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Working within a Team
Published in Danielle L. Terry, Michelle E. Mlinac, Pamela L. Steadman-Wood, Providing Home Care for Older Adults, 2020
Pamela L. Steadman-Wood, Kimberly E. Hiroto, Harriette Grooh
Providing integrated home care services to older adults can be both rewarding and challenging. MH providers take on many roles within the team and are often trained with the skills to enhance team functioning. A cohesive, knowledgeable, and trusting team is the key to doing this work successfully and achieving the best outcomes for the patient, families, and home care staff. While achieving this often takes time, the MH provider can make significant contributions to affect team functioning and improve the lives of home care patients.
Social Psychology
Published in Mohamed Ahmed Abd El-Hay, Understanding Psychology for Medicine and Nursing, 2019
Any group has two important dimensions: structure and cohesiveness (Forsyth, 2010). Group structure consists of the network of roles, communication pathways, and power in a group. Some groups are organized and have a high degree of structure, such as an army or an athletic team, while some groups may or may not be very structured, e.g., friendship. Group cohesiveness refers to the degree of attraction or the strength of desire to remain in among group members. Members of cohesive groups usually stand or sit together, pay more attention to one another, show more signs of mutual affection, and their behavior tends to be coordinated (Chansler, Swamidass, & Cammann, 2003). Cohesiveness is the basis of much of the power that groups exert over their members, e.g., therapy groups, businesses, or sports teams seek to increase cohesion because it helps people work better when together (Craig & Kelly, 1999; Marmarosh, Holtz, & Schottenbauer, 2005). Cohesiveness is particularly strong for groups with which a person mainly identifies (in-groups). In-groups are usually defined by a combination of prominent social dimensions, such as nationality, ethnicity, age, education, religion, income, political values, gender, sexual orientation, and so forth. People tend to exaggerate differences between members of out-groups and their own groups. They tend to attribute positive characteristics to their in-group and negative qualities to out-groups.
Complex scenarios
Published in Peter Tate, Francesca Frame, The Doctor's Communication Handbook, 2019
Teamworking is a key part of functioning within a cohesive health service (or the aspiration of one anyway) and has long been part of the role of all doctors, in both primary and secondary care. However, this is now going further than ever before, and the traditional work of a doctor – seeing patients – is increasingly done by other allied health professionals. Both primary and secondary care services are evolving, and in primary care the development of larger, at-scale organisations, has produced a diversification of the traditional patient contact to match that in hospitals, or even exceed it.
A Ten-Year Review of Treating Active Duty Military Service Members in a Gold-Standard Western Region Military Intensive Outpatient Program
Published in Military Behavioral Health, 2021
Tasha Rasolkhani-Kalhorn, Christopher W. Sheppard
Ideally, there are several reasons why IOPs are appropriate for treatment with military populations; foremost comes from the military’s natural organization (Weiss & Coll, 2011). At the lowest level, ADSMs are organized in groups of four to twelve people; combining those groups form the units which form the companies and so on that create the military structure. A vital component of these group formations is based on interpersonal cohesion (Manglesdorff, 1999; Manning, 1991). As such, the cohesion enforced at the lowest group level (also known as the team or squad) is the primary enabler purported by military leaders to maintain influence and order (Kirke, 2010; Siebold, 2007). Cohesion is considered the vital component motivating members within a unit of people to “stick-together” as means of achieving goals under intense or dangerous situations, all the while avoiding individual feelings that he or she is alone in the group treatment process (Bledin, 2003). Disruption to this cohesion (i.e. in the form of an inpatient hospitalization), could negatively impact the ADSM requiring higher-level of care, as well as the unit overall.
The Relationship between Resilience Resources and Long-Term Deployment-Related PTSD Symptoms: A Longitudinal Study in Dutch Veterans
Published in Military Behavioral Health, 2021
Wim Kamphuis, Roos Delahaij, Jacco Duel, Elbert Geuze, Eric Vermetten
Team cohesion refers to the strength of internal bonds between team members. During deployments, service members need to be able to fall back on their team for emotional and instrumental support. Research has shown that cohesive teams are more supportive and buffer the negative effects of deployment demands on well-being and health (Breslau et al., 2016; Iversen et al., 2008; Jones et al., 2012; Oliver et al., 1999). Indeed, several studies have shown that team cohesion is negatively related to PTSD symptoms (Anderson et al., 2019; Dickstein et al., 2010; Han et al., 2014). As deployment is a unique military experience, we propose that the need for social bonding with former team members continues to play an important role after deployment (see e.g., Mouthaan et al., 2005). When social support declines due to changing teams and reduced cohesion among team members, this might contribute to a resource loss cycle (Anderson et al., 2019).
Advancement of a Conceptual Framework for Positional Competition in Sport: Development and Validation of the Positional Competition in Team Sports Questionnaire
Published in Journal of Applied Sport Psychology, 2021
Sebastian Harenberg, Harold A. Riemer, Kim D. Dorsch, Erwin Karreman, Kyle F. Paradis
Two emergent states are included in the model (yet others may exist): cohesion and conflict. Cohesion has been defined as “a dynamic process that is reflected in the tendency of a group to stick together and remain united in pursuit of its instrumental objectives and/or for the satisfaction of member affective needs” (Carron, Brawley, & Widmeyer, 1998, p. 213). Cohesion is manifested in social (i.e., attraction to group/integration in group for interpersonal and affective activities and behaviors) and task (i.e., attraction to group/integration in group for instrumental objectives and behaviors) components. In the organizational literature, Tjosvold, Johnson, and Johnson (2003) suggested that the quality of the relationship between competitors in interdependent settings plays a central role in the constructiveness of competition. Accordingly, cohesion is an integral team process that may be associated with positional competition in sport (Harenberg et al., 2016a). As such, cohesion is integrated as an emergent state influencing the processes of positional competition.