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It is common in contemporary sport to liken the notion of the team to that of the family. That is, the family is used to evoke team life. Portraying the team as a family usually implies a positive evaluation. Despite its prevalence, the team as a family equation has not been analyzed in the sport philosophy literature. Thus, the purpose of this article is twofold. First, it explores whether the team is to be equated with the family. To discuss the nature of the family and the team, I draw together the work of several sport philosophers with that of Laura Wildemann Kane. Second, and considering what characterizes the team, this article investigates whether teammates have special responsibilities to one another by virtue of their relationship and the value attached to it. I propose that the team as a family equation does not align with the constitution of these two social groups and that teammates have special responsibilities to one another, but such responsibilities are different from those observed in the family. [ABSTRACT FROM AUTHOR]

The impact of family‐supportive supervision at the team level has largely not been explored. Since teams are the cornerstone of organizational effectiveness, it is critical to understand how family‐supportive managers can lead teams to achieve higher performance. We develop and test a team‐level moderated mediation model that unpacks the team‐level impact of Family Supportive Supervisor Behaviours (FSSB) on team performance. Drawing on Conservation of Resources (COR) theory, we hypothesize that a team's other‐focused emotional climate mediates the positive effects of team FSSB on team performance and that managers' relational job characteristics attenuate the positive influence of team FSSB. Results from a two‐wave, multi‐source study of 435 employees and their managers across 56 electronic retail stores support our predictions. These findings advance current multi‐level theorizing on FSSB by shedding new light on how and when family‐supportive managers can drive team performance. The implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

ABSTRACT Objective Method Results Discussion This scoping review synthesizes the available evidence on team outpatient eating disorder treatment, focusing on team composition, reported health and service outcomes, and reported principles of Interprofessional Collaborative Practice (IPCP), a synergistic healthcare approach characterized by shared values and ethics, clear roles, communication, and teamwork.A comprehensive search was conducted across five databases, targeting studies published between January 2004 and August 2024 that discussed team–based outpatient eating disorder treatment. Peer‐reviewed and gray literature were included if they detailed team composition, characteristics, dynamics, experiences, processes, or outcomes.Forty‐five studies met the inclusion criteria; nearly half were case reports or lacked primary data. Treatment teams commonly comprised mental health professionals, dietitians, and medical practitioners. Clinical outcomes, such as body mass index and psychopathology, were the most frequently reported, while satisfaction and organizational outcomes were underrepresented. IPCP principles were inconsistently reported, with “Roles/Responsibilities” and “Communication” most frequently mentioned but often superficially addressed.The evidence base for team outpatient eating disorder treatment lacks rigor and depth. Future research should focus on refining the integration of roles across disciplines, developing comprehensive outcome measures for benchmarking, and applying IPCP principles more systematically. [ABSTRACT FROM AUTHOR]

Copyright of Jiaoyu Kexue Wenxian is the property of Educational Science Literature (Chinese) Editorial Office and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The influence of Head Teachers' team leadership practices on financial performance is highly acknowledged. The paper aims to highlight the challenges of head teachers' team practices and advance insights on how they can be overcome to enhance financial performance. The methodology employed was a mixed-methods approach. Quantitative data was gathered through questionnaires assessing perceptions of the above metrics. Qualitative data was collected through documentary review of reports and interviews to explore the underlying mechanisms through which the variables above interrelate. The total number of respondents were 326 sampled from eight out of twenty-three schools. Quantitative analysis revealed that it has a coefficient of 0.52 and a pvalue of 0.004 which indicates a strong correlation and statistically significant relationship between effective team leadership and financial health. This indicated that a team leader yielded better cash flow management, alignment with financial objectives, and overall sustainability. Qualitative insights supported the above crucial role that head teachers' have in engaging teams of CFSs in shaping financial decision-making processes. The study concludes by emphasizing the need to foster team cohesion, positive financial culture and ensuring the long-term sustainability of CFSs. Recommendations include strengthening leadership development programs that are not available currently in Church of Uganda. Further, to enhance team dynamics and aligning leadership practices with organizational goals to optimize financial performance in these settings. [ABSTRACT FROM AUTHOR]

Contemporary teams often face complex problem-solving tasks. We theorized that two individual differences previously neglected in team research (cognitive motivation and maximizing) would be helpful for teams facing such situations. We tested this assertion on 81 teams participating in an escape-room simulation in which teams were locked into a pre-arranged room and had to solve various complex problems to escape the room as quickly as possible. The findings show that the average of the team members' cognitive motivation had a positive direct relation to team performance, while maximizing had a positive indirect relation to team performance via cooperation. [ABSTRACT FROM AUTHOR]

