Gap analysis of strategies for promoting interprofessional teams in healthcare units

Gap analysis of strategies for promoting interprofessional teams in healthcare units | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article Gap analysis of strategies for promoting interprofessional teams in healthcare units Reza Salehi, Iravan Masoudi Asl, Hasan Abolghasem Gorji, Hojatolah Gharaee This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-3967537/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Introduction The effectiveness of a healthcare unit is largely dependent on how well its interprofessional teams work together. Unfortunately, there are often shortcomings in the strategies used to improve these teams. To address this issue, a study was conducted to analyze the performance gap in the area of strategies for promoting work teams in healthcare units. Method In this study, a mixed-method approach was utilized to systematically review qualitative and quantitative studies focused on identifying strategies for enhancing interprofessional teams in healthcare units. The researcher employed an Importance-Performance Analysis (IPA) to evaluate the effectiveness of strategies aimed at improving interprofessional teams in four specialized clinical training centers located in Hamadan province, Iran. Fining This research conducted a systematic review to identify the necessary dimensions and components to enhance interprofessional teamwork in health systems. A gap analysis was then carried out to evaluate strategies for promoting interprofessional teams in medical centers. Based on the systematic review, the solutions for promoting interprofessional teams were categorized into seven categories, including contextual, strategic, communication, organizational, individual, Human Resources Management (HRM), and environmental aspects. These categories consist of a total of 36 components. The gap analysis results indicate that the HRM aspect shows the largest performance gap (1.243), followed by the organizational aspect (0.588), the individual aspect (0.499), and finally, the contextual aspect (0.496). The HRM aspect has been identified as an area of weakness despite its high importance and its performance is significantly below the ideal level. On the other hand, the environmental aspect is relatively less important and falls under the category of resource wastage. Some critical components such as incentives/rewards/attention to workforce needs, roles and responsibilities, financial resources to support work, facilitate team-initiated innovation and the culture of respect fall under the weak area. Conclusion Implementing teamwork in healthcare can be challenging due to the complexity of structures and the involvement of various specialist employees. However, with the right strategies and tools, these barriers can be overcome, leading to an improvement in the quality of healthcare and ensuring the health of the community. The IPA tool allowed for the identification of weak points, wasted resources, and acceptable areas to improve interprofessional teamwork in medical centers. Teamworking healthcare Gap Analysis Importance-Performance Analysis Systematic Review Figures Figure 1 Figure 2 Figure 3 Figure 4 Introduction The significance of interprofessional teams in healthcare has gained momentum in recent times [ 1 ]. These teams comprise diverse professionals who work in tandem to deliver superior care to patients. Research indicates that effective collaboration among these professionals can enhance clinical practice and elevate patient outcomes [ 2 ]. The value of teamwork extends beyond healthcare, as it is also crucial in organizational environments where employees work together to attain shared objectives while prioritizing the interests of their organization [ 3 ]. On the other hand, Healthcare providers are facing multiple challenges due to biomedical and technological advancements, changing public perceptions, shortage of healthcare workforce, increasing costs, and the rising prevalence of chronic diseases [ 4 ]. These factors are causing a transformation in the organizational structures of healthcare, with a renewed focus on collaboration. For example, The COVID-19 pandemic has further highlighted the importance of healthcare teams in providing safe and effective services. To reduce the transmission of the virus and ensure continuity of services, there is a growing need for innovative healthcare solutions and faster changes in interprofessional teams worldwide [ 5 ]. At the start of each shift, healthcare teams convene to discuss patient matters, safety protocols, and operational updates [ 6 ]. These professional conversations cultivate a culture of communication and collaboration, strengthening working relationships and ultimately improving efficiency. By creating time and space for such exchanges, healthcare teams enhance their capacity to eliminate patient harm and uphold the highest standards of care [ 6 ]. Research has found that patients and healthcare providers experience greater satisfaction when working together as a team [ 7 , 8 ]. In recent years, healthcare organizations have shifted away from the traditional hierarchical model of treatment staff towards a more collaborative and horizontal team structure that emphasizes accountability [ 9 ]. The healthcare industry recognizes the importance of teamwork and the Code of Professional Conduct for Nurses stresses the need for nurses to work closely with others in a team [ 10 ]. Consequently, there has been a notable increase in team building training and efforts to promote a culture of teamwork within the healthcare sector over the past decade [ 11 ]. The quality of teamwork in health care systems plays a crucial role in how these systems affect people's lives [ 12 ]. While effective teamwork can greatly improve organizational performance, research shows that some organizations struggle to create successful teams that meet their needs, leading to challenges in team activities [ 13 ]. Communication between health professionals from different disciplines is complex and requires careful management [ 4 ]. While teamwork can benefit patients, health systems, and health workers, it can also lead to conflict and negatively impact health services if not managed effectively. Lately, there has been a surge in the number of instances where healthcare professionals from different disciplines have been at odds with each other in the workplace [ 14 ]. These conflicts can be quite disruptive and are encountered across all levels of healthcare delivery. In severe cases, they can even escalate to physical altercations between interdisciplinary professionals [ 4 ]. While there is a growing body of literature on teamwork in healthcare settings, particularly in developed countries and there are unique opportunities to contribute to the science of team building in medical units [ 12 ], there