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Background: All children should have the possibility to be healthy during childhood, according to the Convention on the Rights of the Child. In Sweden, the Child Health Services (CHS) support all parents and children from birth until the age of six to promote children's health and development. Some Swedish regions have introduced an extended home-visit programme, with CHS nurses and social workers visiting first-time parents together to provide parental support in collaboration. The programme aims to expand the task of promoting the child's health and increase the possibilities of discovering risk factors in families earlier. The aim of the present study is to describe the professionals' experiences of collaboration when introducing the extended home-visit programme to a broader population within the frame of a family centre. Methods: The study used a reflexive thematic qualitative approach with focus group interviews. All staff at the family centre were invited to participate: CHS nurses, social workers, and managers who worked with the extended home-visit programme. Data were collected through focus group interviews with each profession separately and analysed through reflexive thematic analysis. Results: One overarching theme emerged: A key to facilitating early support. Three connected themes – Ease for everyone on the family's terms, From working alone to becoming a team, and A matter of supporting structures – illuminated the participants' experiences. Their driving force was early detection of risk factors or needs in the family, to be able to provide support. The collaboration was enhanced by the different professional competencies complementing each other. That all were located at the family centre together was also important to facilitate collaboration. Conclusions: The extended home-visits were appreciated and experienced as useful by all participants. That a family centre organization already existed was one of the facilitators, functioning as a meeting point to expand the collaboration. The managers' support was essential, and it was experienced as positive that the organization invested resources to allow employees to participate in the development of the extended home-visit programmes. This way of working has the potential to add value for the children and families, and the CHS would benefit from using the extended home-visit programme further. [ABSTRACT FROM AUTHOR]

Abstract Background All children should have the possibility to be healthy during childhood, according to the Convention on the Rights of the Child. In Sweden, the Child Health Services (CHS) support all parents and children from birth until the age of six to promote children’s health and development. Some Swedish regions have introduced an extended home-visit programme, with CHS nurses and social workers visiting first-time parents together to provide parental support in collaboration. The programme aims to expand the task of promoting the child’s health and increase the possibilities of discovering risk factors in families earlier. The aim of the present study is to describe the professionals’ experiences of collaboration when introducing the extended home-visit programme to a broader population within the frame of a family centre. Methods The study used a reflexive thematic qualitative approach with focus group interviews. All staff at the family centre were invited to participate: CHS nurses, social workers, and managers who worked with the extended home-visit programme. Data were collected through focus group interviews with each profession separately and analysed through reflexive thematic analysis. Results One overarching theme emerged: A key to facilitating early support. Three connected themes – Ease for everyone on the family’s terms, From working alone to becoming a team, and A matter of supporting structures – illuminated the participants’ experiences. Their driving force was early detection of risk factors or needs in the family, to be able to provide support. The collaboration was enhanced by the different professional competencies complementing each other. That all were located at the family centre together was also important to facilitate collaboration. Conclusions The extended home-visits were appreciated and experienced as useful by all participants. That a family centre organization already existed was one of the facilitators, functioning as a meeting point to expand the collaboration. The managers’ support was essential, and it was experienced as positive that the organization invested resources to allow employees to participate in the development of the extended home-visit programmes. This way of working has the potential to add value for the children and families, and the CHS would benefit from using the extended home-visit programme further.

This study explores the anticipated changes in team collaboration driven by the rise of AI-reliant businesses in the metaverse. The research is motivated by the rapid technological advancements and increasing interest from major tech companies in creating shared virtual environments for distributed teams. The main objective is to investigate how team collaboration will evolve in this new context, providing insights for future metaverse team members and leaders. The qualitative study employs semi-structured, in-depth interviews in January-February 2022 with team members from the virtual world of Second Life, focusing on payment satisfaction, globalized team culture, training and learning, and fictional identities. This research period is contemporary, reflecting current trends and capabilities. The primary methods include thematic analysis of interview data to identify emerging patterns. Data is analyzed using "Dedoose", a web application for mixed methods research, and collected in several codes and subcodes that will eventually form a "code tree". Descriptive validity, interpretative validity, theoretical validity and generalizable validity were confirmed. Key findings reveal that metaverse-native teams need innovative payment methods and a focus on authentic self-expression. A globalized team culture will require balancing work and social life in virtual environments, with Corporate Social Responsibility being vital to attracting Generation Alpha. Payment satisfaction will shift towards fulfilment and unique experiences rather than just financial security, and businesses should explore alternative payment methods beyond cryptocurrency. Fictional identities will necessitate building metaverse-specific reputations for professionalism and trust. Training and learning will connect virtual and real-life scenarios, enhancing skills and quality. The study confirms that traditional collaboration models may only partially apply in augmented virtuality. These results have practical significance for businesses and professionals preparing to operate in the metaverse, offering a foundation for future research and development in virtual team collaboration.

