-01-01

    Quality Dashboards (QD) is a condition-specific, actionable web-based application for quality reporting and population management that is integrated into the Electronic Health Record (EHR). Using server-based graphic web controls in a .Net environment to construct Quality Dashboards allows customization of the reporting tool without the need to rely on commercial business intelligence tool. Quality Dashboards will improve patient care and quality outcomes as clinicians utilize the reporting tool for population management.

  1. 5As Team obesity intervention in primary care: development and evaluation of shared decision-making weight management tools.

    PubMed

    Osunlana, A M; Asselin, J; Anderson, R; Ogunleye, A A; Cave, A; Sharma, A M; Campbell-Scherer, D L

    2015-08-01

    Despite several clinical practice guidelines, there remains a considerable gap in prevention and management of obesity in primary care. To address the need for changing provider behaviour, a randomized controlled trial with convergent mixed method evaluation, the 5As Team (5AsT) study, was conducted. As part of the 5AsT intervention, the 5AsT tool kit was developed. This paper describes the development process and evaluation of these tools. Tools were co-developed by the multidisciplinary research team and the 5AsT, which included registered nurses/nurse practitioners (n = 15), mental health workers (n = 7) and registered dieticians (n = 7), who were previously randomized to the 5AsT intervention group at a primary care network in Edmonton, Alberta, Canada. The 5AsT tool development occurred through a practice/implementation-oriented, need-based, iterative process during learning collaborative sessions of the 5AsT intervention. Feedback during tool development was received through field notes and final provider evaluation was carried out through anonymous questionnaires. Twelve tools were co-developed with 5AsT. All tools were evaluated as either 'most useful' or 'moderately useful' in primary care practice by the 5AsT. Four key findings during 5AsT tool development were the need for: tools that were adaptive, tools to facilitate interdisciplinary practice, tools to help patients understand realistic expectations for weight loss and shared decision-making tools for goal setting and relapse prevention. The 5AsT tools are primary care tools which extend the utility of the 5As of obesity management framework in clinical practice.

  2. Acceptability of a team-based mobile health (mHealth) application for lifestyle self-management in individuals with chronic illnesses.

    PubMed

    Hartzler, Andrea L; Venkatakrishnan, Anusha; Mohan, Shiwali; Silva, Michael; Lozano, Paula; Ralston, James D; Ludman, Evette; Rosenberg, Dori; Newton, Katherine M; Nelson, Lester; Pirolli, Peter

    2016-08-01

    With increased incidence of chronic illnesses arising due to unhealthy lifestyle habits, it is increasingly important to leverage technology applications to promote and sustain health behavior change. We developed a smartphone-based application, NutriWalking (NW), which recommends personalized daily exercise goals and promotes healthy nutritional habits in small peer teams. Here, we demonstrate an early study of usability and acceptability of this app in patients with type 2 Diabetes Mellitus and Depression. Our goal was to evaluate the potential of NW as a self-management support tool. Findings point to design considerations for team-based self-management tools delivered via mHealth platforms.

  3. Leading Teams of Higher Education Administrators: Integrating Goal Setting, Team Role, and Team Life Cycle Theories

    ERIC Educational Resources Information Center

    Posthuma, Richard; Al-Riyami, Said

    2012-01-01

    Leaders of higher education institutions can create top management teams of academic administrators to guide and improve their organizations. This study illustrates how the leadership of top management teams can be accomplished successfully through a combination of goal setting (Doran, 1981; Locke & Latham, 1990), understanding of team roles…

  4. Exercise physiologists: essential players in interdisciplinary teams for noncommunicable chronic disease management.

    PubMed

    Soan, Esme J; Street, Steven J; Brownie, Sharon M; Hills, Andrew P

    2014-01-01

    Noncommunicable diseases (NCDs), such as obesity and type 2 diabetes mellitus, are a growing public health challenge in Australia, accounting for a significant and increasing cost to the health care system. Management of these chronic conditions is aided by interprofessional practice, but models of care require updating to incorporate the latest evidence-based practice. Increasing research evidence reports the benefits of physical activity and exercise on health status and the risk of inactivity to chronic disease development, yet physical activity advice is often the least comprehensive component of care. An essential but as yet underutilized player in NCD prevention and management is the "accredited exercise physiologist," a specialist in the delivery of clinical exercise prescriptions for the prevention or management of chronic and complex conditions. In this article, the existing role of accredited exercise physiologists in interprofessional practice is examined, and an extension of their role proposed in primary health care settings.

  5. Improving maternity care in the Dominican Republic: a pilot study of a community-based participatory research action plan by an international healthcare team.

    PubMed

    Foster, Jennifer; Gossett, Sarah; Burgos, Rosa; Cáceres, Ramona; Tejada, Carmen; Dominguez García, Luis; Ambrosio Rosario, Angel; Almonte, Asela; Perez, Lydia J

    2015-05-01

    This article is a report of the process and results of a feasibility pilot study to improve the quality of maternity care in a sample of 31 women and their newborns delivering in a public, tertiary hospital in the Dominican Republic. The pilot study was the first "action step" taken as a result of a formative, community-based participatory research (CBPR) study conducted between 2008 and 2010 by an interdisciplinary, international partnership of U.S. academic researchers, Dominican medical/nursing personnel, and Dominican community health workers. Health personnel and community health workers separately identified indicators most important to measure quality of antepartum maternity care: laboratory and diagnostic studies and respectful, interpersonal communication. At the midpoint and the completion of data collection, the CBPR team evaluated the change in quality indicators to assess improvement in care. The pilot study supports the idea that joint engagement of community health workers, health personnel, and academic researchers with data creation and patient monitoring is motivating for all to continue to improve services in the cultural context of the Dominican Republic.

  6. [Team Approaches for and Future Challenges to Promoting Perioperative Oral Management].

    PubMed

    Aimono, Yuka; Kamoshida, Toshiro; Nakashima, Takafumi; Sato, Wataru; Sakamoto, Risa; Saito, Yoshiko; Kikuchi, Sakiko; Ishii, Hideyuki; Maruyama, Tsunehiko; Aoyama, Yoshifumi

    2016-02-01

    When the medical fee system was revised in 2012, the category of perioperative oral management was newly organized. However, the calculation of additional fees for such management required referral from medical to dental departments. In addition, requests for such management were limited, possibly owing to an increased burden on doctors engaged in outpatient services. This study examined the usefulness of an approach to promote patients' use of dental services by increasing their awareness of the importance of oral management. In this approach, pharmacists explained doctors' instructions to patients at a chemotherapy center within the study facility. Explanations were provided to 114 patients, 75 (65.8%) of whom subsequently used dental services in the facility. For patients using dental services, oral care was performed most frequently (40; 53.3%), followed by invasive procedures (23; 30.7%). Furthermore, the facility's ethics committee approved a survey to measure the satisfaction of patients undergoing chemotherapy at the center. Of the 110 patients invited to participate in the survey, 77(70.0%) did not respond. Researchers concluded the low response rate was associated with patients' belief that dental services were intended primarily for treating oral cavities and their lack of awareness of the importance of preventive dental care. However, in 2014, the number of calculations of additional fees for perioperative oral management markedly increased each month after the above-mentioned approach, from 62 (January) to 162 (December). Both the hospital-to family and family-to-hospital dentist referral rates significantly increased, from 11.2% and 10.7%, respectively (June 2013), to 21.0% and 41.9%, respectively(June 2014). Future evaluations of the outcomes of perioperative oral management and promoting cooperation between medical and dental communities may be necessary.

  7. On Management Matters: Why We Must Improve Public Health Management Through Action: Comment on "Management Matters: A Leverage Point for Health Systems Strengthening in Global Health".

    PubMed

    Willacy, Erika; Bratton, Shelly

    2015-09-30

    Public health management is a pillar of public health practice. Only through effective management can research, theory, and scientific innovation be translated into successful public health action. With this in mind, the U.S. Centers for Disease Control and Prevention (CDC) has developed an innovative program called Improving Public Health Management for Action (IMPACT) which aims to address this critical need by building an effective cadre of public health managers to work alongside scientists to prepare for and respond to disease threats and to effectively implement public health programs. IMPACT is a 2-year, experiential learning program that provides fellows with the management tools and opportunities to apply their new knowledge in the field, all while continuing to serve the Ministry of Health (MoH). IMPACT will launch in 2016 in 2 countries with the intent of expanding to additional countries in future years resulting in a well-trained cadre of public health managers around the world.

  8. Managed Group Formation: An Approach to Team Formation in Policy Courses.

    ERIC Educational Resources Information Center

    Nelson, Reed E.; And Others

    1994-01-01

    Managed group formation uses student personal value data and sociometric nomination to optimize the influence of work group formation on student learning. Resulting work group formations are used to enhance the effectiveness of traditional course content and to increase students' sensitization to important group process issues in business policy.…

  9. A Phenomenological Study: Understanding the Management of Social Categorization Diversity Issues Associated with College Athletic Teams

    ERIC Educational Resources Information Center

    Dickelman, Eric

    2009-01-01

    This qualitative phenomenological research study explored the social categorization diversity management experiences of NCAA Division I, II and III athletic coaches. The research study used a combination of questionnaire, observation and coaching interviews to obtain an understanding of the skills, tools and techniques that these coaches used to…

  10. A Guide to Care and Management of Very Low Birth Weight Infants. A Team Approach.

    ERIC Educational Resources Information Center

    Semmler, Caryl J., Ed.

    The 14 articles, which make up the bulk of this book provide an interdisciplinary guide to the management of very low birth weight infants. Following an introduction, the first section, titled "Family Considerations," presents three papers discussing, respectively, parent-infant interaction, cultural variables in pediatric care, and parents'…

  11. Supporting Substance-Abusing Families: A Technical Assistance Manual for the Head Start Management Team.

    ERIC Educational Resources Information Center

    Kropenske, Vickie, Ed.

    This manual provides assistance for Head Start managers and caregivers in providing support for substance-abusing families. The manual builds on the Head Start Substance Abuse Circle of Capacities continuum, which addresses areas of: (1) staff preparation and support; (2) prevention and family wellness; (3) early intervention, referral, and…

  12. Can smallpox response teams use the experience of disease management programs?

    PubMed

    Kozma, Chris M

    2003-02-01

    Any attempt to widely disperse smallpox vaccinations will necessitate educating people about the risks and benefits of vaccination. Most disease management programs have extensive experience in distributing educational materials and programs to health care workers and patients as well as in tracking response to interventions. Can this experience lend a hand in the event of widespread vaccination?

