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BACKGROUND: Improving communication and collaboration among doctors and nurses can improve satisfaction among participants and improve patients' satisfaction and quality of care.

OBJECTIVE: To determine the impact of a multidisciplinary intervention on communication and collaboration among doctors and nurses on an acute inpatient medical unit.

AIMS: The aim of this study was to measure the degree of similarity of attitudes on collaboration between nurses and junior doctors (known as residents in the United States) in the ICU.

BACKGROUND: Existing research shows that nurses and physicians view the amount of teamwork they experience in the ICU differently though the attitudes of junior doctors and critical care nurses on collaboration remain unknown.

Residency training in physical medicine and rehabilitation may not contain a formal curriculum in geriatric patient care. A multidimensional geriatric curriculum to third and fourth year physical medicine and rehabilitation residents was implemented to enhance their knowledge in and attitude toward geriatrics. The curriculum consisted of a 12-wk clinical rotation at various sites of geriatric care including outpatient geriatric clinic, skilled nursing facility, continuing care retirement community, and home visits.

Summary Findings from an exploratory factor analysis on the 21 item 'attitudes towards health care teams' (Heinemann et al. , 1999) are reported. Using data collected as part of an innovative educational program on geriatric team training program in the United States we report an exploratory factor analyses for 913 student trainees. The geriatric interdisciplinary team training (GITT) program funded by a United States philanthropic foundation, The John A. Hartford Foundation of New York City, requires medicine, nursing, and social work students to learn about geriatric teams.

BACKGROUND: The PELICAN Multidisciplinary Team Total Mesorectal Excision (MDT-TME) Development Programme aimed to improve clinical outcomes for rectal cancer by educating colorectal cancer teams in precision surgery and related aspects of multidisciplinary care. The Programme reached almost all colorectal cancer teams across England. We took the opportunity to assess the impact of participating in this novel team-based Development Programme on the working lives of colorectal cancer team members.

OBJECTIVE: To evaluate a new tool to assess emergency physicians' non-technical skills.

STUDY OBJECTIVE: Nontechnical skills are "the cognitive, social and personal resource skills that complement technical skills, and contribute to safe and efficient task performance." Our research team developed and evaluated the task of developing and validating a behavioral marker system for the observational assessment of emergency physicians' nontechnical skills.

INTRODUCTION: In this study designed with adequate statistical power to detect relevant training effects, investigators evaluated Crisis Resource Management (CRM) training during a simulated patient crisis. This study is guided by the Team Effectiveness Conceptual Model by Kozlowski and Ilgen.

BACKGROUND: Non-technical skills are critical for good anaesthetic practice but are not addressed explicitly in normal training. Realization of the need to train and assess these skills is growing, but these activities must be based on properly developed skills frameworks and validated measurement tools. A prototype behavioural marker system was developed using human factors research techniques. The aim of this study was to conduct an experimental evaluation to establish its basic psychometric properties and usability.

The perceived relationship between primary care physician compensation and utilization of medical services in medical groups affiliated with one or more among six managed care organizations in the state of Washington was examined. Representatives from 67 medical group practices completed a survey designed to determine the organizational arrangements and norms that influence primary care practice and to provide information on how groups translate the payments they receive from health plans into individual physician compensation.