Cumulating evidence from 112 independent studies (N = 7,763 teams), we meta-analytically examine the fundamental questions of whether intrateam trust is positively related to team performance, and ...the conditions under which it is particularly important. We address these questions by analyzing the overall trust-performance relationship, assessing the robustness of this relationship by controlling for other relevant predictors and covariates, and examining how the strength of this relationship varies as a function of several moderating factors. Our findings confirm that intrateam trust is positively related to team performance, and has an above-average impact (ρ = .30). The covariate analyses show that this relationship holds after controlling for team trust in leader and past team performance, and across dimensions of trust (i.e., cognitive and affective). The moderator analyses indicate that the trust-performance relationship is contingent upon the level of task interdependence, authority differentiation, and skill differentiation in teams. Finally, we conducted preliminary analyses on several emerging issues in the literature regarding the conceptualization and measurement of trust and team performance (i.e., referent of intrateam trust, dimension of performance, performance objectivity). Together, our findings contribute to the literature by helping to (a) integrate the field of intrateam trust research, (b) resolve mixed findings regarding the trust-performance relationship, (c) overcome scholarly skepticism regarding the main effect of trust on team performance, and (d) identify the conditions under which trust is most important for team performance.
Telemedicine improves access to health care services enabling remote care diagnosis and treatment of patients at a distance. However, the implementation of telemedicine services often pose challenges ...stemming from the lack of attention to change management (CM). Health care practitioners and researchers agree that successful telemedicine services require significant organizational and practice change. Despite recognizing the importance of the "people-side" of implementation, research on what constitutes best practice CM strategies for telemedicine implementations remains fragmented, offering little cohesive insight into the specific practices involved in the change process. We conducted a systematic scoping review of the literature to examine what and how CM practices have been applied to telemedicine service implementation, spanning a variety of health care areas and countries.
Three bibliographic databases (CINAHL, PubMed, and ISI Web of Science) and four specialist telehealth journals were searched. To keep the review manageable and relevant to contemporary telemedicine technologies and contexts, the search was limited to articles published from 2008 to 2019. Forty-eight articles were selected for inclusion.
From the 48 articles, 16 CM practices were identified relating to either strategic or operational aspects of telemedicine implementations. We identify the key CM practices that are recognized in the broader CM literature as essential for successful and sustained change but are not commonly reported in telemedicine implementation studies. We draw on the CM literature to provide a comprehensive process-based, researched-informed, organizing framework to guide future telemedicine service implementations and research.
Our findings suggest that the slow rate of adoption of telemedicine may be due to a piecemeal approach to the change process, and a lack of understanding of how to plan, manage and reinforce change when implementing telemedicine services.
Most research on trust has taken a static, “snapshot” view; that is, it has approached trust as an independent, mediating, or dependent variable captured by measuring trust at a single point in time. ...Limited attention has been given to conceptualizing and measuring trust development over time within interpersonal relationships. The authors organize the existing work on trust development into four broad areas: the behavioral approach and three specific conceptualizations of the psychological approach (unidimensional, two-dimensional, and transformational models). They compare and contrast across these approaches and use this analysis to identify unanswered questions and formulate directions for future research.
Interpersonal trust is central to sustaining team effectiveness. Whilst leaders play the primary role in establishing and developing trust, little research has examined the specific leadership ...practices which engender trust toward team leaders. This study investigated the relationship between a set of leadership practices (transformational, transactional, and consultative) and members' trust in their leader, in research and development (R&D) teams. Usable questionnaires were completed by 83 team members drawn from 33 R&D project teams. Three factors together predicted 67 per cent of the variance in team members' trust towards leaders, namely: consulting team members when making decisions, communicating a collective vision, and sharing common values with the leader. Trust in the leader was also strongly associated with the leader's effectiveness. The implications of these findings for leadership development, team building and future research are discussed.
Two studies investigated the role of group allegiances in contributing to the failure of institutions to appropriately respond to allegations of child sexual abuse. In Study 1, 601 participants read ...a news article detailing an allegation of child sexual abuse against a Catholic Priest. Catholics were more protective of the accused-and more skeptical of the accuser-than other participants, an effect that was particularly pronounced among strongly identified Catholics. In Study 2 (N = 404), the tendency for Catholics to be more protective of the accused and more skeptical of the accuser than non-Catholics was replicated. Moreover, these effects held independently of the objective likelihood that the accused was guilty. Overall, the data show that group loyalties provide a psychological motivation to disbelieve child abuse allegations. Furthermore, the people for whom this motivation is strongest are also the people who are most likely to be responsible for receiving and investigating allegations: highly identified ingroup members. The findings highlight the psychological mechanisms that may limit the ability of senior Church figures to conduct impartial investigations into allegations of child abuse within the Church.
A longitudinal test of the Job Demands‐Resources (JD‐R) model of work stress and engagement (Bakker & Demerouti, 2007; Demerouti et al., 2001) was conducted in a sample of Australian university ...academics (N= 296). The aim was to extend the JD‐R model by (1) determining how well job demands (work pressure, academic workload) and job resources (procedural fairness, job autonomy) would predict psychological strain and organisational commitment over a three‐year period, and (2) incorporating longitudinal tests of reversed causation. The results of SEM analyses showed that Time 1 resources directly predicted Time 2 strain and organisational commitment, but that Time 1 demands predicted Time 2 strain only indirectly via job resources. We did not find evidence for reversed causation. We discuss possible mediators of the relationships between working conditions and work stress outcomes, and the practical implications of the results.