Purpose: We aim to help better understand how organizations can develop their human capital in virtual teams through technological advances in the metaverse. To this end, we examine how virtual team collaboration with virtual reality technologies in the metaverse compares to traditional videoconferencing. Our study demonstrates how the metaverse can facilitate collaboration in virtual teams and examines the factors that are critical to successful team collaboration in the metaverse. Design/methodology/approach: We conduct a lab experiment comparing Meta Horizon Workrooms with Zoom. Using a between-subjects design, we observe virtual team collaboration in five teams. All teams solved the Lost on the Moon Exercise used by NASA to train teamwork. We collected data during and after the experiment to explore emerging collaborative behaviors based on audio and video recordings, a quantitative survey, and qualitative feedback. Findings: We find higher levels of immersion, social presence, and collaboration among team members in the metaverse. We further identify new opportunities for social interaction and greater focus on team members and shared tasks. Our study suggests that the metaverse can enable effective collaboration in virtual teams and uncovers related guidance for organizations. Originality/value: We connect the research streams on the metaverse, team collaboration, and human capital. We add empirical evidence to the largely theoretical discussion on the metaverse and explore collaboration tools for virtual teams, helping to enable effective collaboration of organizations' virtual teams. We hope to stimulate further research to unlock the full collaborative potential of the metaverse and establish the metaverse for effective development of human capital. [ABSTRACT FROM AUTHOR]

With the rapid advancement of information technology, mobile interaction technologies have emerged as a pivotal force driving educational innovation, especially in the realm of entrepreneurial education. These technologies have not only transformed the methods of acquiring and sharing knowledge but have also facilitated interaction and collaboration among learners. This investigation aims to explore how mobile interaction technologies can foster innovation in entrepreneurial education models. The focus is specifically placed on the construction of a mobile interaction-based collaborative learning team environment model oriented towards knowledge building as well as on identifying collaborative strategies that can effectively enhance entrepreneurial learning teams based on mobile localized influence networks. It has been discovered that optimizing mobile learning environments and collaborative strategies improves the quality of interaction and learning outcomes among teams, providing new pathways for entrepreneurial education. Existing research, however, lacks a comprehensive discussion on the deep integration of mobile interaction technologies with entrepreneurial education, especially in terms of systematic studies on team collaboration and the process of knowledge construction. Through theoretical exploration and empirical analysis, this manuscript aims to bridge the research gap, providing theoretical and practical support for innovation in entrepreneurial education models. This endeavor holds significant research value and practical implications. [ABSTRACT FROM AUTHOR]

Coordinating the collaboration within sub-structured teams created for large engineering projects presents several challenges. Set-based concurrent engineering (SBCE), by maintaining several candidate designs for each subproblem throughout the process, may alter the best ways to coordinate subteams in these projects, compared to point-based concurrent engineering (PBCE) processes in which only one candidate design is maintained for each subproblem. Previous studies have introduced SBCE to industry with positive results and have corroborated its stated benefits through computational study, but researchers have yet to systematically study how SBCE interacts with sub-structured teams. This work augments a multi-agent model developed to simulate and study SBCE, the Point/Set-Organized Research Teams (PSORT) platform, to model sub-structured teams with different forms of intra-subteam collaboration, including joint iteration, design sharing, or no collaboration at all. Design projects are then simulated using these collaboration methods with PBCE and SBCE conditions to investigate how SBCE affects team performance under different modes of intra-subteam collaboration. These studies find that SBCE enables nominal subteams to combine the efforts of multiple designers on individual subproblems with minimal losses, while high levels of collaboration during development are found to assist designers in overcoming design barriers, which SBCE facilitates by maintaining many design options. [ABSTRACT FROM AUTHOR]

Objective: The aim of the study was to verify if soft-skills training is an effective intervention in reducing work-related stress among miners, that is, people who run the risk of losing health and/or life due to unpredictable natural forces or human error at work. Background: The motivation for the intervention was based on Job Demands-Resources model where soft skills are job resources that help individuals to cope with or prevent high demands of the environment. The needed skills as well as work demands were first investigated and then a custom training was developed. The rationale for introducing soft-skills training into the work environment can be seen as compatible with the Human Capital Model (HCM) which is designed to stimulate positive organizational behaviour by providing an effective approach to ensure employees' adequate coping with work-related stress. Method: 96 volunteer employees were assigned to intervention (n = 48) and comparison (n = 48) groups. 16-hour tailored training covered tasks and simulation games related to communication, teambuilding, self-management and conflict resolution skills. Job Content Questionnaire, Occupational Stress Indicator (modified to fit the mining environment) and General Health Questionnaire were used in the study. A MANOVA with effect-size measures was conducted. Results: Results revealed a significant increase in decision latitude and social support for the trainees. A substantial decrease in stress was also observed, along with a significant decrease in general health problems. There were no such changes in the comparison group. Conclusions: A soft-skills training, including communication, teamwork, self-motivation and conflict-resolution skills, helped participants to cope better with the stressful environment and improved their mental health. These effects lasted three months later. Application: The intervention improved miners' psychosocial health and the strategies of coping with stress, which increased safety and health in the company. Investigating the effectiveness of such interventions included in the general Human Capital Model, as it was done in the study, might be a step forward towards building an interdisciplinary approach for health and safety and human resources. [ABSTRACT FROM AUTHOR]