Copyright of Journal of ROL Sport Sciences / ROL Spor Bilimleri Dergisi is the property of Journal of ROL Sport Sciences / ROL Spor Bilimleri Dergisi and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study focused on identifying the factors that lead to prolonged crises in soccer teams and how players view the development of these crises. A qualitative analysis of interviews with six current and three former professional soccer players revealed that the failure to meet team expectations is often the starting point of crises, which can impact both individual and team levels. The issues at the individual level include anxiety, pressure, lack of self-confidence, somatic manifestations, negative body language, loss of motivation, rumination, and self-focus. At the team level, conflicts arise, the team atmosphere deteriorates, which is reflected in impaired communication and lack of cohesion. During soccer matches, on-field behavior frequently evolves into a more defensive mindset and a desire to avoid mistakes and responsibility, resulting in lower team performance. Poor results usually ensue, perpetuating and even intensifying the crisis process which players refer to as a vicious circle, negative spiral, or vortex. Societal factors such as media landscape, coronavirus disease 2019 (COVID-19) pandemic, club structures, or fans, and individual factors such as crisis experiences, players' resilience, family cohesion, or support from friends affect the development of crises. The study's insights illustrate the negative impacts of pressure on the team's emotional state and social interaction, leading to a downward spiral, and thus, reinforcing the crisis process. The study concludes that crisis management training and support should focus on managing expectations, promoting positive affective states, and supporting healthy motivation among team members, and should expand coaches' crisis competency training. [ABSTRACT FROM AUTHOR]

This study adds a social layer to the job demands-resources theory, applying social comparison and social identity theory to investigate the motivational and health impairment paths in the social context of teams. Specifically, within-team, between-team, and congruence/incongruence effects were tested. As predicted by theory, at within-team level, demands were found to be positively related to health impairments, and resources to motivation. At between-team level, only autonomy showed positive health effects. This study contributes to the scarce research on team-level effects, highlighting the role of the team context in shaping employee experiences of health and motivation. [ABSTRACT FROM AUTHOR]

The baton exchanges are undoubtedly the most critical parts of the 4 × 100 m relay race. Timing of the outgoing runner is critical. In this paper we analyze the race as a minimization problem under uncertainty. We formulate a stochastic model in which the outgoing runner at the baton exchange cannot perfectly assess the incoming runner's exact location relatively a checkmark position, and therefore potentially misjudges the right moment to start running. Also, the team members' daily shape is subject to uncertainty. To understand the effect of these two random variables—incoming runners' distance to checkmark and the daily shape of the running team—we conduct a simulation study to investigate the trade-off between the team's expected race time and their probability of being disqualified due to overrunning the takeover zone. Conditioning on a low disqualification probability, the difference in expected race time is shown to be substantial between teams with different variation in distance assessment and forecasting running performance, respectively. [ABSTRACT FROM AUTHOR]

Abstract Background Implementation of new practices in team-based settings requires teams to work together to respond to new demands and changing expectations. However, team constructs and team-based implementation approaches have received little attention in the implementation science literature. This systematic review summarizes empirical research examining associations between teamwork and implementation outcomes when evidence-based practices and other innovations are implemented in healthcare and human service settings. Methods We searched MEDLINE, CINAHL, APA PsycINFO and ERIC for peer-reviewed empirical articles published from January 2000 to March 2022. Additional articles were identified by searches of reference lists and a cited reference search for included articles (completed in February 2023). We selected studies using quantitative, qualitative, or mixed methods to examine associations between team constructs and implementation outcomes in healthcare and human service settings. We used the Mixed Methods Appraisal Tool to assess methodological quality/risk of bias and conducted a narrative synthesis of included studies. GRADE and GRADE-CERQual were used to assess the strength of the body of evidence. Results Searches identified 10,489 results. After review, 58 articles representing 55 studies were included. Relevant studies increased over time; 71% of articles were published after 2016. We were unable to generate estimates of effects for any quantitative associations because of very limited overlap in the reported associations between team variables and implementation outcomes. Qualitative findings with high confidence were: 1) Staffing shortages and turnover hinder implementation; 2) Adaptive team functioning (i.e., positive affective states, effective behavior processes, shared cognitive states) facilitates implementation and is associated with better implementation outcomes; Problems in team functioning (i.e., negative affective states, problematic behavioral processes, lack of shared cognitive states) act as barriers to implementation and are associated with poor implementation outcomes; and 3) Open, ongoing, and effective communication within teams facilitates implementation of new practices; poor communication is a barrier. Conclusions Teamwork matters for implementation. However, both team constructs and implementation outcomes were often poorly specified, and there was little overlap of team constructs and implementation outcomes studied in quantitative studies. Greater specificity and rigor are needed to understand how teamwork influences implementation processes and outcomes. We provide recommendations for improving the conceptualization, description, assessment, analysis, and interpretation of research on teams implementing innovations. Trial registration This systematic review was registered in PROSPERO, the international prospective register of systematic reviews. Registration number: CRD42020220168.