has been little research on optimizing team collaboration in treatment units in developing countries where collaboration pressures may be more prevalent [ 4 ]. By identifying the effective components of teamwork improvement, researchers and organizational psychologists can make a positive impact on this evolving industry for both those who work in it and the people whose health depends on it. As such, this research aims to analyze the gaps in strategies for promoting interprofessional teams in healthcare units. Materials and Methods This study utilized a mixed-method approach to systematically review qualitative and quantitative studies aimed at identifying strategies for improving interprofessional teams in healthcare units. The researcher employed an Importance Performance Analysis (IPA) to evaluate the current and desired situation in four specialized clinical training centers, in Hamadan province, Iran. The study's required information was extracted from PubMed, Scopus, Web of Science, and ScienceDirect databases using relevant keywords such as "Team*", "Health*", "Challenge*", "Barrier", "Hospital", and "Medicine". Inclusion criteria consisted of articles that identified the components of teamwork in health organizations, while exclusion criteria included non-English publications, books, conferences, letters, errata, meeting abstracts, notes, short surveys, and reviews. The study also excluded articles or materials that did not result from research work, such as personal opinions or hypotheses. Evaluation of the quality Two evaluators utilized the STROBE checklist [ 15 ] to assess the reporting quality of articles extracted from the designated databases using the provided keywords. The initial evaluation was conducted on 5 articles by the two evaluators to reach a consensus. Subsequently, each evaluator assessed the remaining articles independently, and if any uncertainty arose, a third party with greater expertise in methodological matters was consulted. Data extraction To begin the data extraction process, a form is created that includes essential details such as the author's name, publication year, study location, objective, study type, participants, health system area under investigation, and findings. Initially, three articles were used to experimentally extract data and address any issues with the form. All published articles and reports were considered for selection, regardless of the time frame, as long as they met the input criteria. After eliminating articles based on exclusion criteria, a total of 48 relevant articles were reviewed in detail. The extracted research was organized and criteria were applied using Endnote X9 software. Important-Performance Analysis The IPA technique is a derivative of gap analysis, which was first introduced by John Martilla and John James in 1977 [ 16 ]. The technique is widely recognized as an effective tool for evaluating an organization's competitive position, identifying areas for improvement, and designing strategies that enable the provision of targeted services [ 17 ]. The analysis is presented in a two-dimensional network comprising of four distinct quadrants, each with a specific strategy that can aid the decision-making process. This matrix serves as a vital resource for understanding the level of priority for various indicators. In Fig. 1 , the IPA is divided into four areas based on the importance and current performance of each indicator. The first quadrant . is the area of weakness or deficiency, and it consists of variables that have high importance but low performance. This indicates the weak points of the organization and highlights priorities for improvement and investment. The second quadrant . is the acceptable or optimal area, and it consists of variables that have high importance and high performance. This indicates the strengths and competitive advantage of the organization, and it is recommended to maintain the current strategy. The third quadrant . is the area of indifference or low priority, and it consists of variables that have low performance but high importance. While the current situation is not considered a threat, it is not necessary for survival. Therefore, it is advised to ignore and not invest. The fourth quadrant . is the area of waste of resources or the focus of attention, and it consists of variables that have low importance but high performance. This indicates the waste of resources allocated to these characteristics, and it is recommended to make better use of the available resources in another field. Being in this area requires immediate action. Data analysis in the performance gap analysis section was done through SPSS 19 and Microsoft Excel 2019 software. Results According to the PRISMA flow chart (Fig. 2 ), among the 2569 related articles found, 739 duplicate articles have been removed, then 244 studies have been excluded based on the type of work, and 1586 articles are left to review the title. After reviewing the titles, 1035 unrelated studies were excluded based on the exclusion criteria, and 551 studies were evaluated based on the abstract text in the next step. In this step, 212 studies were excluded from the study, and 339 studies were left to review the entire text. Based on the exclusion criteria, 48 articles related to the objectives of the study were included and fully reviewed. The characteristics of the reviewed articles are given in (Table 2 ). Table 1 Systematic Review of research literature Researcher Title Method Facilities 1 [ 18 ] Barriers and facilitators of Canadian quality and safety teams A mixed-methods (surveys and interviews) Management/supervisor leadership; Board/senior leadership support; Multidisciplinary team membership; Clinician buy in; Data availability and IT; Time availability to meet with the team; Financial resources to support work 2 [ 19 ] Exploring interprofessional teamwork at a tertiary public hospital A qualitative, descriptive, exploratory study design Increased human resources; Communication technology; Respect; Relationship building 3 [ 20 ] Analyzing partnership and synergy in a global health alliance The Bergen Model of Collaborative Functioning Partnership's mission; Partner resources (skills, expertise and networks); Leadership; The external environment; Management systems; Communication 4 [ 21 ] How To Achieve Effective Teamwork Exploratory qualitative study Competent leadership; Supporting the leaders to improve their leadership traits; Creating an effective communication atmosphere; Structured team meetings to give everyone the right to speak; Establishing an information flow to improve collaboration; Supporting team members financially and for personal development; Improving personal characteristics (respectfulness; being tolerant and unprejudiced, flexibility, ability to listen, openness toward criticism); Reducing financial problems 5 [ 22 ] Implementing enhanced training, management