Objective: We explore the relationships between objective communication patterns displayed during virtual team meetings and established, qualitative measures of team member effectiveness. Background: A key component of teamwork is communication. Automated measures of objective communication patterns are becoming more feasible and offer the ability to measure and monitor communication in a scalable, consistent and continuous manner. However, their validity in reflecting meaningful measures of teamwork processes are not well established, especially in real-world settings. Method: We studied real-world virtual student teams working on semester-long projects. We captured virtual team meetings using the Zoom video conferencing platform throughout the semester and periodic surveys comprising peer ratings of team member effectiveness. Leveraging audio transcripts, we examined relationships between objective measures of speaking time, silence gap duration and vocal turn-taking and peer ratings of team member effectiveness. Results: Speaking time, speaking turn count, degree centrality and (marginally) speaking turn duration, but not silence gap duration, were positively related to individual-level team member effectiveness. Time in dyadic interactions and interaction count, but not interaction length, were positively related to dyad-level team member effectiveness. Conclusion: Our study highlights the relevance of objective measures of speaking time and vocal turn-taking to team member effectiveness in virtual project-based teams, supporting the validity of these objective measures and their use in future research. Application: Our approach offers a scalable, easy-to-use method for measuring communication patterns and team member effectiveness in virtual teams and opens the opportunity to study these patterns in a more continuous and dynamic manner. [ABSTRACT FROM AUTHOR]

Objective: Determining the efficacy of two trust repair strategies (apology and denial) for trust violations of an ethical nature by an autonomous teammate. Background: While ethics in human-AI interaction is extensively studied, little research has investigated how decisions with ethical implications impact trust and performance within human-AI teams and their subsequent repair. Method: Forty teams of two participants and one autonomous teammate completed three team missions within a synthetic task environment. The autonomous teammate made an ethical or unethical action during each mission, followed by an apology or denial. Measures of individual team trust, autonomous teammate trust, human teammate trust, perceived autonomous teammate ethicality, and team performance were taken. Results: Teams with unethical autonomous teammates had significantly lower trust in the team and trust in the autonomous teammate. Unethical autonomous teammates were also perceived as substantially more unethical. Neither trust repair strategy effectively restored trust after an ethical violation, and autonomous teammate ethicality was not related to the team score, but unethical autonomous teammates did have shorter times. Conclusion: Ethical violations significantly harm trust in the overall team and autonomous teammate but do not negatively impact team score. However, current trust repair strategies like apologies and denials appear ineffective in restoring trust after this type of violation. Application: This research highlights the need to develop trust repair strategies specific to human-AI teams and trust violations of an ethical nature. [ABSTRACT FROM AUTHOR]

Current methods for assessing individual well-being in team collaboration at the workplace often rely on manually collected surveys. This limits continuous real-world data collection and proactive measures to improve team member workplace satisfaction. We propose a method to automatically derive social signals related to individual well-being in team collaboration from raw audio and video data collected in teamwork contexts. The goal was to develop computational methods and measurements to facilitate the mirroring of individuals' well-being to themselves. We focus on how speech behavior is perceived by team members to improve their well-being. Our main contribution is the assembly of an integrated toolchain to perform multi-modal extraction of robust speech features in noisy field settings and to explore which features are predictors of self-reported satisfaction scores. We applied the toolchain to a case study, where we collected videos of 20 teams with 56 participants collaborating over a four-day period in a team project in an educational environment. Our audiovisual speaker diarization extracted individual speech features from a noisy environment. As the dependent variable, team members filled out a daily PERMA (positive emotion, engagement, relationships, meaning, and accomplishment) survey. These well-being scores were predicted using speech features extracted from the videos using machine learning. The results suggest that the proposed toolchain was able to automatically predict individual well-being in teams, leading to better teamwork and happier team members. [ABSTRACT FROM AUTHOR]

