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Info and Chapters
Decision Analysis for Healthcare Managers
Farrokh Alemi, PhD
David H. Gustafson, PhD

Chapter 6: Modeling Group Decisions
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Companion Items

Learning Tools
Listen to a narrated presentation on effective teamwork
Download slides on effective teamwork
Websites of Interest
Google Scholar list of recent publications on team effectiveness
Google Scholar list of recent publications on creating cohesion through changes in group processes
List of articles on enhancing quality improvement team effectiveness
List of articles on assessing a team’s potential problem-solving skills
Additional Readings
Alemi, F., F. K. Safaie, and D. Neuhauser. 2001. “A Survey of 92 Quality Improvement Projects.” Joint Commission Journal on Quality and Improvement 27 (11): 619–32. Teams are notorious for taking too much time to come to resolutions. Many complain about meetings in which the task is lost because of one member's diversion from the topic. This article addresses what needs to be done to make improvement teams more effective.
Grumbach, K., and T. Bodenheimer. 2004. “Can Health Care Teams Improve Primary Care Practice?” JAMA 291 (10): 1246–51. This article defines clinical teams and discusses the literature on what makes them effective.
Martins, L. L., L. L. Gilson, and M. T. Maynard. 2004. “Virtual Teams: What Do We Know and Where Do We Go From Here?” Journal of Management 30 (6): 805–35. This article contains a discussion on teamwork among groups that do not meet face to face.
Mitchell, G., C. Del Mar, and D. Francis. 2002. “Does Primary Medical Practitioner Involvement with a Specialist Team Improve Patient Outcomes? A Systematic Review.” British Journal of General Practice 52 (484): 934–9. This article provides evidence regarding what happens if team members do not work well together.
Rotondi, A. J. 1999. “Assessing a Team’s Problem Solving Ability: Evaulation of the Team Problem Solving Assessment Tool.” Health Care Management Science 2 (4): 205–14. Teams do not always perform better than individuals. Performance of teams depend on a number of factors, including complexity of the task, the pool of ideas present, and the methods used to facilitate the meeting. In 1999, Rotondi interviewed experts in group processes and constructed a contingent model of when is it appropriate to use various group techniques.