  13. Multidisciplinary Teaming To Promote Effective Management of Type 1 Diabetes for Adolescents.

    ERIC Educational Resources Information Center

    Strawhacker, MaryAnn Tapper

    2001-01-01

    By facilitating active participation in treatment, coordinating services, and maximizing community resources, schools can help adolescents build a strong foundation for lifelong diabetes management. This paper presents an overview of intensive diabetes therapy, psychosocial implications of chronic illness in adolescence, the effects of chronic…

  14. A Team Approach to Managing Technology: Despite Our Differences--We Had To Make IT Work!

    ERIC Educational Resources Information Center

    Giuliani, Peter R.

    Franklin University, a private urban university with 4500 students located in Columbus, Ohio, completed the initial phase of a long-range, campus-wide technology plan. The plan creates a well supported and managed computing and communications infrastructure focusing on: user support systems; classrooms and laboratories; offices; outside access;…

  15. A Co-Equals Team Approach to Planning, Managing, and Reporting an Evaluation.

    ERIC Educational Resources Information Center

    Stevens, Floraline I.

    An innovative approach to planning, managing, and reporting evaluations was created by a need for conducting an effective evaluation in a bureaucratic setting where credibility was important. A more comprehensive and all-inclusive evaluation results when one person's evaluation perspective is expanded to include other approaches and viewpoints. An…

  16. Study of a Self-Managed Action Learning Set: What Makes It Last 14 Years?

    ERIC Educational Resources Information Center

    Yates, Christopher

    2012-01-01

    What contributes to longevity in an action learning (AL) set? What holds it together over a long period? The article relates the chronology and reasons why a self-managed set has flourished when so many sets of voluntary membership peter out. Major attributes of successful longevity are the adherence to strong ground rules and disciplined…

  17. "Scaffolding" of Action Learning within a Part-Time Management Development Module

    ERIC Educational Resources Information Center

    Joesbury, Mark

    2015-01-01

    This Account of Practice describes the introduction and development of action learning within a level 5 module of "Communications at Work" delivered as part of a Business & Technology Education Council (BTEC) Professional Certificate in Management (CMS) between 2005/2006 and 2009/2010. This will commence with a personal narrative and…

  18. Implementing Experiential Action Learning in International Management Education: The Global Business Strategic (GLOBUSTRAT) Consulting Program

    ERIC Educational Resources Information Center

    Kamath, Shyam; Agrawal, Jagdish; Krickx, Guido

    2008-01-01

    This paper discusses the theoretical foundations and implementation challenges and outcomes of a unique "hands-on" global consulting program that is integrated into an international EMBA program for mid-career and senior American and European managers. It details the challenges for the integration of experiential action learning, double-loop…

  19. Business Simulation Exercises in Small Business Management Education: Using Principles and Ideas from Action Learning

    ERIC Educational Resources Information Center

    Gabrielsson, Jonas; Tell, Joakim; Politis, Diamanto

    2010-01-01

    Recent calls to close the rigour-relevance gap in business school education have suggested incorporating principles and ideas from action learning in small business management education. In this paper we discuss how business simulation exercises can be used as a platform to trigger students' learning by providing them with a platform where they…

  20. The School Nurse Role in Asthma Management: Can the Action Plan Help?

    ERIC Educational Resources Information Center

    Borgmeyer, Anne; Jamerson, Patricia; Gyr, Patricia; Westhus, Nina; Glynn, Emily

    2005-01-01

    Asthma is the most common chronic disorder in American schoolchildren, and school nurses play a valuable role in its management. A study was conducted in which school nurses were asked to describe their role in caring for students with asthma and their use of Asthma Action Plans (AAPs). The nurses indicated that they frequently provided direct…

  1. Implementing Blended Self-Managed Action Learning for Digital Entrepreneurs in Higher Education

    ERIC Educational Resources Information Center

    Shurville, Simon; Rospigliosi, Asher

    2009-01-01

    We report upon implementing blended self-managed action learning (SMAL) within graduate and postgraduate courses in digital entrepreneurship. In four out of five cases, we found that SMAL was highly motivating to our learners and integrated well with a blended and flexible approach to learning. We report a case where a SMAL set broke down due to…

  2. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 10 Energy 3 2011-01-01 2011-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  3. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 3 2014-01-01 2014-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  4. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 3 2013-01-01 2013-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  5. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 10 Energy 3 2010-01-01 2010-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  6. 10 CFR 473.24 - Final action and certification by manager.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 10 Energy 3 2012-01-01 2012-01-01 false Final action and certification by manager. 473.24 Section 473.24 Energy DEPARTMENT OF ENERGY ENERGY CONSERVATION AUTOMOTIVE PROPULSION RESEARCH AND DEVELOPMENT Review and Certification of Grants, Cooperative Agreements, Contracts, and Projects § 473.24 Final...

  7. Evolution of Sports-medical Team Management in the Program of Posture Correction in Children

    PubMed Central

    Torlakovic, Aldvin; Muftic, Mirsad; Radjo, Izet; Talovic, Munir; Mahmutovic, Ifet

    2014-01-01

    Goals: The goal of this study was to determine the effectiveness of the organization and coordination of multidisciplinary team consisted of health and kinesiology professionals at the correction of posture among girls in the period of the second phase of intense growth and development. Material and methods: Testing was conducted on a sample of 70 girls, aged 11.9±2.3 years, in which by the expert evaluation is recorded weakness of individual muscle groups, but also of the whole musculature. For the assessment of posture we applied the method of Napoleon Wolanski. Used are 9 variables that included the observed region of the body and an overall assessment of posture. The subjects were included in the program of kinesiology treatment with duration of 28 weeks. For all the parameters have been applied statistical procedures at univariate and multivariate level. Results: Data on subjects were obtained by measuring the same variables at two time points, i.e. before and after the application of kinesiology treatments. Analyses of differences arithmetic mean and mean values were done with the t-test for paired samples. In order to determine global quantitative differences of tested variables tested discriminant analysis was applied. The results showed that the models which complement the experience and practical application of expert health professionals and kinesiology knowledge is a very effective tool for improving posture of girls in the second phase of intensive growth and development. In this way can be prevented health problems that might arise later in life. PMID:24944533

  8. School Empowerment through Self-Managing Teams: Leader Behavior in Developing Self-Managing Work Groups in Schools.

    ERIC Educational Resources Information Center

    Short, Paula M.

    In searching for avenues to create a collaborative school environment in which autonomous teachers impact the outcomes of schooling and students become independent learners, there is increasing interest in "self-managing work groups." This paper presents findings of a study that examined the role of the principal in the development of…

  9. The Perceptions and Experiences of School Management Teams and Teachers of the Management of Physical Resources in Public Schools

    ERIC Educational Resources Information Center

    Mestry, Raj; Bodalina, Kishan

    2015-01-01

    The effective management of physical resources significantly impacts on the quality of teaching and learning in schools. The procurement, utilization and maintenance of physical resources through organized structures, well-designed policies and rigid processes are critical for quality education. According to the South African Schools Act 1996, a…

  10. Jet lag and travel fatigue: a comprehensive management plan for sport medicine physicians and high-performance support teams.

    PubMed

    Samuels, Charles H

    2012-05-01

    The impact of transcontinental travel and high-volume travel on athletes can result in physiologic disturbances and a complicated set of physical symptoms. Jet lag and travel fatigue have been identified by athletes, athletic trainers, coaches, and physicians as important but challenging problems that could benefit from practical solutions. Currently, there is a culture of disregard and lack of knowledge regarding the negative effects of jet lag and travel fatigue on the athlete's well-being and performance. In addition, the key physiologic metric (determination of the human circadian phase) that guides jet lag treatment interventions is elusive and thus limits evidence-based therapeutic advice. A better understanding of preflight, in-flight, and postflight management options, such as use of melatonin or the judicious application of sedatives, is important for the sports clinician to help athletes limit fatigue symptoms and maintain optimal performance. The purpose of this article was to provide a practical applied method of implementing a travel management program for athletic teams.

  11. Asteroid team

    NASA Technical Reports Server (NTRS)

    Matson, D. L.

    1988-01-01

    The purpose of this task is to support asteroid research and the operation of an Asteroid Team within the Earth and Space Sciences Division at the Jet Propulsion Laboratory (JPL). The Asteroid Team carries out original research on asteroids in order to discover, better characterize and define asteroid properties. This information is needed for the planning and design of NASA asteroid flyby and rendezvous missions. The asteroid Team also provides scientific and technical advice to NASA and JPL on asteroid related programs. Work on asteroid classification continued and the discovery of two Earth-approaching M asteroids was published. In the asteroid photometry program researchers obtained N or Q photometry for more than 50 asteroids, including the two M-earth-crossers. Compositional analysis of infrared spectra (0.8 to 2.6 micrometer) of asteroids is continuing. Over the next year the work on asteroid classification and composition will continue with the analysis of the 60 reduced infrared spectra which we now have at hand. The radiometry program will continue with the reduction of the N and Q bandpass data for the 57 asteroids in order to obtain albedos and diameters. This year the emphasis will shift to IRAS follow-up observations; which includes objects not observed by IRAS and objects with poor or peculiar IRAS data. As in previous year, we plan to give top priority to any opportunities for observing near-Earth asteroids and the support (through radiometric lightcurve observations from the IRTF) of any stellar occultations by asteroids for which occultation observation expeditions are fielded. Support of preparing of IRAS data for publication and of D. Matson for his participation in the NASA Planetary Astronomy Management and Operations Working Group will continue.

  12. Site Team Review: Petition for Degree-Granting Authority by National Defense University, School for Information Resources Management (iCollege)

    ERIC Educational Resources Information Center

    US Department of Education, 2010

    2010-01-01

    On November 3, 2010, a site team from the National Advisory Committee on Institutional Quality and Integrity (NACIQI) and the U.S. Department of Education conducted a visit to National Defense University's (University) School for Information Resources Management (IRMC or iCollege) at Ft. McNair in Washington, DC. The purpose of the visit was to…

  13. Social Intelligence and Top Management Team: An Exploratory Study of External Knowledge Acquisition for Strategic Change in Global IT Service Providers in India

    ERIC Educational Resources Information Center

    Kong, Eric; Chadee, Doren; Raman, Revti

    2012-01-01

    This paper focuses on the processes by which firms, particularly knowledge intensive firms, can augment their overall knowledge stock by tapping into external sources of knowledge. It is argued that Top Management Teams' (TMTs') social intelligence is a critical learning capability in acquiring external knowledge that leads to strategic change.…

  14. A Comparative Analysis of SMTs (School Management Teams) and Teachers Perceived Preferred Leadership Style: A Case of Selected Primary Schools in Botswana

    ERIC Educational Resources Information Center

    Tsayang, Gabatshwane

    2011-01-01

    The study compared the SMTs (School Management Teams) and teachers' perceptions of preferred leadership styles in some selected schools in Botswana. SMTs and teachers completed a questionnaire adopted from the leadership styles questionnaires. The findings of the study pointed to an overwhelming view that the preferred style of leadership is the…

  15. Leading a Successful International Sports Tour. Handbook for Leaders, Coaches and Managers of American Sports Groups and Teams Participating in International Athletic Exchanges.