Introductory chemistry courses at the undergraduate level offer students a foundation in chemistry principles and an opportunity to develop problem-solving skills. These principles and skill sets are widely applicable across disciplines, and thus first year chemistry courses are a gateway for many programs in science, technology, engineering, and mathematics (STEM). While first-year chemistry courses are essential for STEM students, the resulting large-enrollment classes in universities can lead to challenges in implementing active learning and in helping students to reach the course learning outcomes. The evolving field of chemistry education research (CER) offers data and insight for improving teaching and learning strategies at the undergraduate level. We propose and evaluate an electrochemistry team-based problem-solving module as an active learning component of a large, first-year, blended chemistry course. In this paper, we explore the process for developing the module and evaluate this learning approach through focus groups, a large class survey, and student experience interviews. Through a preliminary case study approach, our findings suggest the interactive module is useful for enhancing conceptual understanding and problem-solving in chemistry, and improving academic confidence in electrochemistry learning outcomes. Moreover, students valued their engagement with the team-based problem-solving modules as an opportunity to build community, learn collaboratively, and successfully approach relevant problems. [ABSTRACT FROM AUTHOR]

Analyzing performance indicators in rugby is essential for improving training programs and team dynamics. A key direction is to compare these indicators between winning and losing teams in prestigious rugby tournaments to identify patterns and strategic insights that can enhance team performance. However, current research frequently examines isolated competitions and lacks thorough comparative analysis across different tournaments. This study aims to analyze and identify the differences between winning and losing men's rugby union teams across various competitions in 2023. This study analysed performance data from men's rugby competitions in 2023, encompassing matches from The Six Nations Championship, The Rugby Championship, and the Rugby World Cup. A total of 68 matches were examined, categorizing 47 matches from the Rugby World Cup and 21 from international competitions for comparative analysis. Data collection included 32 performance indicators for both winning and losing teams, analysed using statistical methods to identify significant differences. Comparative analysis of team performance indicators between the Rugby World Cup and international competitions, including The Six Nations Championship and The Rugby Championship, reveals significant differences. Winning teams in the Rugby World Cup scored significantly higher points on average (41.5 ± 13.2) compared to international competitions (32.8 ± 7.7), reflecting greater variability in performance at the World Cup. Conversely, losing teams in the Rugby World Cup averaged fewer points (13.2 ± 8.0) compared to international competitions (16.3 ± 6.9). These findings underscore distinct competitive levels across different rugby tournaments. The analysis revealed that in the World Cup, 18 indicators (56.3%) exhibit statistically significant differences between losing and winning teams, whereas the analysis of performances in international competitions identified only 4 (12.5%) statistically significant differences between losing and winning teams. [ABSTRACT FROM AUTHOR]

We analyze contests in which teams compete to win indivisible homogeneous prizes. Teams are composed of members who may differ in their ability, and who exert effort to increase the success of their team. Each team member can obtain at most one prize as a reward. As effort is costly, teams use the allocation of prizes to give incentives and solve the free-riding problem. We develop a two-stage game. First, teams select a prize-allocation rule. Then, team members exert effort. Members take into account how their effort and the allocation rule influence the chance they receive a prize. We prove the existence and uniqueness of equilibrium. We characterize the optimal prize-assignment rule and individual and aggregate efforts. We then show that the optimal assignment rule is generally not monotonic. [ABSTRACT FROM AUTHOR]