and monitoring of primary healthcare outreach teams Mixed-methods evaluation Ongoing supportive supervision; Optimized program management; Financial and non-financial incentives to enhance motivation 6 [ 23 ] Performance of quality improvement teams and associated factors in selected regional referral hospitals Self- administered questionnaires Training; Communication; Roles and responsibilities; Team size and composition; Self-assessment and learning; Management support; Team cohesiveness 7 [ 24 ] Dealing with aggressive behavior within the health care team: a leadership challenge qualitative methodology (semi-structured in-depth interviews) Additional education around communication and team interaction 8 [ 25 ] Flexible implementation and integration of new team members to support patient-centered care Key informant interviews High physician engagement; Local leadership facilitation 9 [ 26 ] How middle managers facilitate interdisciplinary primary care team functioning Semi-structured interviews Clarify roles and responsibilities; Set expectations; Provide coverage strategies; Support conflict resolution; Facilitate team-initiated innovation. 10 [ 27 ] Conflict on interprofessional primary health care teams - can it be resolved? In-depth interviews Open and direct communication; A willingness to find solutions; Showing respect Humility 11 [ 28 ] Health care as a team sport? Structure of leadership; Roles; Organizational commitment 12 [ 29 ] Achieving Continuity of Care: Facilitators and Barriers in Community Mental Health Teams Semi-structured interviews Teamwork support; Team leadership/decision-making; Communication in Team and managers. 13 [ 30 ] Barriers and facilitators to implementing an urban co-responding police-mental health team Content analysis of qualitative focus groups Team building exercises. 14 [ 31 ] Nurses' perceptions of multidisciplinary team work in acute health-care Direct observation Acquisition of team-playing skills 15 [ 32 ] An Interprofessional Team Performance Training Program for the Care of Vulnerable Patients in the Ambulatory Setting Inductive coding and comparison Meeting practices (standardizing time and processes for collaborative care using checklists); Understanding team members' roles and responsibilities, and how to improve care; Building humanistic relationships with patients and team members, and communicating respectfully. 16 [ 33 ] "We're very much part of the team here": A culture of respect for Indigenous health workforce transforms Indigenous health care In-depth interviews Strong executive leadership; A proactive employment strategy; The indigenous health unit; The indigenous liaison officer; Multidisciplinary team inclusion; Professional development; Work environment; Culture of respect 17 [ 34 ] Optimization of simulated team training through the application of learning theories: a debate for a conceptual framework Kolb’s experiential learning theory is used as the main conceptual framework Let the group talk and critical explore; Motivate with reality and context; Embedding in situ team training sessions into a teaching program 18 [ 35 ] Barriers to implementing health sector administrative decentralization in Ghana: A study of the Nkwanta district health management team Qualitative study using data from individual and Group interviews Administrative reform and reengineering; Pay attention to workforce needs; Good leadership and management skills 19 [ 36 ] Challenges and possible solutions in cross-disciplinary and cross-sectorial research teams within the domain of e-mental health Cross-disciplinary research teams To develop a shared understanding of the domain; To establish a common understanding of key concepts among the project participants; To involve the end-users in the research and development process; To collaborate across sectors; To ensure privacy and security of health data; To obtain the right timing of activities according to project dependencies. 20 [ 37 ] Characteristics of High-Performing Interprofessional Health Care Teams Involving Student Pharmacists Interview analyzed qualitative Organizational (appropriate resources and procedures); Team (appropriate resources and procedures, communication, appropriate skill mix, climate, quality and outcomes of care, and respecting and understanding roles); Individual (communication, respecting and understanding roles, and individual characteristics). 21 [ 38 ] Teamwork, Professional Identities, Conflict, and Industrial Action in Nigerian Healthcare Focus group discussions and in-depth interviews The health sector leadership; Remuneration; The salience of professional identities 22 [ 39 ] Realizing Improvement through Team Empowerment: A Team-based, Project-based Multidisciplinary Improvement Program using a team- and project-based model Engagement of frontline staff; Teams given authority to make process changes; Capable improvement coaches; A physician-director with improvement expertise and organizational authority; Capable administrative direction; Supportive organizational leaders; Weekly progress reviews; Timely educational material; Structured problem-solving methods; Multiple projects working simultaneously 23 [ 40 ] Developing interprofessional collaborative practice competencies in rural primary health care teams Qualitative data Structured huddles; Alignment of team with organizational goals; Academic-practice partnership 24 [ 41 ] A qualitative approach to identify barriers to multi-professional teamwork among medical professors at Iranian teaching hospitals Qualitative research Designing interactive curriculum and arranging clinical settings to facilitate exchange of ideas 25 [ 42 ] From the nurses' station to the health team hub: How can design promote interprofessional collaboration? Interviews were transcribed and coded Immersive work spaces 26 [ 43 ] No size fits all - a qualitative study of factors that enable adaptive capacity in diverse hospital teams Multiple embedded case study Diverse types of training; Structural and relational emphasis in team composition; Leadership; non-technical skills 27 [ 44 ] The Role of Group Dynamics in Mixed Methods Health Sciences Research Teams Mixed methods Let people have their groups; Foster and sustain respect among team members; Encourage and support candor; Establish a minimum shared commitment to the project’s overall goal; Enable to speak freely without fear; Support members; Develop a common language; Ensure time and processes; Articulate roles, responsibilities, and processes; Create a safe space; Normalize the essential tensions; Recognize the temptation to withdraw; Conflict resolution; Treat leadership as a role rather than an individual characteristic; Balance issues of relationship and task 28 [ 45 ] Hospital System Barriers to Rapid Response Team Activation: A Cognitive Work Analysis Cognitive work analysis and qualitative descriptive design Clear objective