This study explores the anticipated changes in team collaboration driven by the rise of AI-reliant businesses in the metaverse. The research is motivated by the rapid technological advancements and increasing interest from major tech companies in creating shared virtual environments for distributed teams. The main objective is to investigate how team collaboration will evolve in this new context, providing insights for future metaverse team members and leaders. The qualitative study employs semi-structured, in-depth interviews in January-February 2022 with team members from the virtual world of Second Life, focusing on payment satisfaction, globalized team culture, training and learning, and fictional identities. This research period is contemporary, reflecting current trends and capabilities. The primary methods include thematic analysis of interview data to identify emerging patterns. Data is analyzed using "Dedoose", a web application for mixed methods research, and collected in several codes and subcodes that will eventually form a "code tree". Descriptive validity, interpretative validity, theoretical validity and generalizable validity were confirmed. Key findings reveal that metaverse-native teams need innovative payment methods and a focus on authentic self-expression. A globalized team culture will require balancing work and social life in virtual environments, with Corporate Social Responsibility being vital to attracting Generation Alpha. Payment satisfaction will shift towards fulfilment and unique experiences rather than just financial security, and businesses should explore alternative payment methods beyond cryptocurrency. Fictional identities will necessitate building metaverse-specific reputations for professionalism and trust. Training and learning will connect virtual and real-life scenarios, enhancing skills and quality. The study confirms that traditional collaboration models may only partially apply in augmented virtuality. These results have practical significance for businesses and professionals preparing to operate in the metaverse, offering a foundation for future research and development in virtual team collaboration. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of the study is to evaluate the relationship between medical supervisors and residents which is pivotal for effective medical training programs. Deficiencies in resident performance can jeopardize patient care and trigger grievances from supervisors. This study delves into grievances expressed by medical supervisors against residents, identifying underlying performance deficiencies. Conducted at Lahore General Hospital, the research focuses on seven categories: Inadequate Clinical Skills and Knowledge, Unsatisfactory Humanistic Qualities and Professionalism, Quality of Medical Care, Professional Attitudes and Behaviors, Teamwork and Collaboration, Unexplained Absenteeism and Workload Management, and Attitude and Work Ethic. Methods: A 16-item questionnaire was administered to 24 supervisors (92.3% response rate) to gauge deficiencies. Prominent issues included deficient Professional Attitudes and Behaviors (91.7%), Clinical Skills and Knowledge (66.7%), and Humanistic Qualities and Professionalism (66.7%). Concerns were also noted regarding attitude and work ethic (58.35%), absenteeism and workload management (50.05%), teamwork and collaboration (50.05%), and quality of medical care (49.95%). Results: The study underscores the need for targeted interventions in training to rectify these deficiencies. Incorporating focused training modules could foster well-rounded skill development among residents while promoting teamwork and work ethic. Conclusion: Addressing deficiencies identified in this study can cultivate patient-centered physicians and elevate medical training programs. However, the study's single-institution focus and supervisor-centric perspective warrant further exploration involving resident feedback for comprehensive insights. [ABSTRACT FROM AUTHOR]

Collaboration is challenging for complex project teams that have many subteams with diverse and complementary skills that are working toward shared goals. Knowledge transfer among subteams (i.e., project-level knowledge transfer) enhances integrative collaboration and results in behavioral changes within subteams (i.e., group-level knowledge transfer). However, there is a lack of quantitative evidence about how such project-level knowledge transfer influences group-level knowledge transfer behaviors. This study examined the change in knowledge transfer behaviors along with project progress, using the energy-efficiency subteam as an example. To achieve the goal, the authors collected longitudinal email exchanges and archival project data during the delivery of a complex construction project in the state of Michigan. Social network analysis and social influence models were utilized to analyze the change of knowledge-transfer networks over time. The results confirmed that exposure to project-level knowledge transfer positively predicts the subsequent group-level knowledge transfer behaviors during project delivery, measured by eigenvector centrality. The findings provide quantitative evidence explaining the importance of knowledge transfer behaviors in project communication: project-level knowledge transfers change members' attitudes and behaviors and subsequently improve individuals' influences in their respective project subteams. In addition, opinion leaders demonstrate a certain extent of resistance to the change. [ABSTRACT FROM AUTHOR]

Being connected to the Internet through various mobile devices is pervasive in our daily professional and private lives. Yet, the way people connect, including when, with whom and through which communication channels differs, manifesting individuals' idiosyncratic connectivity patterns. In team collaboration, where individuals are dependent on each other's availability and responsiveness, differences in team members' connectivity patterns can lead to clashing expectations concerning connectivity. This, in turn, can compromise individuals' well-being and productivity and threaten team collaboration outcomes. In this paper, we address the question of how to manage connectivity in interdependent teams and align connectivity patterns to facilitate successful collaboration while at the same time safeguarding individuals' connectivity boundaries. To address this question, we conducted a qualitative case study that involved 39 semi-structured interviews with employees and members of the management board of an international consultancy headquartered in Germany. Building on concepts established in boundary theory, we coined the term "connectivity boundaries" and identified the six boundary work tactics, externalizing, accommodating, adapting, pushing, sacrificing, and enforcing that allow team members to create, maintain, temporarily change, and reclaim their connectivity boundaries and achieve team collaboration success. We developed propositions that highlight which contextual factors and goals are associated with which boundary work tactic. [ABSTRACT FROM AUTHOR]

Team collaboration is an essential component of augmentative and alternative communication (AAC) services that directly impacts outcomes for students in special schools. Given the central role of the Special Education Teacher (SET) in the AAC team, there is a need to explore and understand SETs' perceptions to support effective team collaboration. This study explored the perceptions of SETs on team working and collaboration in AAC service delivery in Ireland during a period of significant systemic change. A qualitative interview approach was utilised to explore the perceptions of five SETs working with students who use AAC in special education settings in Ireland. The dataset was analysed through the process of reflexive thematic analysis and identified four themes. Participants valued team collaboration but perceived it as inconsistent or non-existent in current practice. The impact of recent service changes on collaboration was highlighted, with all participants recognising a need for enhanced collaboration. Facilitators to collaboration identified included child centredness, shared goals, role clarity, sharing of knowledge and resources, and effective working relationships. [ABSTRACT FROM AUTHOR]