Self‐regulation is essential for maintaining harmonious social connections and sustaining groups, yet little research has examined how individuals regulate their actions for the benefits of groups and which self‐regulatory strategies promote effective self‐regulation (active engagement and disengagement) in group contexts. In three experiments, focusing on identity groups (family and friends in Study 1) and two distinct functional groups (workplace teams in Study 2; sports teams in Study 3), we investigated whether mental contrasting of a desired future with the obstacle of reality, compared to indulging in the desired future, facilitates expectancy‐dependent contributions for the benefits of groups. We assessed participants' expectancies of successfully contributing to their groups and varied the mode of thought (mental contrasting vs. indulging). Contributions to groups were measured 1 week (Studies 1 and 2) and 3 weeks later (Study 3). Results showed that mental contrasting guided people to align their actions with expectancy levels; the higher their expectancy, the more people contributed to their groups. In contrast, indulging resulted in insensitivity to expectancy levels. Our findings suggest the potential applicability of the mental contrasting strategy for promoting effective self‐regulation in various group settings and provide insights into designing interventions to enhance individuals' engagement in groups. [ABSTRACT FROM AUTHOR]

Background: Implementation of new practices in team-based settings requires teams to work together to respond to new demands and changing expectations. However, team constructs and team-based implementation approaches have received little attention in the implementation science literature. This systematic review summarizes empirical research examining associations between teamwork and implementation outcomes when evidence-based practices and other innovations are implemented in healthcare and human service settings. Methods: We searched MEDLINE, CINAHL, APA PsycINFO and ERIC for peer-reviewed empirical articles published from January 2000 to March 2022. Additional articles were identified by searches of reference lists and a cited reference search for included articles (completed in February 2023). We selected studies using quantitative, qualitative, or mixed methods to examine associations between team constructs and implementation outcomes in healthcare and human service settings. We used the Mixed Methods Appraisal Tool to assess methodological quality/risk of bias and conducted a narrative synthesis of included studies. GRADE and GRADE-CERQual were used to assess the strength of the body of evidence. Results: Searches identified 10,489 results. After review, 58 articles representing 55 studies were included. Relevant studies increased over time; 71% of articles were published after 2016. We were unable to generate estimates of effects for any quantitative associations because of very limited overlap in the reported associations between team variables and implementation outcomes. Qualitative findings with high confidence were: 1) Staffing shortages and turnover hinder implementation; 2) Adaptive team functioning (i.e., positive affective states, effective behavior processes, shared cognitive states) facilitates implementation and is associated with better implementation outcomes; Problems in team functioning (i.e., negative affective states, problematic behavioral processes, lack of shared cognitive states) act as barriers to implementation and are associated with poor implementation outcomes; and 3) Open, ongoing, and effective communication within teams facilitates implementation of new practices; poor communication is a barrier. Conclusions: Teamwork matters for implementation. However, both team constructs and implementation outcomes were often poorly specified, and there was little overlap of team constructs and implementation outcomes studied in quantitative studies. Greater specificity and rigor are needed to understand how teamwork influences implementation processes and outcomes. We provide recommendations for improving the conceptualization, description, assessment, analysis, and interpretation of research on teams implementing innovations. Trial registration: This systematic review was registered in PROSPERO, the international prospective register of systematic reviews. Registration number: CRD42020220168. [ABSTRACT FROM AUTHOR]

Multi-professional service teams might isolate from the organisation and inhibit knowledge sharing with others. Professional organisations are thus stimulating their teams to bond more closely with other units, hoping this would facilitate knowledge sharing. Yet, studies on social bonding suggest this could actually deter from knowledge sharing. Our study investigates this further asking: do employees display greater intention to share knowledge when their teams possess greater structural, relational and cognitive social capital? Our cross-level study, grounded on a sample of 226 employees (39 teams in four Hospice & Palliative Care Organisations), shows that individuals embedded in teams with greater social capital are indeed more motivated to share knowledge; and that each form of social bonding—increasing frequency of interactions, trust and mutual support, and similarity of goals/meanings—stimulates different mechanisms of knowledge sharing (attitude, subjective norm and perceived behavioural control). [ABSTRACT FROM AUTHOR]