    ERIC Educational Resources Information Center

    Department of State, Washington, DC.

    This is a handbook for leaders, coaches, and managers of American sports groups and teams participating in international athletic exchanges. Chapter one presents information on financing international sports tours. Chapter two covers the basic preparations necessary prior to going abroad. It includes information on tickets, passports, visas,…

  16. The multidisciplinary health care team in the management of stenosis in Crohn’s disease

    PubMed Central

    Gasparetto, Marco; Angriman, Imerio; Guariso, Graziella

    2015-01-01

    Background Stricture formation is a common complication of Crohn’s disease (CD), occurring in approximately one-third of all patients with this condition. Our aim was to summarize the available epidemiology data on strictures in patients with CD, to outline the principal evidence on diagnostic imaging, and to provide an overview of the current knowledge on treatment strategies, including surgical and endoscopic options. Overall, the unifying theme of this narrative review is the multidisciplinary approach in the clinical management of patients with stricturing CD. Methods A Medline search was performed, using “Inflammatory Bowel Disease”, “stricture”, “Crohn’s Disease”, “Ulcerative Colitis”, “endoscopic balloon dilatation” and “strictureplasty” as keywords. A selection of clinical cohort studies and systematic reviews were reviewed. Results Strictures in CD are described as either inflammatory or fibrotic. They can occur de novo, at sites of bowel anastomosis or in the ileal pouch. CD-related strictures generally show a poor response to medical therapies, and surgical bowel resection or surgical strictureplasty are often required. Over the last three decades, the potential role of endoscopic balloon dilatation has grown in importance, and nowadays this technique is a valid option, complementary to surgery. Conclusion Patients with stricturing CD require complex clinical management, which benefits from a multidisciplinary approach: gastroenterologists, pediatricians, radiologists, surgeons, specialist nurses, and dieticians are among the health care providers involved in supporting these patients throughout diagnosis, prevention of complications, and treatment. PMID:25878504

  17. Impact of Cooperative-Team Learning on Performance and Retention

    DTIC Science & Technology

    1989-09-20

    doing so. Collaborative skills include leadership, decision - making , trust-building, com- munication, and conflict-management skills. 5. Groups need...member actions are helpful and unhelpful and make decisions about what actions to continue or change. Such group processing enables learn- ing groups...experience of working together as part of a team makes the training program more realistic. If and when trainees become air traffic controllers, they will be

  18. [Team work in a family health care program: the team process concept and operational teams].

    PubMed

    Fortuna, Cinira Magali; Mishima, Silvana Martins; Matumoto, Silvia; Pereira, Maria José Bistafa

    2005-01-01

    This work is a theoretical revision of team work in a family Health Care Program. We define team work in the health care field as a relationship network among people, power, knowledge, affection, and wishes, when there is a possibility of identifying group processes. We deal with concepts of Operational Group from the Argentinean School, which might help health professionals to get training in team work. We have visible (spoken) and invisible (unspoken) tasks within teams, which are modified and need to be combined and known. Communication, learning, the feeling of belonging, the atmosphere, the actions' pertinence for the team's purpose and power relations may help the team to get to know and analyze each other and to build a team. External supervision may help the team to turn itself into an operational team, working towards a life care project.

  19. Management Education for Practicing Managers: Combining Academic Rigor with Personal Change and Organizational Action

    ERIC Educational Resources Information Center

    Berggren, Christian; Soderlund, Jonas

    2011-01-01

    For several decades, management educators have discussed the difficulty of accommodating the competing values of academic rigor and organizational relevance. Only a few articles, however, consider approaches for integrating theory and practice in educational programs for working managers. Building on 15 years of experience in executive education,…

  20. Exploring the importance of team psychological safety in the development of two interprofessional teams.

    PubMed

    O'Leary, Denise Fiona

    2016-01-01

    It has been previously demonstrated that interactions within interprofessional teams are characterised by effective communication, shared decision-making, and knowledge sharing. This article outlines aspects of an action research study examining the emergence of these characteristics within change management teams made up of nurses, general practitioners, physiotherapists, care assistants, a health and safety officer, and a client at two residential care facilities for older people in Ireland. The theoretical concept of team psychological safety (TPS) is utilised in presenting these characteristics. TPS has been defined as an atmosphere within a team where individuals feel comfortable engaging in discussion and reflection without fear of censure. Study results suggest that TPS was an important catalyst in enhancing understanding and power sharing across professional boundaries and thus in the development of interprofessional teamwork. There were differences between the teams. In one facility, the team developed many characteristics of interprofessional teamwork while at the other there was only a limited shift. Stability in team membership and organisational norms relating to shared decision-making emerged as particularly important in accounting for differences in the development of TPS and interprofessional teamwork.

  1. Patients with chronic obstructive pulmonary disease: management considerations for the dental team.

    PubMed

    Devlin, J

    2014-09-01

    Chronic obstructive pulmonary disease (COPD) affects an estimated 3 million people in the United Kingdom, and is most common among elderly smokers. Patients may present with recurrent coughing of mucoid secretions (chronic bronchitis) or breathlessness caused by destruction of the airways (emphysema). If possible, it is advisable to treat the severely affected patients with them sitting upright in the dental chair as they may find it difficult to breathe when lying in the horizontal position. Periodontal bacteria can be carried into the lung where they can cause respiratory infection; therefore oral hygiene instruction should be emphasised in these patients. The objective of this article is to describe the oral and dental implications of chronic obstructive pulmonary disease. In particular, there have been a number of recent developments in the management of patients with COPD that have direct relevance to the dentist. The drug regime used in the treatment of patients with COPD can have profound implications for clinical dental practice, manifested as dry mouth or oral candidiasis. There is also increasing evidence of a link between COPD and both gastro-oesophageal reflux disease and periodontal disease.

  2. Potential of an outranking multi-criteria approach to support the participatory assessment of land management actions.

    PubMed

    Ocampo-Melgar, Anahí; Bautista, Susana; Edward deSteiguer, J; Orr, Barron J

    2016-12-07

    We evaluated the potential of an outranking Multi-Criteria Decision Analysis approach for assisting in the participatory assessment of dryland management actions implemented in the San Simon watershed, in southeastern Arizona, USA. We compared an outranking-facilitated assessment of actions with a simple and direct (baseline) ranking of the same actions by the participating stakeholders in terms of: 1) internal homogeneity of each assessment approach, (2) similarity of individual assessments between methods, and (3) effects of the use of implicit/explicit assessment criteria. The actions assessed combined various management approaches, including livestock management (rotation, resting), vegetation management (grass seeding, brush control), and hydraulic structures (dams, dykes). The outranking-facilitated assessment discriminated better between actions and reduced the variability of results between individual stakeholders as compared with the direct ranking of actions. In general, the two assessments significantly differed in the relative preference of the five management actions assessed, yet both assessments identified rotational grazing combined with vegetation management (grass seeding and brush control) as the most preferred management action in the study area. The comparative analysis revealed inconsistencies between the use of implicit and explicit assessment criteria. Our findings highlight the opportunities offered by outranking approaches to help capture, structure, and make explicit stakeholder perspectives in the framework of a participatory environmental assessment process, which may facilitate the understanding of the multiple preferences involved. The outranking integration process, which resembles a voting procedure, proved simple and transparent, with potential for contributing to stakeholder engagement and trust in participatory assessment.

  3. Reflexivity in Teams: A Review and New Perspectives.

    PubMed

    Konradt, Udo; Otte, Kai-Philip; Schippers, Michaéla C; Steenfatt, Corinna

    2016-01-01

    Team reflexivity posits that the extent to which teams reflect upon and adapt their functioning is positively related to team performance. While remarkable progress has been made to provide evidence of this relationship, the underlying framework is missing elements of current theoretical streams for analyzing and describing teamwork, leaving the diversity of effects of team reflexivity often untouched. In this article, we present an update for this framework, by reviewing previous research on reflexivity, addressing gaps in the literature, and revising the original model by integrating feedback and dynamic team effectiveness frameworks for describing temporal developments of reflexivity. We furthermore propose a new dimensional structure for reflexivity, relying on prior work conceptualizing teams as information-processing systems that learn and advance through social-cognitive elements. Our model is therefore not only suitable for explaining the diverse set of relationships between team reflexivity on outcomes, but also provides valuable directions for viewing reflexivity as process that takes place during both transition and action phases of teamwork. We conclude with implications for managers, identify limitations, and propose an agenda for further research into this area. This article contributes an extended perspective relevant for further theory development and for effectively managing reflexivity in teams.

  4. Unintended consequences of management actions in salt pond restoration: cascading effects in trophic interactions

    USGS Publications Warehouse

    Takekawa, John Y.; Ackerman, Joshua T.; Brand, Arriana; Graham, Tanya R.; Eagles-Smith, Collin A.; Herzog, Mark; Topping, Brent R.; Shellenbarger, Gregory; Kuwabara, James S.; Mruz, Eric; Piotter, Sara L.; Athearn, Nicole D.

    2015-01-01

    Salt evaporation ponds have played an important role as habitat for migratory waterbirds across the world, however, efforts to restore and manage these habitats to maximize their conservation value has proven to be challenging. For example, salinity reduction has been a goal for restoring and managing former salt evaporation ponds to support waterbirds in the South Bay Salt Pond Restoration Project in San Francisco Bay, California, USA. Here, we describe a case study of unexpected consequences of a low-dissolved oxygen (DO) event on trophic interactions in a salt pond system following management actions to reduce salinity concentrations. We document the ramifications of an anoxic event in water quality including salinity, DO, and temperature, and in the response of the biota including prey fish biomass, numerical response by California Gulls (Larus californicus), and chick survival of Forster's Tern (Sterna forsteri). Management actions intended to protect receiving waters resulted in decreased DO concentrations that collapsed to zero for ≥ 4 consecutive days, resulting in an extensive fish kill. DO depletion likely resulted from an algal bloom that arose following transition of the pond system from high to low salinity as respiration and decomposition outpaced photosynthetic production. We measured a ≥ 6-fold increase in biomass of fish dropped on the levee by foraging avian predators compared with weeks prior to and following the low-DO event. California Gulls rapidly responded to the availability of aerobically-stressed and vulnerable fish and increased in abundance by two orders of magnitude. Mark-recapture analysis of 254 Forster's Tern chicks indicated that their survival declined substantially following the increase in gull abundance. Thus, management actions to reduce salinity concentrations resulted in cascading effects in trophic interactions that serves as a cautionary tale illustrating the importance of understanding the interaction of water quality

  5. Unintended Consequences of Management Actions in Salt Pond Restoration: Cascading Effects in Trophic Interactions

    PubMed Central

    Takekawa, John Y.; Ackerman, Joshua T.; Brand, L. Arriana; Graham, Tanya R.; Eagles-Smith, Collin A.; Herzog, Mark P.; Topping, Brent R.; Shellenbarger, Gregory G.; Kuwabara, James S.; Mruz, Eric; Piotter, Sara L.; Athearn, Nicole D.