data, easily recognized; Nurse present to detect subtle changes; Symptom is covered by a protocol Physician off site or not responding; Knowing “We can’t fix it” Perceived collaboration with team; Attending physician supportive of nurse activation of team 29 [ 46 ] Forming a new clinical team for frail older people: can a group development model help? Using a realist approach Team training 30 [ 47 ] A team mental model approach to understanding team effectiveness in an emergency department: A qualitative study A thematic analysis was followed by a template analysis Stability in team membership; Workplace experience; The spatial-temporal conditions of emergency work where permanent emergency doctors and nurses executed their tasks concurrently, 31 [ 48 ] Barriers and facilitators to health visiting teams delivering oral health promotion to families of young children: a mixed methods study with vignettes Thematic analysis and the interviews to framework analysis Good levels of knowledge and skills; Sense of professional role; Emotions Belief in capability; Organizational structure; Resources 32 [ 49 ] The challenges facing innovation teams in healthcare organizations: A case study of King Abdullah Medical City Mixed-method approach Manage difficult personalities by using a different type of leadership style; Make appropriate decisions; Emphasizing respect to others' opinions; Transparency; Setting the mindset of solutions-based discussion 33 [ 50 ] Healthcare Team Vitality Instrument (HTVI): developing a tool assessing healthcare team functioning Exploratory factor analyses Support structures; Engagement and empowerment; Patient care transitions; Team communication. 34 [ 51 ] Evaluation of a learning collaborative to advance team-based care in Federally Qualified Health Centers Qualitative methodology Coaching support from the collaborative; Leadership support 35 [ 52 ] Disaster Collaborative Exercises for Healthcare Teamwork in a Saudi Context Two simulated scenarios Continuous training 36 [ 53 ] Development and implementation of a virtual “Collaboratory” to foster interprofessional team-based learning using a novel faculty-student partnership Thematic analysis Active team engagement; Case reality; Clear expectations; Shared team commitment; Enjoyment. 37 [ 54 ] 'We're it', 'we're a team', 'we're family' means a sense of belonging Focused ethnographic method Feel they belong and are part of the team 38 [ 55 ] The Influence of Culture on Teamwork and Communication in a Simulation-Based Resuscitation Training at a Community Hospital in Honduras Case study Simulation training; Creating a work culture; Interprofessional collaboration where nurses and doctors work together should be encouraged 39 [ 56 ] Teaching teamwork: an evaluation of an interprofessional training ward placement for health care students Mixed-method study, focus group and survey techniques Better understanding of professional roles; Collaboration; Communication Experiential learning 40 [ 57 ] What factors do make quality improvement work in primary health care? Experiences of maternal health quality improvement teams Qualitative data Awareness and attitude of leader; Staff enthusiasm and multidisciplinary collaboration; A culture was integrated in existing responsibilities; Having a shared vision 41 [ 58 ] Examining implementation of mobile, police-mental health crisis intervention teams in a large urban center Qualitative interviews and focus groups Respectful interaction; Cross-sector training; Collaboration Ensuring clarity in program mandate and staff roles 42 [ 59 ] Boundary work and the introduction of acute care nurse practitioners in healthcare teams A descriptive multiple case study Development of trust; Co-location of team members; Medical and nursing leadership 43 [ 60 ] Can health care teams improve primary care practice? Qualitative descriptive study Clear goals with measurable outcomes; Clinical and administrative systems; Division of labor; Training of all team members; Effective communication 44 [ 61 ] Improving collaboration between public health and family health teams in Ontario Cross-sectional mixed-methods Good communication; Clear understanding of roles and functions 45 [ 62 ] Exploring the role of leaders in enabling adaptive capacity in hospital teams - a multiple case study Multiple embedded case study Building sufficient competence in the teams; Balancing workload, risk, and staff needs; Relational leadership; Emphasizing situational understanding and awareness through timely and relevant information 46 [ 63 ] Team dynamics in a COVID-19 intensive care unit: A qualitative study Qualitative descriptive study Workflow (Categorized behaviors as well as practice styles and approaches (at a unit or discipline level) that lead to positive collaboration; Leadership Roles 47 [ 64 ] A process-based framework to guide nurse practitioners’ integration into primary healthcare teams: results from a logic analysis Qualitative study Planning; Role definition; Practice model; Collaboration; Team support 48 [ 65 ] Sustaining School Health Teams in Coordinated School Health Programs Qualitative and quantitative methods Administrative support; Staff engagement; Shared goals and responsibility Using thematic analysis, similar cases were combined and the strategies for promoting interprofessional teams in medical centers were categorized into seven groups according to (Table 3 ). Table 2 Dimensions and components of promotion of interprofessional teams Criteria Facilities Resources Contextual aspect Culture of respect [ 19 , 27 , 32 , 33 , 37 , 44 , 49 , 57 , 58 ] Humility [ 27 ] Transparency [ 49 , 58 ] Feel they belong and are part of the team [ 54 ] Creating a work culture [ 55 , 57 ] Strategic aspect Provide coverage strategies [ 26 ] A proactive employment strategy [ 33 , 45 ] Alignment of team with organizational goals [ 40 , 44 ] Having a shared vision [ 57 , 60 , 65 ] Communicational aspect Relationship and communication Building [ 19 – 21 , 30 , 34 , 43 , 56 , 57 , 60 , 61 ] Structured team meetings/ Team size and composition [ 21 , 23 , 28 , 32 , 43 ] Team cohesiveness [ 23 , 29 , 44 ] Clarify roles [ 26 , 32 , 56 , 58 , 61 , 64 ] Support conflict resolution [ 26 , 27 , 39 , 44 , 49 ] Teams given authority to make process changes [ 39 ] Organizational aspect Leadership support [ 18 , 20 , 21 , 25 , 28 , 29 , 33 , 35 , 38 , 43 , 44 , 49 , 59 , 60 , 63 ] Time availability to meet with the team [ 18 , 32 , 36 , 39 , 44 , 62 ] Set expectations [ 26 , 53 ] Facilitate team-initiated innovation [ 26 ] Organizational commitment [ 28 , 53 ] Multidisciplinary team inclusion [ 33 ] Administrative reform and reengineering [ 35 , 37 , 44 ] Individual aspect Competent leadership [ 21 , 33 , 35 , 37 , 62 ] Improving personal characteristics (respectfulness; being tolerant and unprejudiced, flexibility; ability to listen, openness toward criticism) [ 21 , 31 , 33 , 37 , 43 , 48 , 50 ] Roles and responsibilities [ 23 , 26 , 28 , 32 , 37 , 44 , 48 , 56 , 58 , 61 , 63 ] Self-assessment and learning [ 23 , 31 , 37 ] Human resource management Financial resources to support work [ 18 , 21 , 23 ] Partner resources (skills, expertise and networks) [ 20 , 44 , 48 ] Management systems/ optimized program management [ 20 , 22 , 23 , 29 , 39 , 60 , 64 ] Incentives/rewards/ pay attention to workforce needs [ 22 , 35 , 38 , 49 , 55 , 62 , 65 ] Training/Education/ teaching program [ 23 , 24 , 30 , 34 , 39 , 41 , 43 , 51 , 52 , 55 , 56 , 58 , 60 , 64 ] Environmental aspect Data availability and IT/ communication technology [ 18 , 19 ] The external environment/ Immersive work spaces [ 20 , 33 , 42 , 45 , 47 , 59 ] To ensure privacy and security of health data [ 36 , 53 ] Climate/ enjoyment [ 37 , 45 ] Enable to speak freely without fear [ 44 ] Finding To assess the effectiveness of strategies for promoting interprofessional healthcare teams, we have employed the IPA model framework. In this framework, each component is assigned a code to facilitate its positioning on the importance-performance matrix. We have collected data to analyze the performance gap and have calculated and analyzed the average importance and performance of each component. Gap Analysis: Importance-Performance Matrix In order to determine how close the performance level of each component is to its importance level; we used a formula (I-P). We subtracted the average importance of each component from the average performance and calculated the performance gap. To check if the difference between the average importance and the average performance of each component is significant, we used the paired comparison test at the 5% error level. If the performance gap is significant, it means that the component's performance level is far from the ideal situation (level of importance). We presented the results of the paired comparison test of the analysis of the performance gap between the existing and desired situation for all seven indicators (contextual, strategic, communication, organizational, individual, human resource management, and environmental factors) in Table 2 . Table 3: Pairwise comparison test in order to gap analyze the indicators Criteria Importance Performance I-P Std. Dev T-test Sig. Result Contextual Aspect (A) 3.975 3.478 0.496 0.54 3.613 0.003 √ Strategic Aspect (B) 3.739 3.592 0.146 0.91 0.639 0.532 ϰ Communicational Aspect (C) 3.645 3.236 0.409 0.82 1.995 0.065 ϰ Organizational Aspect (D) 3.856 3.267 0.588 0.95 2.461 0.026 √ Individual Aspect (E) 3.928 3.428 0.499 0.82 2.422 0.029 √ Human Resource Management (F) 3.831 2.588 1.243 0.66 7.480 0.000 √ Environmental Aspect (G) 3.550 3.165 0.384 0.74 2.052 0.058 ϰ According to the results, there is a significant gap in the performance of various factors such as contextual, organizational, individual, and human resource management (Sig ≤ 0.05) when compared to the ideal situation. The field of human resource management has the biggest performance gap (1.243), followed by the organizational aspect (0.588), individual aspect (0.499), and contextual aspect (0.496) respectively. On the other hand, there was no significant difference between the current situation and the desired situation (significance of the indicator) for indicators related to strategic, communication, and environmental aspects (Sig > 0.05). Figure 3 displays the IPA for the primary research indicators. The experts at the medical centers were interviewed concerning the abilities and capabilities of the centers, and based on their inputs, the threshold limit for the current performance has been set at 3 out of 5. Additionally, a score of 3.60 out of 5 in terms of the level of importance. has been assigned to the components related to the promotion of interprofessional teams. The communication, contextual, individual, and organizational aspects are within the acceptable range. However, the aspect of human resource management is lacking and needs improvement to reach an acceptable level of performance. Although the environmental aspect is in the area of resource wastage, it is in an acceptable state due to its relatively lower level of importance compared to other aspects. According to the pairwise comparison test in Table 2 , there is a notable performance gap between the current and desired conditions for 36 components related to the main indicators. Specifically, the background factors of "culture of respect" and "humility" exhibit a significant difference (Sig ≤ 0.05). Additionally, the "team alignment with organizational goals" component shows a significant difference from a strategic aspect (Sig ≤ 0.05). In terms of communication, there is a significant difference (Sig ≤ 0.05) between the current and desired status of "Communications," "Role clarify," and "Conflict Resolution Support." Furthermore, there is a significant difference (Sig ≤ 0.05) between the current and desired situation for the organizational aspects of "leadership support" and "facilitation in team innovative processes." Table 2 shows the results of the pairwise comparison test of the analysis of the performance gap between the current and desired conditions for 36 components related to the main indicators. There is a significant difference between the current and desired situation in the group of background factors of "culture of respect" and "humility" (Sig ≤ 0.05). From the strategic aspect of the "team alignment with organizational goals" component, there is a significant difference between the current and desired situation (Sig ≤ 0.05). From the aspect of communication, there is a significant difference (Sig ≤ 0.05) between the current and desired status of the components "Communications", "Role Transparency" and "Conflict Resolution Support". From the organizational aspect of "leadership support" and "facilitation in team innovative processes," there is a significant difference between the current and desired situation (Sig ≤ 0.05). From the individual aspect of the "roles and responsibilities", there is a clear discrepancy between what is currently in place and what is desired (Sig ≤ 0.05). In terms of human resource management, there are significant differences between the current and desired situations regarding "Financial resources to support work," "Partner resources (skills, expertise, and networks)," and "Incentives/rewards/pay attention to workforce needs" (Sig ≤ 0.05). Looking at the "Enable to speak freely without fear" from an environmental perspective, there is also a significant difference between the current and desired conditions (Sig ≤ 0.05). Figure 4 presents the IPA for teamwork promotion sub-indicators in medical centers. The results indicate that the components "Enable to speak freely without fear" (g5), "Teams given authority to make process changes" (c5), and "Training/Education/teaching program" (f5) are in the indifference