With a social–cognitive framework, this article presents the further development and a six‐step validation procedure for a team cultural intelligence (TCQ) scale that measures the abilities that cross‐cultural teams need to perform vital tasks, extract information, and make decisions by leveraging the unique perspectives of diverse team members. In the first step, the confirmation of the content validity of the instrument is based on extant literature, which indicates a second‐order latent factor TCQ and five first‐order latent dimensions. The other validity tests appear in four empirical studies with different samples, mainly of employees working in cross‐cultural teams. Reliability testing shows that, after the removal of one item, TCQ and its dimensions attain adequate to good reliability, leading to a 20‐item TCQ scale. The third step reveals robust psychometric properties, in support of the assumed factor structure, and points to adequate convergent and discriminant validity. Next, tests indicate nomological and criterion‐related validity of TCQ and its dimensions in relation to team performance outcomes and other team characteristics. Finally, in the sixth validation step, TCQ exhibits incremental validity for explaining variance in innovative work behavior, beyond team members' individual CQ. These findings have relevant implications and suggest avenues for further research. [ABSTRACT FROM AUTHOR]

The aim of the article is to identify and evaluate the impact of collaboration and competition on team work engagement. The data was obtained from 12 teams from various industries by means of a multidimensional cluster analysis. The key statistical results in this study reveal that that a team's engagement may be shaped by means of collaboration and competition, as it is fostered by high levels of intensity in both activities. As far as cooperation is concerned, moderate levels of both behavioral and structural interdependence, as well as higher levels of the former become important. In the case of competition, an adequate (not too high) level of competitiveness between particular characteristics and appropriate conditions for competition are of utmost importance. The findings also reveal that a structural composition of a team plays a certain role, as it may affect both their members' involvement in cooperation as well as their intensity of competition. [ABSTRACT FROM AUTHOR]

Purpose: This article aims to explore the evolving dynamics of teamwork and the emerging leadership characteristics that have been brought about by the shifting landscape of work. It examines how changes in work formats, such as remote and flexible arrangements, have influenced team collaboration and the qualities now crucial for effective leadership in this transformed work environment. By examining these developments, this work tries to provide insights and guidance for both organizations and supervisors to adapt and thrive in this new era of work. Design/methodology/approach: This critical literature review is based on articles focused on the role of leader and manager in the context of teamwork performance, taking into account the recent work form changes, all of the reviewed papers were published between 2017 and 2022. Findings: Today's teams operate differently than those from ten years ago. Newly formed groups should be led by individuals who embody leadership qualities, while also possessing some managerial traits. Leaders, utilizing new ICT tools, can influence every aspect of team management. Modern leadership now requires creativity, inclusivity, global connectivity, collaboration, technical competence, and agility. Additionally, leaders need to be adaptable, emotionally intelligent, and capable of providing moral support, especially in a remote or hybrid work setting. Practical/social implications: The challenges discussed in the reviewed articles suggest that similar issues will arise in most organizations today. Supervisors can use these insights to determine whether their teams need a manager or a leader, based on team conditions. Managers ensure accountability by following established rules, while leaders in-spire and motivate through vision and personal qualities. The choice between a manager and a leader, or a combination of both, depends on the team's specific goals, the nature of the project, and the skills and qualities of the individuals involved. Originality/value: This literature review emphasizes that today’s employees expect supervisors to navigate and act in alignment with contemporary knowledge and technological potentials. Understanding these expectations helps organizations foster better leadership and teamwork in the modern work environment. [ABSTRACT FROM AUTHOR]

Spinal multidisciplinary teams (MDTs) are now standard of care for complex patient management in tertiary spinal units. This study investigates whether a scheduling proforma, and cultural change to the team that promotes psychological safety, can improve spinal MDT effectiveness for team members and patients. Retrospective cohort study including 165 spinal MDT patients before and after intervention. The intervention was use of a scheduling proforma and team learning to promote a culture of psychological safety. Data on accident and emergency (A&E) attendances, unplanned emergency admissions and post-operative 30-day readmissions were collected. At the team level, data were collected from 16 MDT participants using the MDT Observational Assessment Rating Scale (MDT-OARS), which measures MDT effectiveness. Pre-intervention MDT-OARS was 28. Analysis of 80 patients demonstrated there were six A&E attendances, three unplanned emergency admissions and four post-operative 30-day re-admissions. Post-intervention MDT-OARS was 38 (p < 0.05). Analysis of 85 patients demonstrated there were three A&E attendances, one unplanned emergency admission and one post-operative re-admission. Team culture that promotes psychological safety, along with use of a scheduling proforma, can improve MDT effectiveness for participants in spinal MDTs. [ABSTRACT FROM AUTHOR]