Nigeria is ranked second worldwide, after India, in reported incidences of cyberattacks. Attackers usually exploit vulnerabilities in software which may not have adequately considered security features during the development process. Agile methods have the potential to increase productivity and ensure faster delivery of software, although they tend to neglect non‐functional requirements such as security. The implementation of government policies, such as the Nigeria Data Protection Regulation (NDPR) Act 2019, impacts the security activities carried out by agile teams. Despite its significance, there is a paucity of research on security issues especially in the Agile Software Development (ASD) domain. To address this gap, a grounded theory study was conducted with 15 agile software practitioners in Nigeria. Based on our analysis of the interview transcripts, we developed a grounded theory of the security challenges confronting agile practitioners. The four challenges identified were (a) a lack of collaboration between security and agile teams; (b) the tendency to use foreign software hosting companies; (c) a poor cybersecurity culture; and (d) the high cost of building secure agile software. We used these challenges to identify gaps within the existing secure ASD and found a lack of indigenous software hosting companies in Nigeria. Our study also revealed tensions between the Nigerian regulatory environment and agile software developers' compliance. While practitioners acknowledged the government's efforts, there were concerns about the practicality of implementing such legislation. We recommend government action to increase awareness of local software hosting companies' capabilities, and closer collaboration between agile and security teams. Thus, the novel contribution of this article is the development of the policy adherence challenges (PAC) model. [ABSTRACT FROM AUTHOR]

The significance of staff engagement in organisational performance lies in the enhanced efficiency and job satisfaction experienced by engaged individuals. Sports activities have been acknowledged as effective methods for enhancing employee involvement in the workplace. These endeavours not only enhance athletic motivation but also foster a sense of teamwork, leading to a more cohesive work environment. In addition, these programmes aid in promoting the physical well-being of employees by offering stress management techniques that have the potential to enhance overall health and performance. Hence, the objective of this research is to examine the impact of athletic activities on staff engagement, specifically focusing on sports motivation and engagement, team collaboration, and the physical fitness of employees as mechanisms for managing stress. The data has been gathered from the workforce in Saudi Arabia. The researcher employed an online survey methodology. The findings of the study indicate a significant and positive correlation between sports motivation and increased staff engagement. This correlation is accompanied by notable improvements in athletic motivation and team cooperation, which serve as effective strategies for enhancing job engagement. Nevertheless, the effectiveness of sports activities in promoting employee engagement is contingent upon factors such as the industry, organisational culture, and demographic composition. The limited consideration of contextual aspects in previous research has resulted in a constraint on the generalizability of findings to various organisations. [ABSTRACT FROM AUTHOR]

The article explores the use of the Common Data Environment (CDE) in team collaboration for Building Information Modelling (BIM) projects. It emphasizes the importance of effective communication and information exchange among project participants. The CDE platform serves as a virtual space for sharing information, including the BIM model and project documentation. The article discusses the advantages and disadvantages of group collaboration using a single BIM model, and provides examples of its practical implementation in construction and engineering projects. Overall, the CDE platform offers benefits in streamlining design and collaboration processes, but also presents challenges in terms of synchronization and file formats. [Extracted from the article]

Objective To investigate the team collaboration between volunteers with COVID-19 and nurses in makeshift hospital and provide strategies for the shortage of medical care in makeshift hospital. Methods A cross-sectional study was conducted in all volunteers and nurses of unit 4.1 in makeshift hospital built in Shanghai National Exhibition and Convention Center from April 7 to May 17 of 2022 via cluster sampling. The basic situation of volunteers and nurses and their team cooperation in actual work (including work foundation, publicity and education evaluation, work content and smoothness of working together) were investigated with a self-made questionnaire. Results Questionnaires of 112 volunteers and 50 nurses were valid. Among volunteers, men accounted for 75.91% of all volunteers, mainly aged 18~45 years (77.68%). Among nurses, women account for the 78.00% of all volunteers, mainly aged 18~45 years (92.00%). 88.39% of the volunteers joined the volunteer service based on their own wills, and 93.75% had a general knowledge of COVID-19 before being officially elected. More than 70% of volunteers and nurses believed that the pre-work education was detailed. For the pre-work evaluation, a larger proportion of nurses felt that the evaluation was relatively rough. More than 50% of volunteers and nurses believed that the daily tasks were necessary and easy. However, a larger proportion of nurses believed that volunteers were not required to participate in the epidemiological investigation (26.00% vs 12.50%, Chi-square=4.536, P=0.041) and nucleic acid sampling of new patients (44.00% vs 24.11%, Chi-square=6.484, P=0.016), and that it was more difficult for volunteers to deliver three meals (40.00% vs 8.04%, Chi-square=24.032, P < 0.001) and nucleic acid sampling (38.00% vs 14.29%, Chi-square=11.478, P=0.001). For the situation of working together, there was significant difference between volunteers and nurses in the item of whether the volunteers had extra and over workload or not(Fisher=22.257, P < 0.001). For other items, both volunteers and nurses believed that it was prompt to solve problems and get along well in work. Conclusion The team collaboration between volunteers and nurses in makeshift hospital is generally good, which effectively solves the problem of shortage of medical care.