zone. This means that the current performance is satisfactory, and there is no need for improvement. On the other hand, certain components contribute to resource waste, including "having a shared vision" (b4), a "proactive employment strategy" (b2), "ensuring the privacy and security of health data (g3), "giving teams the authority to make process changes" (c6), "the external environment/immersive workspaces" (g2), and "climate/enjoyment" (g4). While the medical centers' performance is good, these components are not given priority in terms of importance, leading to a waste of resources. Lastly, the components "Incentives/ rewards/ pay attention to workforce needs" (f4), "Roles and responsibilities" (e3), "Financial resources to support work" (f1), "Facilitate team-initiated innovation" (d4), "Culture of respect" (a1), "Partner resources (skills, expertise and networks)" (f2), and " Leadership support"(d1) are in the weak area. Since these components are highly important, it is necessary to improve the current situation until reaching the ideal performance level. Table 4: Pairwise comparison test in order to gap analyze the Sub-indicators Criteria Symbol Importance Performance I-P Std. Dev T-test Sig Result Contextual Aspect (A) Culture of respect a1 4.25 2.831 1.419 1.146 4.954 0.00 √ Humility a2 4.00 3.125 0.875 0.719 4.869 0.00 √ Transparency a3 3.94 3.625 0.313 1.352 0.924 0.37 ϰ Feel they belong and are part of the team a4 3.63 4.000 -0.375 1.586 -0.946 0.36 ϰ Creating a work culture a5 4.00 3.813 0.188 1.167 0.643 0.53 ϰ Strategic Aspect (B) Provide coverage strategies b1 3.95 4.375 -0.425 1.038 -1.638 0.12 ϰ A proactive employment strategy b2 3.56 3.375 0.188 1.223 0.613 0.55 ϰ Alignment of team with organizational goals b3 4.01 3.513 0.494 0.943 2.094 0.05 √ Having a shared vision b4 3.44 3.113 0.325 1.771 0.734 0.47 ϰ Communicational Aspect (C) Relationship and communication c1 3.75 3.000 0.750 0.931 3.223 0.01 √ Building structured team meetings/ Team size and composition c2 3.69 3.563 0.125 1.586 0.315 0.76 ϰ Team cohesiveness c3 3.63 3.744 -0.119 1.755 -0.271 0.79 ϰ Clarify roles c4 3.75 3.088 0.663 1.256 2.109 0.05 √ Support conflict resolution c5 3.56 2.219 1.344 1.739 3.091 0.01 √ Teams given authority to make process changes c6 3.50 3.813 -0.313 1.352 -0.924 0.37 ϰ Organizational Aspect (D) Leadership support d1 3.63 2.625 1.000 1.592 2.513 0.02 √ Time availability to meet with the team d2 3.81 3.125 0.688 2.056 1.337 0.20 ϰ Set expectations d3 3.88 3.125 0.750 1.653 1.815 0.09 ϰ Facilitate team-initiated innovation d4 3.81 2.000 1.813 1.109 6.539 0.00 √ Organizational commitment d5 3.99 4.125 -0.131 1.365 -0.385 0.71 ϰ Multidisciplinary team inclusion d6 3.94 3.813 0.125 1.628 0.307 0.76 ϰ Administrative reform and reengineering d7 3.94 4.063 -0.125 1.586 -0.315 0.76 ϰ Individual Aspect (E) Competent leadership e1 4.18 4.075 0.100 1.153 0.347 0.73 ϰ Improving personal characteristics e2 3.75 3.813 -0.063 1.340 -0.187 0.85 ϰ Roles and responsibilities e3 4.04 1.969 2.075 1.365 6.083 0.00 √ Self-assessment and learning e4 3.75 3.875 -0.125 1.455 -0.344 0.74 ϰ Human Resource Management (F) Financial resources to support work f1 3.88 2.188 1.688 0.946 7.132 0.00 √ Partner resources (skills, expertise and networks) f2 3.81 2.813 1.000 1.155 3.464 0.00 √ Management systems/ optimized program management f3 3.69 3.375 0.313 1.887 0.662 0.52 ϰ Incentives/ rewards/ pay attention to workforce needs f4 4.22 1.756 2.463 0.923 10.672 0.00 √ Training/Education/ teaching program f5 3.56 2.813 0.750 1.438 2.087 0.05 √ Environmental Aspect (G) Data availability and IT/ communication technology g1 3.88 3.188 0.688 1.195 2.300 0.04 √ The external environment/ Immersive work spaces g2 3.44 3.581 -0.144 1.088 -0.528 0.60 ϰ To ensure privacy and security of health data g3 3.56 3.438 0.125 1.088 0.460 0.65 ϰ Climate/ enjoyment g4 3.31 3.438 -0.125 1.857 -0.269 0.79 ϰ Enable to speak freely without fear g5 3.56 2.188 1.375 1.204 4.568 0.00 √ Discussion Through a systematic review, this research identified the dimensions and components required to improve interprofessional teamwork in health systems. Afterward, a gap analysis was conducted to evaluate strategies for promoting interprofessional teams in medical centers. The analysis was carried out on a case-by-case basis in four specialized medical training centers in Hamadan, Iran. A total of 2569 related articles were initially found, but only 48 articles that fully met the study's objectives were analyzed in full text. The solutions for promoting interprofessional teams were then categorized into seven categories, which included contextual, strategic, communication, organizational, individual, human resource management, and environmental aspects. These categories encompass 36 components in total. The gap analysis results indicate a notable performance gap between the current and ideal state of contextual, organizational, individual, and human resource management factors (Sig ≤ 0.05). The field of human resource management shows the largest performance gap (1.243), followed by the organizational aspect (0.588), the individual aspect (0.499), and finally, the contextual aspect (0.496). Based on the IPA results, human resource management is an area of weakness despite its high importance. Its performance is significantly below the ideal level and needs improvement to reach an acceptable standard. Medical centers must invest in this field to enhance their performance. On the other hand, the environmental aspect is relatively less important and falls under the category of resource wastage. Nevertheless, it currently maintains an acceptable level of performance. Based on the IPA results, it is evident that the sub-indices, " Enable to speak freely without fear" (g5), "Teams given authority to make process changes" (c5), and 'Training/Education/ teaching program" (f5), are all within the indifference range. It has been observed that certain factors are contributing to the wastage of resources. These factors include having a shared vision, a proactive employment strategy, ensuring the privacy and security of health data, giving teams the authority to make process changes, the external environment/immersive workspaces, and climate/enjoyment. Although the medical centers' overall performance is good, these components are not given priority in terms of importance, leading to a waste of resources. Moreover, some components such as incentives/rewards/attention to workforce needs, roles and responsibilities, financial resources to support work, facilitate team-initiated innovation, the culture of respect, partner resources (skills, expertise, and networks), and leadership support are in the weak area. As these components are highly important, it is necessary to improve the current situation until reaching the ideal performance level. Incentives, rewards and financial resources to support teamwork