We propose a systemic, multilevel framework for understanding trust repair at the organizational level. Drawing on systems theory, we theorize how each component of an organization's system shapes ...employees' perceptions of the organization's trust-worthiness and can contribute to failures and effective trust repair. We distinguish the framework from prior work grounded in dyadic assumptions and propose underlying principles and a four-stage process for organizational trust repair. Finally, we explore the implications for research and practice.
Failure to adjust to a new organization has major personal, team, and organizational costs. Yet, we know little about how newcomers' pre-entry institutional assumptions influence and shape their ...subsequent socialization. To address this issue, we propose and test a model examining whether the discrepancy between newcomers' injunctive logics (pre-entry beliefs about what institutional practices ought to be) and their descriptive logics (actual experience of these institutional practices) influences the development of organizational identification, perceived organizational trustworthiness, and self-efficacy. We examined the impact of discrepant logics in a healthcare context by surveying new staff on their first day of employment and then again six weeks later (N = 264). We found that when there was a negative discrepancy between injunctive and descriptive logics (that is, when the prevailing logics did not match what newcomers thought they ought to be), organizational identification and perceived organizational trustworthiness decreased over time and consequently so did self-efficacy. The results highlight the important role of institutional logics in shaping socialization processes and outcomes soon after organizational entry. We conclude that histories and personal and professional moral codes provide a background against which newcomers evaluate their new institutional, social, and work context.
This article aims to contribute to the literature on conceptual change by engaging in direct theoretical and empirical comparison of contrasting views. We take up the question of whether naïve ...physical ideas are coherent or fragmented, building specifically on recent work supporting claims of coherence with respect to the concept of force by Ioannides and Vosniadou Ioannides, C., & Vosniadou, C. (2002). The changing meanings of force.
Cognitive Science Quarterly 2, 5–61. We first engage in a theoretical inquiry on the nature of coherence and fragmentation, concluding that these terms are not well-defined, and proposing a set of issues that may be better specified. The issues have to do with
contextuality, which concerns the range of contexts in which a concept (meaning, model, theory) applies, and
relational structure, which is how elements of a concept (meaning, model, or theory) relate to one another. We further propose an enhanced theoretical and empirical accountability for what and how much one needs to say in order to have specified a concept. Vague specification of the meaning of a concept can lead to many kinds of difficulties.
Empirically, we conducted two studies. A study patterned closely on Ioannides and Vosniadou's work (which we call a
quasi-
replication) failed to confirm their operationalizations of “coherent.” An extension study, based on a more encompassing specification of the concept of force, showed three kinds of results: (1) Subjects attend to more features than mentioned by Ioannides and Vosniadou, and they changed answers systematically based on these features; (2) We found substantial differences in the way subjects thought about the new contexts we asked about, which undermined claims for homogeneity within even the category of subjects (having one particular meaning associated with “force”) that best survived our quasi-replication; (3) We found much reasoning of subjects about forces that cannot be accounted for by the meanings specified by Ioannides and Vosniadou. All in all, we argue that, with a greater attention to contextuality and with an appropriately broad specification of the meaning of a concept like force, Ioannides and Vosniadou's claims to have demonstrated coherence seem strongly undermined. Students’ ideas are not random and chaotic; but neither are they simply described and strongly systematic.
Objectives: This study explored a new telehealth educational and development psychologist (EDP) service 10 provided as part of a multidisciplinary team to rural families. We aimed: 1) to examine the ...role and process changes made in telehealth consults compared to in-person consults, and 2) to evaluate the satisfaction of key stakeholders with the telehealth service.
Method: We used an exploratory qualitative case study design involving care observations, semi-structured interviews and satisfaction surveys. Participants were i) one EDP, four multidisciplinary team (MDT) members and six service managers 15 employed by BUSHkids, a not-for-profit health service in Queensland, Australia; and ii) 23 parents of 20 children enrolled in the service.
Results: Telepsychology involved major additions to in-person roles and processes, including the creation of a telehealth facilitator role. Key role and process changes were identified: 1) extending MDT roles to assist the EDP with clinical data collection and extending parent roles to act as co-therapists; 2) increased clinician processes focused around maintaining 20 therapeutic presence through verbal interaction strategies and creating shared virtual spaces; and 3) increased routines and documentation demonstrated in extra EDP preparation time, additional technology sub-routines, and more correspondence between team members. Service satisfaction was rated as moderate-high by the EDP, MDT, and parents.
Conclusions: Telepsychology, while requiring significant practice change, was an acceptable way to delivery educational and developmental psychology services.
Key Points
What is already known about this topic:
Emerging evidences suggests telemental healthcare for children and adolescents is comparable to in-person services in diagnostic acuracy, attainment of clinically relevant improvement, and perceived therapeutic alliance.
Evidence for telehealth adoption in pediatric populations usually focuses on clinical effectiveness, rather than psychologist experience of shifting from in-person to telehealth practice.
Preliminary evidence suggests telehealth involves significant change in clinician roles and processes.
What this paper adds:
In this rural multidiscipliniary team, the adoption of an EDP telehealth service involved the addition of a new role (telehealth facilitator) as well as multidisciplinary team and facilitator role expansion involving feeding back some clinical information to the clinician, as well as parent role expansion relating to keeping children engaged in therapy.
Additional work processes were also observed as the psychologist used verbal comments and shared virtual spaces to established their presence at a distance, and introduced new work subroutines to prepare for telehealth consults and manage telehealth technology.
Role and process changes were not observed to clinician authority or disrupt core clinical roles such as triage, intake, formulation, treatment, review or discharge.
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