    2015-01-01

    Salt evaporation ponds have played an important role as habitat for migratory waterbirds across the world, however, efforts to restore and manage these habitats to maximize their conservation value has proven to be challenging. For example, salinity reduction has been a goal for restoring and managing former salt evaporation ponds to support waterbirds in the South Bay Salt Pond Restoration Project in San Francisco Bay, California, USA. Here, we describe a case study of unexpected consequences of a low-dissolved oxygen (DO) event on trophic interactions in a salt pond system following management actions to reduce salinity concentrations. We document the ramifications of an anoxic event in water quality including salinity, DO, and temperature, and in the response of the biota including prey fish biomass, numerical response by California Gulls (Larus californicus), and chick survival of Forster's Tern (Sterna forsteri). Management actions intended to protect receiving waters resulted in decreased DO concentrations that collapsed to zero for ≥ 4 consecutive days, resulting in an extensive fish kill. DO depletion likely resulted from an algal bloom that arose following transition of the pond system from high to low salinity as respiration and decomposition outpaced photosynthetic production. We measured a ≥ 6-fold increase in biomass of fish dropped on the levee by foraging avian predators compared with weeks prior to and following the low-DO event. California Gulls rapidly responded to the availability of aerobically-stressed and vulnerable fish and increased in abundance by two orders of magnitude. Mark-recapture analysis of 254 Forster's Tern chicks indicated that their survival declined substantially following the increase in gull abundance. Thus, management actions to reduce salinity concentrations resulted in cascading effects in trophic interactions that serves as a cautionary tale illustrating the importance of understanding the interaction of water quality

  6. Factors Affecting Collective Action for Forest Fire Management: A Comparative Study of Community Forest User Groups in Central Siwalik, Nepal

    NASA Astrophysics Data System (ADS)

    Sapkota, Lok Mani; Shrestha, Rajendra Prasad; Jourdain, Damien; Shivakoti, Ganesh P.

    2015-01-01

    The attributes of social ecological systems affect the management of commons. Strengthening and enhancing social capital and the enforcement of rules and sanctions aid in the collective action of communities in forest fire management. Using a set of variables drawn from previous studies on the management of commons, we conducted a study across 20 community forest user groups in Central Siwalik, Nepal, by dividing the groups into two categories based on the type and level of their forest fire management response. Our study shows that the collective action in forest fire management is consistent with the collective actions in other community development activities. However, the effectiveness of collective action is primarily dependent on the complex interaction of various variables. We found that strong social capital, strong enforcement of rules and sanctions, and users' participation in crafting the rules were the major variables that strengthen collective action in forest fire management. Conversely, users' dependency on a daily wage and a lack of transparency were the variables that weaken collective action. In fire-prone forests such as the Siwalik, our results indicate that strengthening social capital and forming and enforcing forest fire management rules are important variables that encourage people to engage in collective action in fire management.

  7. Factors affecting collective action for forest fire management: a comparative study of community forest user groups in central Siwalik, Nepal.

    PubMed

    Sapkota, Lok Mani; Shrestha, Rajendra Prasad; Jourdain, Damien; Shivakoti, Ganesh P

    2015-01-01

    The attributes of social ecological systems affect the management of commons. Strengthening and enhancing social capital and the enforcement of rules and sanctions aid in the collective action of communities in forest fire management. Using a set of variables drawn from previous studies on the management of commons, we conducted a study across 20 community forest user groups in Central Siwalik, Nepal, by dividing the groups into two categories based on the type and level of their forest fire management response. Our study shows that the collective action in forest fire management is consistent with the collective actions in other community development activities. However, the effectiveness of collective action is primarily dependent on the complex interaction of various variables. We found that strong social capital, strong enforcement of rules and sanctions, and users' participation in crafting the rules were the major variables that strengthen collective action in forest fire management. Conversely, users' dependency on a daily wage and a lack of transparency were the variables that weaken collective action. In fire-prone forests such as the Siwalik, our results indicate that strengthening social capital and forming and enforcing forest fire management rules are important variables that encourage people to engage in collective action in fire management.

  8. [Policy, management and participation in health: a reflection based on Habermas' theory of communicative action].

    PubMed

    Müller Neto, Júlio Strubing; Artmann, Elizabeth

    2012-12-01

    The article discusses the appropriation of the theory developed by Habermas to analyze health policies and management. The fundamental concepts of the discursive theory of democracy as a deliberative policy, procedural democracy, the public sphere and civil society are analyzed. An attempt is made to demonstrate that the concepts of deliberative policies are grounded on basic theoretical categories of Habermas's conception of language, namely the theory of communicative action (TCA): lifeworld and system; communicative action and discourse; the ideal speech situation. The possibility of translating the categories presented in analytical categories, such as the experiences of social participation in deliberative forums and the results for the formulation and implementation of policies and health management is discussed. The conclusion drawn is that the theoretical categories reveal great explanatory potential and analytical categories are important provided that they are mediated and contextualized.

  9. Understanding medical practice team roles.

    PubMed

    Hills, Laura

    2015-01-01

    Do you believe that the roles your employees play on your medical practice team are identical to their job titles or job descriptions? Do you believe that team roles are determined by personality type? This article suggests that a more effective way to build and manage your medical practice team is to define team roles through employee behaviors. It provides 10 rules of behavioral team roles that can help practice managers to select and build high-performing teams, build more productive team relationships, improve the employee recruitment process, build greater team trust and understanding; and increase their own effectiveness. This article describes in detail Belbin's highly regarded and widely used team role theory and summarizes four additional behavioral team role theories and systems. It offers lessons learned when applying team role theory to practice. Finally, this article offers an easy-to-implement method for assessing current team roles. It provides a simple four-question checklist that will help practice managers balance an imbalanced medical practice team.

  10. Team Work.

    ERIC Educational Resources Information Center

    Frank, David

    1999-01-01

    Explains how a team cleaning approach can be cost-effective and efficient means of school maintenance. Assigning staffing responsibilities and work schedules are addressed and the advantages of using a team system are explained. (GR)

  11. A model to inform management actions as a response to chytridiomycosis-associated decline

    USGS Publications Warehouse

    Converse, Sarah; Bailey, Larissa L.; Mosher, Brittany A.; Funk, W. Chris; Gerber, Brian D.; Muths, Erin L.

    2017-01-01

    Decision-analytic models provide forecasts of how systems of interest will respond to management. These models can be parameterized using empirical data, but sometimes require information elicited from experts. When evaluating the effects of disease in species translocation programs, expert judgment is likely to play a role because complete empirical information will rarely be available. We illustrate development of a decision-analytic model built to inform decision-making regarding translocations and other management actions for the boreal toad (Anaxyrus boreas boreas), a species with declines linked to chytridiomycosis caused by Batrachochytrium dendrobatidis (Bd). Using the model, we explored the management implications of major uncertainties in this system, including whether there is a genetic basis for resistance to pathogenic infection by Bd, how translocation can best be implemented, and the effectiveness of efforts to reduce the spread of Bd. Our modeling exercise suggested that while selection for resistance to pathogenic infectionDecision-analytic models provide forecasts of how systems of interest will respond to management. These models can be parameterized using empirical data, but sometimes require information elicited from experts. When evaluating the effects of disease in species translocation programs, expert judgment is likely to play a role because complete empirical information will rarely be available. We illustrate development of a decision-analytic model built to inform decision-making regarding translocations and other management actions for the boreal toad (Anaxyrus boreas boreas), a species with declines linked to chytridiomycosis caused by Batrachochytrium dendrobatidis (Bd). Using the model, we explored the management implications of major uncertainties in this system, including whether there is a genetic basis for resistance to pathogenic infection by Bd, how translocation can best be implemented, and the effectiveness of efforts to

  12. Implementing Role-Changing Versus Time-Changing Innovations in Health Care: Differences in Helpfulness of Staff Improvement Teams, Management, and Network for Learning.

    PubMed

    Nembhard, Ingrid M; Morrow, Christopher T; Bradley, Elizabeth H

    2015-12-01

    Health care organizations often fail in their effort to implement care-improving innovations. This article differentiates role-changing innovations, altering what workers do, from time-changing innovations, altering when tasks are performed or for how long. We examine our hypothesis that the degree to which access to groups that can alter organizational learning--staff, management, and external network--facilitates implementation depends on innovation type. Our longitudinal study using ordinal logistic regression and survey data on 517 hospitals' implementation of evidence-based practices for treating heart attack confirmed our thesis for factors granting access to each group: improvement team's representativeness (of affected staff), senior management engagement, and network membership. Although team representativeness and network membership were positively associated with implementing role-changing practices, senior management engagement was not. In contrast, senior management engagement was positively associated with implementing time-changing practices, whereas team representativeness was not, and network membership was not unless there was limited management engagement. These findings advance implementation science by explaining mixed results across past studies: Nature of change for workers alters potential facilitators' effects on implementation.

  13. Team Projects and Peer Evaluations

    ERIC Educational Resources Information Center

    Doyle, John Kevin; Meeker, Ralph D.

    2008-01-01

    The authors assign semester- or quarter-long team-based projects in several Computer Science and Finance courses. This paper reports on our experience in designing, managing, and evaluating such projects. In particular, we discuss the effects of team size and of various peer evaluation schemes on team performance and student learning. We report…

  14. Army Corps of Engineers: Actions Needed to Further Improve Management of Hopper Dredging

    DTIC Science & Technology

    2014-04-01

    Representatives April 2014 ARMY CORPS OF ENGINEERS Actions Needed to Further Improve Management of Hopper Dredging Why GAO Did This Study The Corps...solicitations and develop a written plan for a study to obtain and periodically update certain hopper dredging cost data for its cost estimates. The...official stated that a study could be conducted to update the data, but the Corps has no plans to conduct such a study . Having a plan for obtaining

  15. Follow up on the Actions to Improve the Defense Contract Management Agencys Cost Analysis Function

    DTIC Science & Technology

    2015-10-29

    in response to our previous Report No. DODIG-2013-015, “Actions to Align Defense Contract Management Agency and Defense Contract Audit Agency...our prior recommendations. DPAP and DP did not monitor the progress DCMA has made in performing the cost analysis function after the audit ... Audit Agency had achieved. Recommendations We recommend that the Directors of DPAP and DP monitor the impact of the audit thresholds change

  16. [A regional alliance in nutritional management-ten years of collaboration with an nutrition support team network].