It has been found that reduced resources and budgets have limited the effectiveness of health teams and decreased the motivation of team members to maintain success. Budget constraints, such as funding delays, the effort required to submit grant applications, and the threat of budget-related staff cuts, play a more important role than leadership skills attributes [ 65 ]. Another study by Mantell et al. (2022) found that the motivation of teams to support health promotion and education has been reduced due to the decrease in salary and bonus levels. As a result, the level of health services in the field of mother and child health, tuberculosis, HIV, and other chronic diseases has decreased [ 22 ]. Based on a study by Sakyi et al. (2011), providing motivational incentives to regional health management teams was found to be a crucial element in promoting decentralization [ 35 ]. The study [ 66 ] found that when individual performance is easily measurable, differential rewards based on the situation lead to greater job satisfaction. For long and complex projects, team rewards based on results also have a positive impact on team performance. Hence, it is recommended that medical center officials prioritize teamwork-based payments, financial and non-financial incentives, and rewards in their financial and non-financial planning to boost the motivation and performance of teams. Effective programs require well-designed reward systems to keep interprofessional teams motivated and focused on achieving their goals even after receiving their rewards [ 67 ]. A survey conducted in health centers revealed that incentives offered to health service providers are often inadequate. Providers may not be interested or motivated to participate unless the incentives are worth their while. To ensure the effectiveness of incentives, they should be based on a comprehensive and valid performance measurement system. The measurements should be reliable, valid, and clear, while the performance comparisons between the members of interprofessional teams should be unbiased. However, achieving this ideal point in the current system of performance in the medical centers of Iran seems almost impossible due to the current conditions. Culture of respect Teamwork in healthcare requires active participation from different professionals to exchange experiences and knowledge. This is often done through team meetings [ 68 ]. Professional respect is an important aspect of workplace interactions between coworkers and significant others, such as supervisors. Unlike peer support or social relationships, professional respect is evaluative and reflects the value of work and the level of participation in the community. .From a contextual aspect, research [ 33 ] emphasizes the importance of a culture of respect among team members as a key factor for effective teamwork. Showing respect among team members can improve team performance [ 27 ]. In order for mobile crisis intervention teams and first response unit officers to interact effectively with service recipients, they must respect each other's roles [ 58 ]. Therefore, it is recommended that healthcare center management focus on promoting a culture of respect and humility through team leadership interventions. Roles and responsibilities Group performance is determined by the way team members share resources, roles, and responsibilities. When individual roles are clearly defined, especially in teams where every member knows their role, everyone is aware of what they are supposed to do, and they understand their boundaries, which helps them focus their thinking and move in the right direction [ 28 ]. However, even when all members of the clinical team are willing to develop a common practice, misunderstandings and conflicts about roles are common and significant obstacles to the integration and practice of physicians and nurses [ 64 ]. When nurses have clearly defined roles, there is agreement on how patient management duties are divided, the skills of each team member, and the scope of practice, as well as the distinctions and similarities between roles [ 69 ]. Research [ 58 ] indicates that recognizing the distinct roles of nurses and police officers within interprofessional teams is crucial for providing optimal services. The interpretation of research findings [ 26 ] suggests that managers need to have a thorough understanding of the key elements for successful group performance in order to facilitate it. Therefore, it is advisable that managers communicate information in a way that allows team members to have a clear understanding of their roles and responsibilities, as well as what is required of them to complete tasks and meet deadlines. Facilitate team-initiated innovation Innovation thrives in an environment that fosters employee questioning of organizational practices [ 70 ], encourages creative expression, and enables risk-taking, experimentation, and seizing opportunities [ 71 ]. In complex systems like hospitals and healthcare centers, middle managers are essential to implementing healthcare innovations effectively. Specifically, middle managers play a critical role in disseminating and combining information related to innovation implementation, mediating between strategy and daily activities required by interprofessional teams [ 26 ]. Research shows that issues such as financing, information governance, interoperability, strict regulations, procurement, and the systemic challenge of encouraging and scaling innovation are central to enhancing innovation in the medical field [ 72 ]. Regardless of their roles, team members recognize the importance of managers in promoting innovation or change. In highly effective teams, where change was implemented successfully, employees reported that managers facilitated the innovation process, allowing them to initiate change in their service line. Meetings with managers are an excellent opportunity for all members of interprofessional teams to share their innovative ideas. One crucial piece of advice that team members in all roles agree on is the need for managers to coordinate changes across all disciplines when implementing change. Conclusion Research has shown that effective health care relies heavily on teamwork to meet patients' needs and promote overall health [ 73 ]. The World Health Organization emphasizes the importance of health care professionals from diverse backgrounds working together to achieve health goals and provide top-quality care [ 74 ]. Since the outbreak of the COVID-19 pandemic, there have been some notable changes in the medical profession. Studies such as [ 75 , 76 ] have identified common traits among medical staff, including greater collaboration in interprofessional teams, increased trust in one another, and greater empowerment and independence to effect positive change. Nonetheless, the complexity of the structures and the variety of specialist employees