Ministry of Emergency Management of the People's Republic of China was established on the basis of the original Work Safety Supervision and Management Department. In addition to assuming the responsibilities of the two committees and four departments, it also administers the four major industries such as non-coal mines, metallurgical industry and trade, hazardous chemicals, fireworks, and firecrackers. The comprehensive coordination quality of the emergency management personnel, and professional quality are constantly improved. This paper conducts a study on the Professionalization of China's Emergency Management Team, and provides a research basis for further developing the Emergency Management. [ABSTRACT FROM AUTHOR]

Artificial intelligence is likely to revolutionize multiple aspects of organizational creativity. Through a multilevel theoretical lens, the present paper reviews the extant body of knowledge on creativity at individual, team and organizational levels, and draws a series of propositions on how the implementation of artificial intelligence may affect each level. Spanning cognitive, behavioural and psychological domains, our propositions aim at directing future research efforts on important creativity‐related areas likely to be affected by artificial intelligence, including the trade‐off between convergent and divergent thinking, the distribution of skills within groups, and the absorptive capacity of organizations. [ABSTRACT FROM AUTHOR]

This paper approaches the role of Origami Art role in teaching Descriptive Geometry to students, future builders. Using the Art of Paper Folding in the application classes of Descriptive Geometry, we demonstrate that the acquiring of knowledge and skills in educational practice is complemented by the development of creativity, imagination, Aesthetics and team spirit. Origami turned into a source of inspiration for first-year students majoring in Civil, Industrial and Agricultural Construction to build a demountable assembly made of modular origami elements. The element is a modular triangle, made from a rectangle with a side ratio of 1:√2 known as the "Harmony Gate". The construction is original and executed on several levels, from white and colored A4 paper, whose density equals 80 g/m2. The number of origami elements used is calculated by a mathematical formula. [ABSTRACT FROM AUTHOR]

Understanding player positional roles are important for match-play tactics, player recruitment, talent identification, and development by providing a greater understanding of what each positional role constitutes. Currently, no analysis of competition technical skill data exists by player position in the Australian Football League Women's (AFLW) competition. The primary aim of the research was to use data-driven techniques to observe what positions and roles characterise AFLW match-play using detailed technical skill action data of players. A secondary aim was to comment on the application of clustering methods to achieve more interpretable, reflective positional clustering. A two-stage, unsupervised clustering approach was applied to meet these aims. Data cleaning resulted in 165 variables across 1296 player seasons in the 2019–2022 AFLW seasons which was used for clustering. First-stage clustering found four positions following a common convention (forwards, midfielders, defenders, and rucks). Second-stage clustering found roles within positions, resulting in a further 13 clusters with three forwards, three midfielders, four defenders, and three ruck positional roles. Key variables across all positions and roles included the field location of actions, number of contested possessions, clearances, interceptions, hitouts, inside 50s, and rebound 50s. Unsupervised clustering allowed the discovery of new roles rather than being constrained to pre-defined existing classifications of previous literature. This research assists coaches and practitioners by identifying key game actions players need to perform in match-play by position, which can assist in player recruitment, player development, and identifying appropriate match-play styles and tactics, while also defining new roles and suggestions of how to best use available data. [ABSTRACT FROM AUTHOR]

Museum educators increasingly face demands to evaluate the ‘value’ of non-formal learning (NF-L). This paper offers a unique international and multi-educator perspective on how informants from Portugal, Italy and the United Kingdom navigated these demands. Analysis of interview data highlighted that, although working in three different countries, most of these educators had experienced evaluation as accountability (and disciplinary) focused; employing methodologies inappropriate for evaluating NF-L and rarely team based. Drawing on a composite theoretical framework, these data led to co-constructing the Team Based Evaluation (TBE) model. Two case studies map how TBE was enacted and recommendations concerning organizational change are made. The paper concludes that, whilst set within the museum education space, TBE can be applied across evaluation contexts and micro and macro scales. Locally, TBE can mediate rich evidence and develop team working practices. Nationally and internationally, it can contribute to resetting evaluation from an accountability and disciplinary ‘machine’ to a dialogic, democratic and developmental activity.

Proprioception is important for both athletic success and the post-injury process. This study aims to examine the proprioceptive senses of team athletes and individual athletes in different branches. A total of 250 volunteer athletes from Ondokuz Mayıs University Faculty of Sports Sciences participated in the study. The athletes were selected from soccer, basketball, volleyball, handball, taekwondo, tennis, athletics and other individual branches (boxing, kickboxing, karate, wushu, muaythai). The mean age of the students was 20.44±1.73. In the study, dominant shoulder, non-dominant shoulder, dominant knee, and non-dominant knee proprioception measurements of the athletes were made. Since the data did not show a normal distribution, Kruskal Wallis test was used in comparisons between groups. Dunn’s multiple comparison test was used for subgroup comparisons. Mann Whitney U test was preferred for paired group comparisons. According to results proprioceptive sense is not differ according to gender (p>0.05). Dominant and non-dominant knee proprioceptive senses of team athletes were better than individual athletes (p0.05). Proprioceptive sense varies in athletes according to their branches.