    PubMed

    Ibata, Takeshi; Hidaka, Kumi; Shinoki, Keiji; Matsuoka, Mio; Hata, Akiko; Nakashita, Chisako; Mito, Saori; Doi, Seiko; Komuro, Ryutaro; Iijima, Shohei

    2012-12-01

    Ten years has passed since we began the nutrition support team(NST)to make a regional alliance between local institutions for construction of the NST network. The network was formed with the following aims: 1) regional joint conferences for learning about nutrition with family doctors, facilities, and hospitals; 2) open general meetings for information about nutrition within the suburbs of our city; 3) preparing and sending an NST manual about parenteral nutrition(PN)and enteral nutrition(EN); and 4) preparation of an NST summary of patient malnutrition to foster mutual understanding. We produced a questionnaire summarizing the completion of nutritional management in patients. The following positive benefits were observed: 1) improved nutritional motivation and technique; 2) reduced nutritional confusion after discharge from our hospital; and 3) lower levels of anxiety in the facilities, the patient, and among the patient's family. In addition, follow-upinquiries allowed us to estimate whether our nutritional strategy was adequate. A more widely open regional alliance is needed in the future to strengthen patient nutrition following hospital discharge.

  17. Sentinel node biopsy in the surgical management of breast cancer: experience in a general hospital with a dedicated surgical team.

    PubMed

    Merson, M; Fenaroli, P; Gianatti, A; Virotta, G; Giuliano, L G; Bonasegale, A; Bambina, S; Pericotti, S; Guerra, U; Tondini, C

    2004-06-01

    The aims of this study were to analyse the feasibility and accuracy of the sentinel lymph node biopsy (SLNB) procedure as performed in a general hospital compared with the literature results; to report on the organizational aspects of planning surgical time with higher accuracy of pathological analysis; and to verify that there is a real advantage of SLNB in the surgical management of breast cancer. From October 1999 to September 2000, 371 consecutive patients with T1-2N0 breast lesions underwent SLNB. The immunoscintigraphic method of sentinel node identification was the main one used, the blue dye method being used only when the lymphoscintigraphic method was unsuccessful in identifying sentinel nodes. SLNB was done under either general or local anaesthesia, depending on how the surgical procedure was organized and clinically planned. SLNB was successful in 99% of these T1-2N0 breast cancer cases, and in 71% no metastases were found in the sentinel node. In 47% of cases with axillary metastasis only the sentinel node was involved. Nodal involvement was not present in any case of microinvasive or in situ carcinoma. In T1 cancers nodal involvement was present in 21%; in T2 cases the corresponding rate reached 51%. The results obtained with the SLNB procedure at Bergamo Hospital are similar to the literature data. When a dedicated surgical team, the nuclear medicine department and the pathology department work together, a general hospital can provide breast cancer patients with appropriate surgical treatment.

  18. Emergency department case management: the dyad team of nurse case manager and social worker improve discharge planning and patient and staff satisfaction while decreasing inappropriate admissions and costs: a literature review.

    PubMed

    Bristow, Darlene P; Herrick, Charlotte A

    2002-01-01

    A model of emergency department (ED) case management consisting of a social worker and a nurse case manager can prevent inappropriate admissions, improve discharge planning, decrease cost, and enhance patient satisfaction. The individual and combined roles of the dyad team of social worker and nurse case manager are discussed. A literature review includes how a case management dyad team of social worker and nurse case manager in the ED can decrease utilization of the ED for nonemergent visits, promote the use of community resources, and improve discharge planning to avoid excessive costs. The importance of the dyad team working with the interdisciplinary team in the ED, the primary care physician (PCP), and other community health care providers in order to provide a holistic approach to care is addressed. A discussion about the improvement of both patient and staff satisfaction demonstrates the results of case management strategies that support and advocate for patients to receive quality, cost-effective care across the health care continuum, while decreasing the use of the ED for nonemergent care.

  19. Ecosystem health of the Great Barrier Reef: Time for effective management action based on evidence

    NASA Astrophysics Data System (ADS)

    Brodie, Jon; Pearson, Richard G.

    2016-12-01

    The Great Barrier Reef (GBR) is a World Heritage site off the north-eastern coast of Australia. The GBR is worth A 15-20 billion/year to the Australian economy and provides approximately 64,000 full time jobs. Many of the species and ecosystems of the GBR are in poor condition and continue to decline. The principal causes of the decline are catchment pollutant runoff associated with agricultural and urban land uses, climate change impacts and the effects of fishing. Many important ecosystems of the GBR region are not included inside the boundaries of the World Heritage Area. The current management regime for catchment pollutant runoff and climate change is clearly inadequate to prevent further decline. We propose a refocus of management on a "Greater GBR" (containing not only the major ecosystems and species of the GBR, but also its catchment) and on a set of management actions to halt the decline of the GBR. Proposed actions include: (1) Strengthen management in the areas of the Greater GBR where ecosystems are in good condition, with Torres Strait, northern Cape York and Hervey Bay being the systems with highest current integrity; (2) Investigate methods of cross-boundary management to achieve simultaneous cost-effective terrestrial, freshwater and marine ecosystem protection in the Greater GBR; (3) Develop a detailed, comprehensive, costed water quality management plan for the Greater GBR; (4) Use the Great Barrier Reef Marine Park Act and the Environment Protection and Biodiversity Conservation Act to regulate catchment activities that lead to damage to the Greater GBR, in conjunction with the relevant Queensland legislation; (5) Fund catchment and coastal management to the required level to solve pollution issues for the Greater GBR by 2025, before climate change impacts on Greater GBR ecosystems become overwhelming; (6) Continue enforcement of the zoning plan; (7) Australia to show commitment to protecting the Greater GBR through greenhouse gas emissions

  20. Systems Engineering Knowledge Asset (SEKA) Management for Higher Performing Engineering Teams: People, Process and Technology toward Effective Knowledge-Workers

    ERIC Educational Resources Information Center

    Shelby, Kenneth R., Jr.

    2013-01-01

    Systems engineering teams' value-creation for enterprises is slower than possible due to inefficiencies in communication, learning, common knowledge collaboration and leadership conduct. This dissertation outlines the surrounding people, process and technology dimensions for higher performing engineering teams. It describes a true experiment…

  1. Visitor Evaluations of Management Actions at a Highly Impacted Appalachian Trail Camping Area

    NASA Astrophysics Data System (ADS)

    Daniels, Melissa L.; Marion, Jeffrey L.

    2006-12-01

    Protected area management involves balancing environmental and social objectives. This is particularly difficult at high-use/high-impact recreation sites, because resource protection objectives may require substantial site management or visitor regulation. This study examined visitors’ reactions to both of these types of actions at Annapolis Rocks, Maryland, a popular Appalachian Trail camping area. We surveyed visitors before and after implementation of camping policies that included shifting camping to designated newly constructed campsites and prohibiting campfires. Survey results reveal that visitors were more satisfied with all social and environmental indicators after the changes were enacted. An Importance-Performance analysis also determined that management actions improved conditions for factors of greatest concern to campers prior to the changes. Posttreatment visitors were least satisfied with factors related to reduced freedom and to some characteristics of the constructed campsites. Although there was evidence of visitor displacement, the camping changes met management goals by protecting the camping area’s natural resources and improving social conditions.

  2. Taking action against ocean acidification: a review of management and policy options.

    PubMed

    Billé, Raphaël; Kelly, Ryan; Biastoch, Arne; Harrould-Kolieb, Ellycia; Herr, Dorothée; Joos, Fortunat; Kroeker, Kristy; Laffoley, Dan; Oschlies, Andreas; Gattuso, Jean-Pierre

    2013-10-01

    Ocean acidification has emerged over the last two decades as one of the largest threats to marine organisms and ecosystems. However, most research efforts on ocean acidification have so far neglected management and related policy issues to focus instead on understanding its ecological and biogeochemical implications. This shortfall is addressed here with a systematic, international and critical review of management and policy options. In particular, we investigate the assumption that fighting acidification is mainly, but not only, about reducing CO2 emissions, and explore the leeway that this emerging problem may open in old environmental issues. We review nine types of management responses, initially grouped under four categories: preventing ocean acidification; strengthening ecosystem resilience; adapting human activities; and repairing damages. Connecting and comparing options leads to classifying them, in a qualitative way, according to their potential and feasibility. While reducing CO2 emissions is confirmed as the key action that must be taken against acidification, some of the other options appear to have the potential to buy time, e.g. by relieving the pressure of other stressors, and help marine life face unavoidable acidification. Although the existing legal basis to take action shows few gaps, policy challenges are significant: tackling them will mean succeeding in various areas of environmental management where we failed to a large extent so far.

  3. Team Development of Virtual Teams

    ERIC Educational Resources Information Center

    Kim, Sooyoung

    2004-01-01

    Advanced technologies, globalization, the competitiveness of business, flexible working practices, and other rapid changes in the nature of work have all led to the booming of "virtual teams." This paper will provide an overview of virtual teams, including a description of their emergence, a definition and typology of the term "virtual team," an…

  4. Breakdowns in coordinated decision making at and above the incident management team level: an analysis of three large scale Australian wildfires.

    PubMed

    Bearman, Chris; Grunwald, Jared A; Brooks, Benjamin P; Owen, Christine

    2015-03-01

    Emergency situations are by their nature difficult to manage and success in such situations is often highly dependent on effective team coordination. Breakdowns in team coordination can lead to significant disruption to an operational response. Breakdowns in coordination were explored in three large-scale bushfires in Australia: the Kilmore East fire, the Wangary fire, and the Canberra Firestorm. Data from these fires were analysed using a top-down and bottom-up qualitative analysis technique. Forty-four breakdowns in coordinated decision making were identified, which yielded 83 disconnects grouped into three main categories: operational, informational and evaluative. Disconnects were specific instances where differences in understanding existed between team members. The reasons why disconnects occurred were largely consistent across the three sets of data. In some cases multiple disconnects occurred in a temporal manner, which suggested some evidence of disconnects creating states that were conducive to the occurrence of further disconnects. In terms of resolution, evaluative disconnects were nearly always resolved however operational and informational disconnects were rarely resolved effectively. The exploratory data analysis and discussion presented here represents the first systematic research to provide information about the reasons why breakdowns occur in emergency management and presents an account of how team processes can act to disrupt coordination and the operational response.

  5. Managing Conflict with Direct Reports. For the Practicing Manager. An Ideas into Action Guidebook.

    ERIC Educational Resources Information Center

    Popejoy, Barbara; McManigle, Brenda J.