Current methods for assessing individual well-being in team collaboration at the workplace often rely on manually collected surveys. This limits continuous real-world data collection and proactive measures to improve team member workplace satisfaction. We propose a method to automatically derive social signals related to individual well-being in team collaboration from raw audio and video data collected in teamwork contexts. The goal was to develop computational methods and measurements to facilitate the mirroring of individuals’ well-being to themselves. We focus on how speech behavior is perceived by team members to improve their well-being. Our main contribution is the assembly of an integrated toolchain to perform multi-modal extraction of robust speech features in noisy field settings and to explore which features are predictors of self-reported satisfaction scores. We applied the toolchain to a case study, where we collected videos of 20 teams with 56 participants collaborating over a four-day period in a team project in an educational environment. Our audiovisual speaker diarization extracted individual speech features from a noisy environment. As the dependent variable, team members filled out a daily PERMA (positive emotion, engagement, relationships, meaning, and accomplishment) survey. These well-being scores were predicted using speech features extracted from the videos using machine learning. The results suggest that the proposed toolchain was able to automatically predict individual well-being in teams, leading to better teamwork and happier team members.

In project processes, group collaboration and project documentation management are important aspects. In order for the cooperation of all project participants to be effective, it should be based first and foremost on adequate and effective communication. All project participants should use such solutions so that they can exchange, manage and combine information quickly and efficiently throughout the entire investment process, thus providing a complete picture of the situation. To this end, it is necessary to develop a catalogue of good practices supported by a variety of examples, as well as rules for group cooperation when using a CDE-type solution. The aim of this article was to show the advantages and benefits as well as the disadvantages and limitations in group collaboration when working on a single BIM model.

An aging society is on the rise, leading to a variety of caregiving issues. The Taiwanese government has been implementing a home healthcare integration plan since 2015, aimed at integrating and forming interdisciplinary care teams with medical institutions. This study explores the internal conflict factors among hospital home healthcare team members at a district teaching hospital in Taichung, Taiwan, and it seeks a better collaboration model between them. Semi-structured in-depth interviews were conducted with seven hospital home healthcare team members. Data analysis was based on grounded theory, with research quality relying on the triangulation and consistency analysis methods. The results show that "work overload", "resource overuse", "inconsistent assessment", "limited resources", "communication cost", and "lack of incentives" are the major conflicts among the team. This study proposed the following collaboration model, including "identifying the internal stakeholders of a home healthcare team" and "the key stakeholders as referral coordinators", "patient-centered resource allocation", and "teamwork orientation". The study recommends that within a teamwork-oriented home healthcare team, its members should proactively demonstrate their role responsibilities and actively provide support to one another. Only through patient-centered resource allocation and mutual respect can the goal of seamless home healthcare be achieved. The content of the research and samples were approved by the hospital ethics committee (REC108-18). [ABSTRACT FROM AUTHOR]

Objective: The aim of this study was to examine how task, social, and situational factors shape work patterns, information networks, and performance in spaceflight multiteam systems (MTSs). Background: Human factors research has explored the task and individual characteristics that affect decisions regarding when and in what order people complete tasks. We extend this work to understand how the social and situational factors that arise when working in MTSs affect individual work patterns. Methods: We conducted a complex multi-site space analog simulation with NASA over the course of 3 years. The MTS task required participants from four teams (Geology, Robotics, Engineering, and Human Factors) to collaborate to design a well on Mars. We manipulated the one-way communication delay between the crew and mission support: no time lag, 60-second lag, and 180-second lag. Results: The study revealed that team and situational factors exert strong effects: members whose teams have less similar mental models, those whose teams prioritize their team goal over the MTS goal, and those working in social isolation and/or under communication delay engage longer on tasks. Time-on-task positively predicts MTS information networks, which in turn positively predict MTS performance when communication occurs with a delay, but not when it occurs in real-time. Conclusion: Our findings contribute to research on task management in the context of working in teams and multiteam systems. Team and situational factors, along with task factors, shape task management behavior. Application: Social and situational factors are important predictors of task management in team contexts such as spaceflight MTSs. [ABSTRACT FROM AUTHOR]

Background: Puskesmas is a primary healthcare facility that conducts chronic disease management, such as hypertension. The role of pharmacists in team collaboration includes that of managerial and clinical pharmacies. However, doctors and nurses still need to be fully aware of the role of pharmacists, particularly in clinical pharmacies. Objective: This study aimed to determine the perspectives of pharmacists, doctors, and nurses on the collaborative management of hypertension in health centres across the Central Lombok Regency. Methods: observational qualitative method with a maximum variation sampling technique was used. Data saturation was achieved after interviewing 27 participants between April and June 2023. Participants were pharmacists, doctors, and nurses responsible for managing hypertension in the selected primary healthcare centers. Results: Five main themes were identified. The first was a perspective on pharmacists’ managerial and clinical pharmacy roles. Almost all participants agreed that pharmacists played more roles in ensuring the availability of hypertension drugs than clinical pharmacies. Four themes were derived from a conceptual framework related to team readiness to collaborate: cognitive, affective/relational, behavioral, and leadership aspects. In general, doctors and nurses need to be made aware of pharmacists' role in the area of clinical pharmacy; meanwhile, pharmacists need to improve their clinical pharmacy knowledge. Meanwhile, team collaboration has not run optimally because each team member works individually rather than as a team member. Conclusion: Pharmacists need to improve their clinical pharmacy role, be more involved in team collaborations, and be more engaged in team collaborations; efforts are required to prepare for team collaboration. [ABSTRACT FROM AUTHOR]