IntroductionThe management of cancer patients follows a Diagnostic Therapeutic and Care Pathway (PDTA) approach, aimed at achieving the optimal balance between care and quality of life. To support this process, precision medicine and innovative technologies [e.g., next-generation sequencing (NGS)] allow rapid identification of genetic-molecular alterations useful for the design of PDTA-approved therapies. If the standard approach proves inadequate, the Molecular Tumor Board (MTB), a group comprising specialists from diverse disciplines, can step in to evaluate a broader molecular profile, proposing potential therapies beyond evidence levels I–II or considering enrolment in clinical trials. Our aim is to analyze the role of the MTB in the entire management of patients in our institute and its impact on the strategy of personalized medicine, particularly when all approved treatments have failed.Materials and methodsIn alignment with European and national guidelines, a panel of clinicians and preclinical specialists from our institution was defined as the MTB core team. We designed and approved a procedure for the operation of this multidisciplinary group, which is the only one operating in the Puglia region.Results and discussionIn 29 months (2021–2023), we discussed and analyzed 93 patients. A total of 44% presented pathogenic alterations, of which 40.4% were potentially actionable. Only 11 patients were proposed for enrollment in clinical trials, treatment with off-label drugs, or AIFA (the Italian pharmaceutical agency for drugs)—5% funding. Our process indicators, time to analysis, and number of patient cases discussed are in line with the median data of other European institutions. Such findings underscore both the importance and usefulness of the integration of an MTB process into the care of oncology patients.

Objective: Palliative care communication skills help tailor care to patients' goals. With a palliative care physician shortage, non-physicians must gain these serious illness communication skills. Historically, trainings have targeted physician-only groups; our goal was to train interprofessional teams. Methods: Workshops were conducted to teach palliative care communication skills and interprofessional communication. Participants completed surveys which included questions from the Interpersonal Reactivity Index, the Ekman Faces tool, the Consultation and Relational Empathy measure, open-ended questions about empathy, and measures of effective interprofessional practice. Results: Participants felt the workshop improved their ability to listen (p

AbstractTeachers’ Innovative Behavior (TIB) is increasingly important for today’s education. However, available instruments do not meet the complexity of TIB as an individual, collective, planned and unplanned construct. The aim of the present study was to construct a new instrument that meets the requirements of this complexity. We started with a compilation of the most suitable items from 12 existing questionnaires, selected by experts. After determining the most appropriate items, face-validity was investigated by interviewing primary and secondary school teachers concerning essential terminology. Lastly, with a sample of 178 primary and 159 secondary school teachers, we preliminary assessed the dimensionality of the questionnaire by means of an explorative factor analysis (EFA). The results show that the new questionnaire appears face-valid and structurally solid, but still needs to be tested in practice among large groups of teachers, in order to confirm dimensionality and other forms of validity.

PurposeTeams play a central role in the implementation of new practices in settings providing team-based care. However, the implementation science literature has paid little attention to potentially important team-level constructs. Aspects of teamwork, including team interdependence, team functioning, and team performance, may affect implementation processes and outcomes. This cross-sectional study tests associations between teamwork and implementation antecedents and outcomes in a statewide initiative to implement a standardized mental health screening/referral protocol in Child Advocacy Centers (CACs).MethodsMultidisciplinary team members (N = 433) from 21 CACs completed measures of team interdependence; affective, behavioral, and cognitive team functioning; and team performance. Team members also rated the acceptability, appropriateness, and feasibility of the screening/referral protocol and implementation climate. The implementation outcomes of days to adoption and reach were independently assessed with administrative data. Associations between team constructs and implementation antecedents and outcomes were tested with linear mixed models and regression analyses.ResultsTeam task interdependence was positively associated with implementation climate and reach, and outcome interdependence was negatively correlated with days to adoption. Task and outcome interdependence were not associated with acceptability, appropriateness, or feasibility of the screening/referral protocol. Affective team functioning (i.e., greater liking, trust, and respect) was associated with greater acceptability, appropriateness, and feasibility. Behavioral and cognitive team functioning were not associated with any implementation outcomes in multivariable models. Team performance was positively associated with acceptability, appropriateness, feasibility, and implementation climate; performance was not associated with days to adoption or reach.ConclusionsWe found associations of team interdependence, functioning, and performance with both individual- and center-level implementation outcomes. Implementation strategies targeting teamwork, especially task interdependence, affective functioning, and performance, may contribute to improving implementation outcomes in team-based service settings.