    Conflict is inevitable when people work together because they have different points of view, values, and ways of working. Resolving conflicts can be extremely difficult because of these differences. This short guidebook addresses ways successful leaders can work to manage conflict in the workplace, in particular conflict with people who report to…

  6. Fluid Management Plan Central Nevada Test Area Corrective Action Unit 443

    SciTech Connect

    2009-01-01

    The U.S. Department of Energy (DOE), National Nuclear Security Administration Nevada Site Office initiated the Offsites Project to characterize the risk posed to human health and the environment as a result of underground nuclear testing at sites in Alaska, Colorado, Mississippi, Nevada, and New Mexico. Responsibility for environmental restoration of the sites that constitute the Offsites Project was transferred from the DOE Office of Environmental Management to the DOE Office of Legacy Management (LM) on October 1, 2006. The scope of this Fluid Management Plan (FMP) is to support subsurface investigations at the Central Nevada Test Area (CNTA) Corrective Action Unit (CAU) 443, in accordance with the Federal Facility Agreement and Consent Order (FFACO) (1996). The subsurface CAU 443 is associated with the underground nuclear testing conducted at UC-1 and is located approximately 30 miles north of Warm Springs in Nye County, Nevada.

  7. Organ donor management: Eight common recommendations and actions that deserve reflection.

    PubMed

    Chamorro-Jambrina, C; Muñoz-Ramírez, M R; Martínez-Melgar, J L; Pérez-Cornejo, M S

    2017-03-16

    Despite major advances in our understanding of the physiopathology of brain death (BD), there are important controversies as to which protocol is the most appropriate for organ donor management. Many recent reviews on this subject offer recommendations that are sometimes contradictory and in some cases are not applied to other critically ill patients. This article offers a review of the publications (many of them recent) with an impact upon these controversial measures and which can help to confirm, refute or open new areas of research into the most appropriate measures for the management of organ donors in BD, and which should contribute to discard certain established recommendations based on preconceived ideas, that lead to actions lacking a physiopathological basis. Aspects such as catecholamine storm management, use of vasoactive drugs, hemodynamic objectives and monitoring, assessment of the heart for donation, and general care of the donor in BD are reviewed.

  8. Multi-species occurrence models to evaluate the effects of conservation and management actions

    USGS Publications Warehouse

    Zipkin, E.F.; Andrew, Royle J.; Dawson, D.K.; Bates, S.

    2010-01-01

    Conservation and management actions often have direct and indirect effects on a wide range of species. As such, it is important to evaluate the impacts that such actions may have on both target and non-target species within a region. Understanding how species richness and composition differ as a result of management treatments can help determine potential ecological consequences. Yet it is difficult to estimate richness because traditional sampling approaches detect species at variable rates and some species are never observed. We present a framework for assessing management actions on biodiversity using a multi-species hierarchical model that estimates individual species occurrences, while accounting for imperfect detection of species. Our model incorporates species-specific responses to management treatments and local vegetation characteristics and a hierarchical component that links species at a community-level. This allows for comprehensive inferences on the whole community or on assemblages of interest. Compared to traditional species models, occurrence estimates are improved for all species, even for those that are rarely observed, resulting in more precise estimates of species richness (including species that were unobserved during sampling). We demonstrate the utility of this approach for conservation through an analysis comparing bird communities in two geographically similar study areas: one in which white-tailed deer (Odocoileus virginianus) densities have been regulated through hunting and one in which deer densities have gone unregulated. Although our results indicate that species and assemblage richness were similar in the two study areas, point-level richness was significantly influenced by local vegetation characteristics, a result that would have been underestimated had we not accounted for variability in species detection.

  9. Waste Management Plan for the Lower East Fork Poplar Creek Remedial Action Project Oak Ridge, Tennessee

    SciTech Connect

    1996-08-01

    The Lower East Fork Poplar Creek (LEFPC) Remedial Action project will remove mercury-contaminated soils from the floodplain of LEFPC, dispose of these soils at the Y-12 Landfill V, and restore the affected floodplain upon completion of remediation activities. This effort will be conducted in accordance with the Record of Decision (ROD) for LEFPC as a Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) action. The Waste Management Plan addresses management and disposition of all wastes generated during the remedial action for the LEFPC Project Most of the solid wastes will be considered to be sanitary or construction/demolition wastes and will be disposed of at existing Y-12 facilities for those types of waste. Some small amounts of hazardous waste are anticipated, and the possibility of low- level or mixed waste exists (greater than 35 pCi/g), although these are not expected. Liquid wastes will be generated which will be sanitary in nature and which will be capable of being disposed 0214 of at the Oak Ridge Sewage Treatment Plant.

  10. Virtual Teaming: Placing Preservice Middle Level Teachers on Interdisciplinary Teams

    ERIC Educational Resources Information Center

    Wilson, Jennifer L.

    2007-01-01

    In this action research study, 24 preservice middle level educators participated in simulated interdisciplinary teams for a semester. The impact this authentic pedagogy had on preservice teachers' developing knowledge of middle school teaming is documented through student artifacts (e.g., journals, assignments), tape-recorded interviews, and field…

  11. Predicting Organizational Orientation toward Teams.

    ERIC Educational Resources Information Center

    Russ-Eft, Darlene

    1993-01-01

    Questionnaire data from 81 managers and 364 employees identified five factors predicting high team orientation in organizations: relationships with management, innovation, control of work by immediate supervisors, group cohesiveness, and open group process. (SK)

  12. A New Approach for Assessing Aquifer Sustainability and the Impact of Proposed Management Actions

    NASA Astrophysics Data System (ADS)

    Butler, J. J., Jr.; Whittemore, D. O.; Wilson, B. B.

    2015-12-01

    Aquifers are under stress worldwide as a result of large imbalances between inflows and outflows. These imbalances are particularly severe in aquifers in semi-arid regions that are heavily pumped for irrigation, such as the High Plains aquifer (HPA) in the United States. The water resources community has responded by placing an increasing emphasis on more sustainable management plans. To aid in the formulation of such plans, we have developed a simple, water-balance-based approach for rapid assessment of the impact of proposed management actions and the prospects for aquifer sustainability. This theoretically sound approach is particularly well suited for assessing the short- to medium-term (years to a few decades) response to management actions in seasonably pumped aquifers. The net inflow (capture) term of the aquifer water balance can also be directly calculated from water-level and water-use data with this approach. Application to the data-rich portion of the HPA in the state of Kansas reveals that practically achievable reductions in annual pumping would have a large impact. For example, a 22% reduction in average annual water use would have stabilized areally averaged water levels across northwest Kansas from 1996 to 2013 because of larger-than-expected and near-constant net inflows. Whether this is a short-term phenomenon or a path to long-term sustainability, however, has yet to be determined. Water resources managers are often in a quandary about the most effective use of scarce funds for data collection in support of aquifer assessment and management activities. This work demonstrates that a strong emphasis should be placed on collection of reliable water-use data; greater resources devoted to direct measurement of pumping will yield deeper insights into an aquifer's future. The Kansas HPA is similar to many other regional aquifers supporting critically needed agricultural production, so this approach should prove of value far beyond the borders of Kansas.

  13. How to be a better team player: fifty strategies.

    PubMed

    Hills, Laura

    2012-01-01

    Many medical practice employees have become skeptical of the phrase be a team player and with good reason. Too often the phrase means simply to keep your mouth shut and to go along with what everyone else wants. However, being a team player has real meaning and value, and it doesn't mean that you must knuckle under to pressure. This article suggests 50 strategies that will help you become a better team player in your medical practice. It explores ways for you to manage your emotions and to translate them into effective and strategic communication. It teaches you how to read the emotions of your teammates and to listen actively to what they say. Most of all, this article will help you develop a team attitude and live that attitude every day in your medical practice through your behaviors. This article is laced with more than a half-dozen action tips. It includes a description of the most pervasive, destructive, and selfish team roles that you will want to avoid. It offers a clear description of the difference between a group and a team. Finally, this article includes five fun and effective team-building exercises for you to use in your medical practice to boost morale, improve your effectiveness, and strengthen your medical practice team.

  14. Using an ‘action set’ for the management of acute upper gastrointestinal bleeding

    PubMed Central

    Murray, Charles; Hamilton, Mark; Epstein, Owen; Negus, Rupert; Peachey, Tim; Kaul, Arvind; O’Beirne, James

    2013-01-01

    Background: We studied the management of patients with acute upper gastrointestinal (GI) bleeding (AUGIB) at the Royal Free Hospital. The aim was to compare our performance with the national standard and determine ways of improving the delivery of care in accordance with the recently published ‘Scope for improvement’ report. Methods: We randomly selected patients who presented with haematemesis, melaena, or both, and had an oesophageogastroduodenoscopy (OGD) between April and October 2009. We developed local guidelines and presented our findings in various forums. We collaborated with the British Medical Journal’s Evidence Centre and Cerner Millennium electronic patient record system to create an electronic ‘Action Set’ for the management of patients presenting with AUGIB. We re-audited using the same standard and target. Results: With the action set, documentation of pre-OGD Rockall scores increased significantly (p ≤ 0.0001). The differences in the calculation and documentation of post-OGD full Rockall scores were also significant between the two audit loops (p = 0.007). Patients who inappropriately received proton-pump inhibitors (PPIs) before endoscopy were reduced from 73.8% to 33% (p = 0.02). Patients receiving PPIs after OGD were also reduced from 66% to 50% (p = 0.01). Discharges of patients whose full Rockall score was less than or equal to two increased from 40% to 100% (p = 0.43). Conclusion: The use of the Action Set improved calculation and documentation of risk scores and facilitated earlier hospital discharge for low-risk patients. Significant improvements were also seen in inappropriate use of PPIs. Actions sets can improve guideline adherence and can potentially promote cost-cutting and improve health economics. PMID:24179478

  15. 10 CFR 10.33 - Action by the Deputy Executive Director for Corporate Management and Chief Information Officer.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 10 Energy 1 2013-01-01 2013-01-01 false Action by the Deputy Executive Director for Corporate Management and Chief Information Officer. 10.33 Section 10.33 Energy NUCLEAR REGULATORY COMMISSION CRITERIA... INFORMATION OR AN EMPLOYMENT CLEARANCE Procedures § 10.33 Action by the Deputy Executive Director...

  16. 10 CFR 10.33 - Action by the Deputy Executive Director for Corporate Management and Chief Information Officer.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 10 Energy 1 2014-01-01 2014-01-01 false Action by the Deputy Executive Director for Corporate Management and Chief Information Officer. 10.33 Section 10.33 Energy NUCLEAR REGULATORY COMMISSION CRITERIA... INFORMATION OR AN EMPLOYMENT CLEARANCE Procedures § 10.33 Action by the Deputy Executive Director...

  17. M-Area Hazardous Waste Management Facility groundwater monitoring and corrective-action report. Second quarter 1995, Volume 1

    SciTech Connect

    1995-08-01

    This report describes the corrective-action program at the M-Area Hazardous Waste Management Facility (HWMF) at the Savannah River Site during second quarter 1995. Topics include: changes in sampling, analysis, and reporting; water levels; remedial action of groundwater; and hydrology of the affected aquifer zones.

  18. Equipment Management for Sensor Networks: Linking Physical Infrastructure and Actions to Observational Data

    NASA Astrophysics Data System (ADS)

    Jones, A. S.; Horsburgh, J. S.; Matos, M.; Caraballo, J.