Abstract Background Team cohesiveness and collective efficacy have been construed as important characteristics of a high-functioning team. However, the psychological mechanism through which they promote positive outcomes remains unknown. Understanding this psychological process is important to teachers and programme implementers to yield actionable interventions that can be used to craft effective practices for optimizing team outcomes. This is especially true in interprofessional education (IPE) in medical education, where a team-based approach to patient management is promoted. Drawing from the social-cognitive theory, we examined a hypothesized model where team cohesiveness predicts collaboration outcomes (teamwork satisfaction, overall satisfaction with the team experience, and IPE goal attainment) via collective efficacy. Methods We used data from Chinese medicine, medicine, nursing, and social work students in Hong Kong (n = 285) who were enrolled in IPE. They were invited to respond to scales in two time points. We performed mediation analysis using structural equations modelling to test the indirect effect model: team cohesiveness → collective efficacy → outcomes. Results Results of structural equation modelling revealed that collective efficacy fully mediated the relationships between team cohesiveness and all three team outcomes, providing support for the hypothesised model [RMSEA = 0.08, NFI = 0.90, CFI = 0.93, IFI = 0.93, TLI = 0.93]. Team cohesiveness predicted the achievement of collaboration outcomes via collective efficacy. Conclusion The findings demonstrated the important roles of team cohesiveness and collective efficacy in promoting successful team collaboration. Team cohesiveness predicted collective efficacy, and collective efficacy, in turn, predicted collaboration outcomes. This study contributed to theorising the pathways towards successful team collaboration outcomes.

The purpose of this study is to examine the association between hybrid work models and team collaboration and team engagement by measuring collaboration and engagement across hybrid and non-hybrid work models. Data from 100 respondents were obtained from working professionals through convenient sampling. The study also aims to uncover any differences in team collaboration and team engagement with respect to gender. The findings demonstrate that there exists a significant difference (t value=0.705) in team collaboration and team engagement (t value=1.532) between Hybrid and Non-Hybrid work models, proving that team collaboration and team engagement is higher in hybrid work model. The research also points out that there is no significant association between gender and team collaboration. These findings suggest that a hybrid work model creates scope for better team collaboration and engagement as opposed to non-hybrid work models. Further, the study also explores cognate areas like communication mediums and corresponding efficiency in terms of team collaboration, uncovers reasons as to what influences employees to choose remote or in-office work modes, and finds how individual freedom of choice in deciding work mode has an influence on team collaboration and team engagement. [ABSTRACT FROM AUTHOR]

Most organizations rely on strong, effective groups and teams to operate. Many theories and models related to teams and team development exist. However, Tuckman and Jensen’s (1977) model of group development is still the most used (Fritz et al., 2005). In this article, we outline the five stages of small-group development (Tuckman & Jensen, 1977). Team members and leaders can use this model to improve their effectiveness (Burns, 1995). In the Leading Teams series, we discuss each stage in depth and provide actions leaders can use to guide their teams through each stage.

Background: The communication processes between different stakeholders in outpatient palliative care face challenges when multiprofessional teams want to keep each other updated on patient information. Meanwhile, the software market offers different tools to connect these teams in real-time to improve communication. In the research project ADAPTIVE (Impact of Digital Technologies in Palliative Care), we investigated how information and communication technology affects collaboration and work in multiprofessional teams and what advantages and disadvantages the use of said software might entail. Methods: We conducted 26 semi-structured interviews between August and November 2020 with general practitioners (n = 8), palliative care nurses (n = 17), and a pharmacist (n = 1). They were conducted in a hybrid format, meaning that both face-to-face interviews and telephone interviews were carried out. Subsequently, we analyzed the interviews following the qualitative content analysis according to Kuckartz. Results: Information and communication software has the potential to enable faster communication and delegation of tasks and to simplify communication and task management between providers. Furthermore, it creates the opportunity to decrease unnecessary supervision of duties and responsibilities for physicians in multiprofessional teams. Therefore, it allows facilitating the collaboration between multiprofessional teams that work independently of each other but care for the same patients. All providers have the same knowledge about their patients without time-consuming coordination such as phone calls or search processes in paper documentation. On the other hand, mishandling, poor Internet connection, and unfamiliarity with various features can diminish these benefits. Conclusion: Even though the use of such software offers many advantages, these advantages only reveal themselves if the software is used as it was intended by the developers. Misuse and unawareness of the individual functions can lead to the full potential not being realized. The software developers frequently offer specialized training, and the multiprofessional teams should utilize that to improve team communication, facilitate tasks, and allow physicians to delegate tasks. Trial registration: The study is registered in the German Clinical Trials Register (DRKS): https://www.drks.de/drks%5fweb/navigate.do?navigationId=trial.HTML&TRIAL%5fID=DRKS00021603 (Registration number: DRKS00021603; date of first registration: 02/07/2020). [ABSTRACT FROM AUTHOR]