BACKGROUND: Effective teams are essential to high-quality healthcare. However, teams, team-level constructs, and team effectiveness strategies are poorly delineated in implementation science theories, models, and frameworks (TMFs), hindering our understanding of how teams may influence implementation. The Exploration, Preparation, Implementation, Sustainment (EPIS) framework is a flexible and accommodating framework that can facilitate the application of team effectiveness approaches in implementation science. MAIN TEXT: We define teams and provide an overview of key constructs in team effectiveness research. We describe ways to conceptualize different types of teams and team constructs relevant to implementation within the EPIS framework. Three case examples illustrate the application of EPIS to implementation studies involving teams. Within each study, we describe the structure of the team and how team constructs influenced implementation processes and outcomes. CONCLUSIONS: Integrating teams and team constructs into the EPIS framework demonstrates how TMFs can be applied to advance our understanding of teams and implementation. Implementation strategies that target team effectiveness may improve implementation outcomes in team-based settings. Incorporation of teams into implementation TMFs is necessary to facilitate application of team effectiveness research in implementation science.

BackgroundChildren's Advocacy Centers (CACs) use multidisciplinary teams to investigate and respond to maltreatment allegations. CACs play a critical role in connecting children with mental health needs to evidence-based mental health treatment, especially in low-resourced rural areas. Standardized mental health screening and referral protocols can improve CACs' capacity to identify children with mental health needs and encourage treatment engagement. In the team-based context of CACs, teamwork quality is likely to influence implementation processes and outcomes. Implementation strategies that target teams and apply the science of team effectiveness may enhance implementation outcomes in team-based settings.MethodsWe will use Implementation Mapping to develop team-focused implementation strategies to support the implementation of the Care Process Model for Pediatric Traumatic Stress (CPM-PTS), a standardized screening and referral protocol. Team-focused strategies will integrate activities from effective team development interventions. We will pilot team-focused implementation in a cluster-randomized hybrid type 2 effectiveness-implementation trial. Four rural CACs will implement the CPM-PTS after being randomized to either team-focused implementation (n = 2 CACs) or standard implementation (n = 2 CACs). We will assess the feasibility of team-focused implementation and explore between-group differences in hypothesized team-level mechanisms of change and implementation outcomes (implementation aim). We will use a within-group pre-post design to test the effectiveness of the CPM-PTS in increasing caregivers' understanding of their child's mental health needs and caregivers' intentions to initiate mental health services (effectiveness aim).ConclusionsTargeting multidisciplinary teams is an innovative approach to improving implementation outcomes. This study will be one of the first to test team-focused implementation strategies that integrate effective team development interventions. Results will inform efforts to implement evidence-based practices in team-based service settings.Trial registrationClinicaltrials.gov, NCT05679154 . Registered on January 10, 2023.

Football is a sport that has attracted global attention. Individuals who attend competitive football associate with teams and athletes to a point where they become ardent attendees. Post-pandemic, fans have returned in droves to watch live matches at stadiums following the relaxation of strict observance of safety protocols. The purpose of this phenomenological study was to determine the factors that prompt fans to attend matches during games by focusing on three main factors including team affiliation, sportscape and star players. We used a qualitative phenomenological approach to obtain deeper comprehension regarding factors that influence fans to crowd at stadiums to watch football. We deployed semi-structured interviews which gave us the opportunity to probe and gather relevant responses. Interviews were audio taped and transcribed to pave the way for content analysis. Results show that fan affinity and star players are prime determinants of fans' match day attendance at stadiums. Sportscape yielded mix results with some fans putting premium on sportscape but others lamented the deplorable conditions of stadium amenities such as washrooms, insecurity, and malfunctioning scoreboard on whose evidence sportscape does little to motivate them to attend matches. We recommend the need for teams to pool resources into recruitment of star players and build a groundswell of loyal fans through outstanding in-field performances to attract crowds to the stadium. [ABSTRACT FROM AUTHOR]

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