    2015-12-01

    Networks conducting long term monitoring using in situ sensors need the functionality to track physical equipment as well as deployments, calibrations, and other actions related to site and equipment maintenance. The observational data being generated by sensors are enhanced if direct linkages to equipment details and actions can be made. This type of information is typically recorded in field notebooks or in static files, which are rarely linked to observations in a way that could be used to interpret results. However, the record of field activities is often relevant to analysis or post-processing of the observational data. We have developed an underlying database schema and deployed a web interface for recording and retrieving information on physical infrastructure and related actions for observational networks. The database schema for equipment was designed as an extension to the Observations Data Model 2 (ODM2), a community-developed information model for spatially discrete, feature based earth observations. The core entities of ODM2 describe location, observed variable, and timing of observations, and the equipment extension contains entities to provide additional metadata specific to the inventory of physical infrastructure and associated actions. The schema is implemented in a relational database system for storage and management with an associated web interface. We designed the web-based tools for technicians to enter and query information on the physical equipment and actions such as site visits, equipment deployments, maintenance, and calibrations. These tools were implemented for the iUTAH (innovative Urban Transitions and Aridregion Hydrosustainability) ecohydrologic observatory, and we anticipate that they will be useful for similar large-scale monitoring networks desiring to link observing infrastructure to observational data to increase the quality of sensor-based data products.

  19. Roles of the Team Physician.

    PubMed

    Kinderknecht, James

    2016-07-01

    The roles of the team physician are much more than providing medical coverage at a sport's event. The team physician has numerous administrative and medical responsibilities. The development of an emergency action plan is an essential administrative task as an example. The implementation of the components of this plan requires the team physician to have the necessary medical knowledge and skill. An expertise in returning an athlete to play after an injury or other medical condition is a unique attribute of the trained team physician. The athlete's return to participation needs to start with the athlete's safety and best medical interests but not inappropriately restrict the individual from play. The ability to communicate on numerous levels needs to be a characteristic of the team physician. There are several potential ethical conflicts the team physician needs to control. These conflicts can create unique medicolegal issues. The true emphasis of the team physician is to focus on what is best for the athlete.

  20. Hotline Allegations Regarding Defense Contract Management Agency Contracting Officer Actions on Several Business System Audit Reports

    DTIC Science & Technology

    2014-06-20

    2 0 , 2 0 1 4 Report No. DODIG-2014-084 Hotline Allegations Regarding Defense Contract Management Agency Contracting Officer Actions on...control number. 1. REPORT DATE 20 JUN 2014 2. REPORT TYPE 3. DATES COVERED 00-00-2014 to 00-00-2014 4. TITLE AND SUBTITLE Hotline Allegations...i l / h o t l i n e HOTLINE Department of Defense F r a u d , W a s t e , & A b u s e Mission Our mission is to provide independent, relevant, and

  1. An overview of the corrective action management unit and temporary unit regulations

    SciTech Connect

    Green, D.R.; Corathers, L.; Coalgate, J.

    1995-03-01

    In February 1993, the US Environmental Protection Agency (EPA) promulgated the corrective action management unit (CAMU) and temporary unit (TU) regulations as 40 CFR Part 264, Subpart S. These regulations are intended to foster the selection of protective and cost-effective remedies for the restoration of sites contaminated by hazardous substances, hazardous wastes, and hazardous waste constituents by removing certain regulatory impediments to implementing those remedies, most notably those of the land disposal restrictions (LDRs). This paper provides a brief overview of the CAMU and TU regulations.

  2. Fluid Management Plan for Corrective Action Unit 447: Project Shoal Area, Subsurface, Nevada, Rev. No.: 1

    SciTech Connect

    Findlay, Rick

    2006-01-01

    The U.S. Department of Energy (DOE), National Nuclear Security Administration Nevada Site Office (NNSA/NSO) initiated the Offsites Project to characterize the risk posed to human health and the environment as a result of testing at formerly used nuclear sites in Alaska, Colorado, Mississippi, Nevada, and New Mexico. The scope of this Fluid Management Plan (FMP) is to support the subsurface investigation at the Project Shoal Area (PSA) Corrective Action Unit (CAU) 447, Shoal - Subsurface, Nevada, in accordance with the ''Federal Facility Agreement and Consent Order'' (FFACO) (1996). Corrective Action Unit 447 is located in the Sand Spring Range, south of Highway 50, about 39 miles southeast of Fallon, Nevada. (Figure 1-1). This FMP will be used at the PSA in lieu of an individual discharge permit for each well or a general water pollution control permit for management of all fluids produced during the drilling, construction, development, testing, experimentation, and/or sampling of wells conducted by the Offsites Project. The FMP provides guidance for the management of fluids generated during investigation activities and provides the standards by which fluids may be discharged on site. Although the Nevada Division of Environmental Protection (NDEP), Bureau of Federal Facilities (BoFF) is not a signatory to this FMP, it is involved in the negotiation of the contents of this plan and approves the conditions contained within. The major elements of this FMP include: (1) establishment of a well-site operations strategy; (2) site design/layout; (3) monitoring of contamination indicators (monitoring program); (4) sump characterization (sump sampling program); (5) fluid management decision criteria and fluid disposition; and (6) reporting requirements.

  3. Team Teaching.

    ERIC Educational Resources Information Center

    Fisher, Stephen

    2003-01-01

    Recounts one Montessori teacher's experience team teaching in a secondary Montessori classroom. Illustrates how a conflict over decision making with a co-teacher helped to create better relationships with students in the classroom and better communication on the teaching team. Contends that resolving issues of conflict between teachers is vital…

  4. Yea, Team.

    ERIC Educational Resources Information Center

    Rinn, Fauneil J.; Weir, Sybil B.

    1984-01-01

    Four problems in higher education are identified: hardening curriculum, graying faculty, shrinking budget, and disappearing students. Team teaching is suggested as one solution. A conceptual framework for types of team teaching is presented and practical suggestions to those who want to work within that framework are provided. (Author/MLW)

  5. Teams in Education: Creating an Integrated Approach.

    ERIC Educational Resources Information Center

    Arcaro, Jerome S.

    This handbook is designed to help educational professionals develop cross-functional or departmental quality teams. Nine chapters focus on: (1) the concept of Total Quality Management (TQM) and 14 points for quality in education; (2) team goals and formation; (3) stages of successful team building; (4) the development of quality task teams; (5)…

  6. Outlier-based detection of unusual patient-management actions: An ICU study.

    PubMed

    Hauskrecht, Milos; Batal, Iyad; Hong, Charmgil; Nguyen, Quang; Cooper, Gregory F; Visweswaran, Shyam; Clermont, Gilles

    2016-12-01

    Medical errors remain a significant problem in healthcare. This paper investigates a data-driven outlier-based monitoring and alerting framework that uses data in the Electronic Medical Records (EMRs) repositories of past patient cases to identify any unusual clinical actions in the EMR of a current patient. Our conjecture is that these unusual clinical actions correspond to medical errors often enough to justify their detection and alerting. Our approach works by using EMR repositories to learn statistical models that relate patient states to patient-management actions. We evaluated this approach on the EMR data for 24,658 intensive care unit (ICU) patient cases. A total of 16,500 cases were used to train statistical models for ordering medications and laboratory tests given the patient state summarizing the patient's clinical history. The models were applied to a separate test set of 8158 ICU patient cases and used to generate alerts. A subset of 240 alerts generated by the models were evaluated and assessed by eighteen ICU clinicians. The overall true positive rates for the alerts (TPARs) ranged from 0.44 to 0.71. The TPAR for medication order alerts specifically ranged from 0.31 to 0.61 and for laboratory order alerts from 0.44 to 0.75. These results support outlier-based alerting as a promising new approach to data-driven clinical alerting that is generated automatically based on past EMR data.

  7. UMTRA Surface Project management action process document. Final report: Revision 1

    SciTech Connect

    1996-04-01

    A critical mission of the US Department of Energy (DOE) is the planning, implementation, and completion of environmental restoration (ER) programs at facilities that were operated by or in support of the former Atomic Energy Commission (AEC) from the late 1940s into the 1970s. Among these facilities are the 24 former uranium mill sites designed in the Uranium Mill Tailings Radiation Control Act (UMTRCA) of 1978 (42 USC {section} 7901 et seq.) Title 1 of the UMTRCA authorized the DOE to undertake remedial actions at these designated sites and associated vicinity properties (VP), which contain uranium mill tailings and other residual radioactive materials (RRM) derived from the processing sites. Title 2 of the UMTRCA addresses uranium mill sites that were licensed at the time the UMTRCA was enacted. Cleanup of these Title 2 sites is the responsibility of the licensees. The cleanup of the Title 1 sites has been split into two separate projects: the Surface Project, which deals with the mill buildings, tailings, and contaminated soils at the sites and VPs; and the Ground Water Project, which is limited to the contaminated ground water at the sites. This management action process (MAP) document discusses the Uranium Mill Tailings Remedial Action (UMTRA) Surface Project only; a separate MAP document has been prepared for the UMTRA Ground Water Project.

  8. Environmental Behavior's Dirty Secret: The Prevalence of Waste Management in Discussions of Environmental Concern and Action.

    PubMed

    Gould, Rachelle K; Ardoin, Nicole M; Biggar, Matt; Cravens, Amanda E; Wojcik, Deb

    2016-08-01

    Humankind and the planet face many thorny environmentally related challenges that require a range of responses, including changing behaviors related to transportation, eating habits, purchasing, and myriad other aspects of life. Using data from a 1201-person survey and 14 Community Listening Sessions (CLSs), we explore people's perceptions of and actions taken to protect the environment. Our data indicate a striking prevalence of waste management-related actions. Survey respondents described actions and concerns related to trash, recycling, and composting as the most common environmental behaviors; similarly, participants in CLSs discussed waste-related topics, for which we did not prompt, as frequently as those topics for which we specifically prompted. Explanations for this prevalence emerging from the data include (1) the nature of waste-related behaviors (concrete, supported by infrastructure, simple, compatible with lifestyle); (2) norms and social dynamics (family interactions, feelings of belonging/participation, government policy); and (3) internal psychological processes (internalized norms and environmental concern). We also found that many waste-related discussions were relatively superficial, focusing on immediate waste-related issues (e.g., litter or recycling) rather than larger issues such as consumption. Our results may provide insight into future efforts to encourage pro-environmental behavior. Given that most pro-environmental behavior involves tasks more complex and lifestyle-changing than those related to simple aspects of waste management, we suggest focusing on the latter two intertwined categories that our data suggest are important: encouraging social dynamics and related development of norms concerning environmental behavior (category 2), and fostering internalized norms and environmental concern (category 3).