Anesthesia technicians play a crucial yet often overlooked role in the operating room, supporting anesthesiologists and ensuring the safe delivery of anesthesia during surgical procedures. This abstract highlights the key responsibilities and contributions of anesthesia technicians, including preparation and setup, patient monitoring, assistance to anesthesiologists, emergency response, equipment maintenance, and team collaboration. [ABSTRACT FROM AUTHOR]

• Developed a Murder Mystery Games-based learning method for healthcare professionals to simulate emergency scenarios and enhance response capabilities. • Proposed design principles for Murder Mystery Games tailored to healthcare professionals, creating twelve emergency-themed scripts. • Designed an evaluation framework with five dimensions and nineteen indicators to comprehensively assess and validate the emergency capabilities of healthcare professionals. • Enhanced healthcare professionals' emergency response, decision-making, teamwork, and emotional support through role-playing and situational simulations. Enhancing the emergency competencies of healthcare professionals is essential for ensuring patient safety, optimizing emergency response efficiency, and fostering effective team collaboration. However, traditional simulation-based methods often struggle to accurately replicate real-life emergencies, resulting in outcomes that may not fully reflect actual performance, thereby undermining their effectiveness in training and developing the critical skills needed for emergency situations. This study evaluated the effectiveness of using murder mystery games (MMGs) as a gamified learning method to enhance the emergency competencies of healthcare professionals. Twelve scripts of emergency scenarios were developed for the MMGs, and five assessment scales were established, covering emergency response, scenario decision-making, team collaboration, emotional support, and human care. Questionnaire data were analyzed between the experimental and control groups using Chi-square tests for five dimensions and nineteen indicators of emergency competencies. The performance of the experimental group in emergency response and emotional support was significantly higher than that of the control group (P< 0.001). The experimental group also showed notable excellence in scenario decision-making, team collaboration, and human care (P< 0.005). Emergency capabilities can be significantly enhanced through murder mystery games, providing robust support for improving the quality of medical services. [ABSTRACT FROM AUTHOR]

Objective: To provide insights for organizations that must rapidly deploy teams to remote work. Background: Modern situations, such as the COVID-19 pandemic, are rapidly accelerating the need for organizations to move employee teams to virtual environments, sometimes with little to no opportunities to prepare for the transition. It is likely that organizations will continually have to adapt to evolving conditions in the future. Method: This review synthesizes the literature from several sources on best practices, lessons learned, and strategies for virtual teams. Information from each article deemed relevant was then extracted and de-identified. Over 64 best practices were independently and blindly coded for relevancy for the swift deployment of virtual teams. Results: As a result of this review, tips for virtual teams undergoing rapid transition to remote work were developed. These tips are organized at the organization, team, and individual levels. They are further categorized under six overarching themes: norm setting, performance monitoring, leadership, supportive mechanisms, communication, and flexibility. Conclusion: There is a significant deficit in the literature for best practices for virtual teams for the purposes of rapid deployment, leaving it to organizations to subjectively determine what advice to adhere to. This manuscript synthesizes relevant practices and provides insights into effective virtual team rapid deployment. [ABSTRACT FROM AUTHOR]

Background: Team cohesiveness and collective efficacy have been construed as important characteristics of a high-functioning team. However, the psychological mechanism through which they promote positive outcomes remains unknown. Understanding this psychological process is important to teachers and programme implementers to yield actionable interventions that can be used to craft effective practices for optimizing team outcomes. This is especially true in interprofessional education (IPE) in medical education, where a team-based approach to patient management is promoted. Drawing from the social-cognitive theory, we examined a hypothesized model where team cohesiveness predicts collaboration outcomes (teamwork satisfaction, overall satisfaction with the team experience, and IPE goal attainment) via collective efficacy. Methods: We used data from Chinese medicine, medicine, nursing, and social work students in Hong Kong (n = 285) who were enrolled in IPE. They were invited to respond to scales in two time points. We performed mediation analysis using structural equations modelling to test the indirect effect model: team cohesiveness → collective efficacy → outcomes. Results: Results of structural equation modelling revealed that collective efficacy fully mediated the relationships between team cohesiveness and all three team outcomes, providing support for the hypothesised model [RMSEA = 0.08, NFI = 0.90, CFI = 0.93, IFI = 0.93, TLI = 0.93]. Team cohesiveness predicted the achievement of collaboration outcomes via collective efficacy. Conclusion: The findings demonstrated the important roles of team cohesiveness and collective efficacy in promoting successful team collaboration. Team cohesiveness predicted collective efficacy, and collective efficacy, in turn, predicted collaboration outcomes. This study contributed to theorising the pathways towards successful team collaboration outcomes. [ABSTRACT FROM AUTHOR]