  9. Environmental Behavior's Dirty Secret: The Prevalence of Waste Management in Discussions of Environmental Concern and Action

    NASA Astrophysics Data System (ADS)

    Gould, Rachelle K.; Ardoin, Nicole M.; Biggar, Matt; Cravens, Amanda E.; Wojcik, Deb

    2016-08-01

    Humankind and the planet face many thorny environmentally related challenges that require a range of responses, including changing behaviors related to transportation, eating habits, purchasing, and myriad other aspects of life. Using data from a 1201-person survey and 14 Community Listening Sessions (CLSs), we explore people's perceptions of and actions taken to protect the environment. Our data indicate a striking prevalence of waste management-related actions. Survey respondents described actions and concerns related to trash, recycling, and composting as the most common environmental behaviors; similarly, participants in CLSs discussed waste-related topics, for which we did not prompt, as frequently as those topics for which we specifically prompted. Explanations for this prevalence emerging from the data include (1) the nature of waste-related behaviors (concrete, supported by infrastructure, simple, compatible with lifestyle); (2) norms and social dynamics (family interactions, feelings of belonging/participation, government policy); and (3) internal psychological processes (internalized norms and environmental concern). We also found that many waste-related discussions were relatively superficial, focusing on immediate waste-related issues (e.g., litter or recycling) rather than larger issues such as consumption. Our results may provide insight into future efforts to encourage pro-environmental behavior. Given that most pro-environmental behavior involves tasks more complex and lifestyle-changing than those related to simple aspects of waste management, we suggest focusing on the latter two intertwined categories that our data suggest are important: encouraging social dynamics and related development of norms concerning environmental behavior (category 2), and fostering internalized norms and environmental concern (category 3).

  10. Administrators in Action--Managing Public Monies and Processing Emotion in School Activities: A Teaching Case Study

    ERIC Educational Resources Information Center

    Tenuto, Penny L.; Gardiner, Mary E.; Yamamoto, Julie K.

    2015-01-01

    This teaching case describes school administrators in action performing day-to-day leadership tasks, managing public funds in school activities, and interacting with others appropriately. The case focuses on administrative challenges in handling and managing school activity funds. A method for processing emotion is discussed to assist…

  11. Financial and economic determinants of collective action: The case of wastewater management

    SciTech Connect

    Brunner, Norbert; Starkl, Markus

    2012-01-15

    Where public environmental funds support development of wastewater infrastructure, funding institutions ensure the economic use of funds, while the beneficiaries minimize their own costs. In rural areas, there is often a choice between decentralized or centralized (multi-village) systems: if the centralized system is most economic, then only this system is eligible for public funding. However, its implementation requires a voluntary cooperation of the concerned communities, who need to organize themselves to develop and run the infrastructure. The paper analyzes the social determinants of collaboration in a generic case study, using the following variables: method of (economic) assessment, modeled by the social discount rate, funding policy, modeled by the funding rate, and users' self-organization, modeled by cost sharing. In a borderline situation, where the centralized system turns out to be most economic, but this assessment is contingent on the assessment method, collective action may fail: the advantages of collective action from funding are too small to outweigh organizational deficiencies. Considering in this situation sanitation as a human right, authors recommend using innovative forms of organization and, if these fail, reassessing either the amount of funding or the eligibility for funding of more acceptable alternatives. - Highlights: Black-Right-Pointing-Pointer A generic case study models collective action and funding in wastewater management. Black-Right-Pointing-Pointer Determinants of success: economic assessment, funding policy and self-organization. Black-Right-Pointing-Pointer Success indicators: conflict rate, funds needed to make cost shares fair. Black-Right-Pointing-Pointer Method for analyzing centralized vs. decentralized disputes. Black-Right-Pointing-Pointer If collective action has less benefits, innovative cost sharing may ensure success.

  12. Autonomous mobile robot teams

    NASA Technical Reports Server (NTRS)

    Agah, Arvin; Bekey, George A.

    1994-01-01

    This paper describes autonomous mobile robot teams performing tasks in unstructured environments. The behavior and the intelligence of the group is distributed, and the system does not include a central command base or leader. The novel concept of the Tropism-Based Cognitive Architecture is introduced, which is used by the robots in order to produce behavior transforming their sensory information to proper action. The results of a number of simulation experiments are presented. These experiments include worlds where the robot teams must locate, decompose, and gather objects, and defend themselves against hostile predators, while navigating around stationary and mobile obstacles.

  13. Tiger Team Assessment of the Fermi National Accelerator Laboratory

    SciTech Connect

    Not Available

    1992-06-01

    This draft report documents the Tiger Team Assessment of the Fermi National Accelerator Laboratory (Fermilab) located in Batavia, Illinois. Fermilab is a program-dedicated national laboratory managed by the Universities Research Association, Inc. (URA) for the US Department of Energy (DOE). The Tiger Team Assessment was conducted from May 11 to June 8, 1992, under the auspices of DOE's Office of Special Projects (OSP) under the Office of the Assistant Secretary for Environment, Safety and Health (EH). The assessment was comprehensive, encompassing environmental, safety and health (ES H), and quality assurance (QA) disciplines; site remediation; facilities management; and waste management operations. Compliance with applicable Federal , State of Illinois, and local regulations; applicable DOE Orders; best management practices; and internal Fermilab requirements was addressed. In addition, an evaluation of the effectiveness of DOE and Fermilab management of the ES H/QA and self-assessment programs was conducted. The Fermilab Tiger Team Assessment is part a larger, comprehensive DOE Tiger Team Independent Assessment Program planned for DOE facilities. The objective of the initiative is to provide the Secretary of Energy with information on the compliance status of DOE facilities with regard to ES H requirements, root causes for noncompliance, adequacy of DOE and contractor ES H management programs, response actions to address the identified problem areas, and DOE-wide ES H compliance trends and root causes.

  14. Tiger Team Assessment of the Fermi National Accelerator Laboratory

    SciTech Connect

    Not Available

    1992-06-01

    This draft report documents the Tiger Team Assessment of the Fermi National Accelerator Laboratory (Fermilab) located in Batavia, Illinois. Fermilab is a program-dedicated national laboratory managed by the Universities Research Association, Inc. (URA) for the US Department of Energy (DOE). The Tiger Team Assessment was conducted from May 11 to June 8, 1992, under the auspices of DOE`s Office of Special Projects (OSP) under the Office of the Assistant Secretary for Environment, Safety and Health (EH). The assessment was comprehensive, encompassing environmental, safety and health (ES&H), and quality assurance (QA) disciplines; site remediation; facilities management; and waste management operations. Compliance with applicable Federal , State of Illinois, and local regulations; applicable DOE Orders; best management practices; and internal Fermilab requirements was addressed. In addition, an evaluation of the effectiveness of DOE and Fermilab management of the ES&H/QA and self-assessment programs was conducted. The Fermilab Tiger Team Assessment is part a larger, comprehensive DOE Tiger Team Independent Assessment Program planned for DOE facilities. The objective of the initiative is to provide the Secretary of Energy with information on the compliance status of DOE facilities with regard to ES&H requirements, root causes for noncompliance, adequacy of DOE and contractor ES&H management programs, response actions to address the identified problem areas, and DOE-wide ES&H compliance trends and root causes.

  15. Financing Medically-Oriented Child Protection Teams in the Age of Managed Health Care: A National Survey

    ERIC Educational Resources Information Center

    Giardino, Angelo P.; Montoya, Louise A.; Leventhal, John M.

    2004-01-01

    Objective: The direct and indirect costs to society from child maltreatment are estimated to be quite high. The costs related to medical care are of interest to professionals serving on medically-oriented child protection teams that conduct medical evaluations of alleged abuse. This study was designed to explore a number of financially related…

  16. Learning Action Research and Managing Educational Change-Improvement in Careers Education: A Case Study of Managerialism in Action?

    ERIC Educational Resources Information Center

    Hutchinson, Barry

    1998-01-01

    Asks why so few prospective teachers, on completing their studies (extolling action research), continue to use this approach in their subsequent practice. Drawing upon Esland's notion of "managerialism" and employing an indepth case study of Gerard, a recent graduate, concludes that marketing pressures have taken priority over core…

  17. Virtual Teams.

    ERIC Educational Resources Information Center

    Geber, Beverly

    1995-01-01

    Virtual work teams scattered around the globe are becoming a feature of corporate workplaces. Although most people prefer face-to-face meetings and interactions, reality often requires telecommuting. (JOW)

  18. Building a rapid response team.

    PubMed

    Halvorsen, Lisa; Garolis, Salomeja; Wallace-Scroggs, Allyson; Stenstrom, Judy; Maunder, Richard

    2007-01-01

    The use of rapid response teams is a relatively new approach for decreasing or eliminating codes in acute care hospitals. Based on the principles of a code team for cardiac and/or respiratory arrest in non-critical care units, the rapid response teams have specially trained nursing, respiratory, and medical personnel to respond to calls from general care units to assess and manage decompensating or rapidly changing patients before their conditions escalate to a full code situation. This article describes the processes used to develop a rapid response team, clinical indicators for triggering a rapid response team call, topics addressed in an educational program for the rapid response team members, and methods for evaluating effectiveness of the rapid response team.

  19. NICE-Accredited Commissioning Guidance for Weight Assessment and Management Clinics: a Model for a Specialist Multidisciplinary Team Approach for People with Severe Obesity.

    PubMed

    Welbourn, Richard; Dixon, John; Barth, Julian H; Finer, Nicholas; Hughes, Carly A; le Roux, Carel W; Wass, John

    2016-03-01

    Despite increasing prevalence of obesity, no country has successfully implemented comprehensive pathways to provide advice to all the severely obese patients that seek treatment. We aimed to formulate pathways for referral into and out of weight assessment and management clinics (WAMCs) that include internal medicine/primary care physicians as part of a multidisciplinary team that could provide specialist advice and interventions, including referral for bariatric surgery. Using a National Institute of Health and Care Excellence (NICE)-accredited process, a Guidance Development Group conducted a literature search identifying existing WAMCs. As very few examples of effective structures and clinical pathways existed, the current evidence base for optimal assessment and management of bariatric surgery patients was used to reach a consensus. The model we describe could be adopted internationally by health services to manage severely obese patients.

  20. Aerobraking Teams

    NASA Technical Reports Server (NTRS)

    2002-01-01

    Group and team photos of Langely's Aerobraking teams. These photo's were taken right after the 75 day aerobraking phase. People in the photographs include: Paul V. Tartabini, Mary Kae Lockwood, Richard W. Powell, Eric M. Queen, Bob Tolson, Alicia Dwyer, Jill Hanna, Michelle Munk, Zack Q. Chavis, dick Wilmoth, Naru Takashima, Ruth Amundsen, John Aguirre, Allison Roberts, Loreyna Young, Charles W. Davis, John Dec, Joe Gasbarre, Scott Striepe, Paul Escalera and G. M. Keating.