involved in health care can make implementing teamwork challenging. Future research should investigate the impact of strategies that promote interprofessional teams on enhancing the quality of healthcare services in medical centers. Declarations Author Contribution The A and B have collected the required data, the B, C and D have done the systematic review, the D person has collected the field data, the C person has done the data analysis. All authors participated in the writing of the manuscript. Competing interests None declared. Data availability Most of the necessary data is included in the main article file. However, if you require additional information, please contact the corresponding author via email ( [email protected] ). Funding declaration This study has been carried out with the limited financial support of Hamedan University of Medical Sciences, Iran. References Fox L, Onders R, Hermansen-Kobulnicky CJ, Nguyen T-N, Myran L, Linn B, et al. Teaching interprofessional teamwork skills to health professional students: A scoping review. 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New ways of working? A rapid exploration of emerging evidence regarding the care of older people during COVID19. Int J Environ Res Public Health. 2020;17(18):6442. Additional Declarations No competing interests reported. Supplementary Files RRR.xlsx Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. 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17:05:14","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-3967537/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-3967537/v1","draftVersion":[],"editorialEvents":[],"editorialNote":"","failedWorkflow":false,"files":[{"id":51770229,"identity":"1e9243a5-f174-495c-9bb3-e8fe313428e7","added_by":"auto","created_at":"2024-02-28 19:24:04","extension":"jpeg","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":94715,"visible":true,"origin":"","legend":"\u003cp\u003eImportance_Performance Matrix\u003c/p\u003e","description":"","filename":"floatimage1.jpeg","url":"https://assets-eu.researchsquare.com/files/rs-3967537/v1/a369440fdf5e0ae07f3a4d2d.jpeg"},{"id":51770230,"identity":"683cb51c-15c6-4dc8-8e78-e979bb7d87e0","added_by":"auto","created_at":"2024-02-28 19:24:04","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":22322,"visible":true,"origin":"","legend":"\u003cp\u003ePRISMA flow chart\u003c/p\u003e","description":"","filename":"Onlinedrawingimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-3967537/v1/b84835389c580174aeb68773.png"},{"id":51770232,"identity":"bcf4dff4-7e99-4698-bfd4-133fbdc498aa","added_by":"auto","created_at":"2024-02-28 19:24:04","extension":"jpeg","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":168154,"visible":true,"origin":"","legend":"\u003cp\u003eImportance_Performance Matrix for main criterias\u003c/p\u003e","description":"","filename":"floatimage2.jpeg","url":"https://assets-eu.researchsquare.com/files/rs-3967537/v1/e914c753f2cdb5849e714d0a.jpeg"},{"id":51770233,"identity":"d9e1314c-59c7-4ea6-8851-0072597741ef","added_by":"auto","created_at":"2024-02-28 19:24:04","extension":"jpeg","order_by":4,"title":"Figure 4","display":"","copyAsset":false,"role":"figure","size":186967,"visible":true,"origin":"","legend":"\u003cp\u003eImportance_Performance Matrix for Sub criteria\u003c/p\u003e","description":"","filename":"floatimage3.jpeg","url":"https://assets-eu.researchsquare.com/files/rs-3967537/v1/5f534e0b6c2950664c4b8820.jpeg"},{"id":51772033,"identity":"4fb39693-f5de-4e8b-bf2e-50ffc4e3dd1a","added_by":"auto","created_at":"2024-02-28 19:40:07","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":560720,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-3967537/v1/2c0e399f-cf23-4dda-b385-870ea3f348ba.pdf"},{"id":51770231,"identity":"5372df82-6e42-4a25-a3b1-55995d821686","added_by":"auto","created_at":"2024-02-28 19:24:04","extension":"xlsx","order_by":1,"title":"","display":"","copyAsset":false,"role":"supplement","size":68023,"visible":true,"origin":"","legend":"","description":"","filename":"RRR.xlsx","url":"https://assets-eu.researchsquare.com/files/rs-3967537/v1/c37aada623c72e32dd0163eb.xlsx"}],"financialInterests":"No competing interests reported.","formattedTitle":"Gap analysis of strategies for promoting interprofessional teams in healthcare units","fulltext":[{"header":"Introduction","content":"\u003cp\u003eThe significance of interprofessional teams in healthcare has gained momentum in recent times [\u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e1\u003c/span\u003e]. These teams comprise diverse professionals who work in tandem to deliver superior care to patients. Research indicates that effective collaboration among these professionals can enhance clinical practice and elevate patient outcomes [\u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2\u003c/span\u003e]. The value of teamwork extends beyond healthcare, as it is also crucial in organizational environments where employees work together to attain shared objectives while prioritizing the interests of their organization [\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e3\u003c/span\u003e]. On the other hand, Healthcare providers are facing multiple challenges due to biomedical and technological advancements, changing public perceptions, shortage of healthcare workforce, increasing costs, and the rising prevalence of chronic diseases [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. These factors are causing a transformation in the organizational structures of healthcare, with a renewed focus on collaboration. For example, The COVID-19 pandemic has further highlighted the importance of healthcare teams in providing safe and effective services. To reduce the transmission of the virus and ensure continuity of services, there is a growing need for innovative healthcare solutions and faster changes in interprofessional teams worldwide [\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e5\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eAt the start of each shift, healthcare teams convene to discuss patient matters, safety protocols, and operational updates [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]. These professional conversations cultivate a culture of communication and collaboration, strengthening working relationships and ultimately improving efficiency. By creating time and space for such exchanges, healthcare teams enhance their capacity to eliminate patient harm and uphold the highest standards of care [\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e6\u003c/span\u003e]. Research has found that patients and healthcare providers experience greater satisfaction when working together as a team [\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e7\u003c/span\u003e, \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e8\u003c/span\u003e]. In recent years, healthcare organizations have shifted away from the traditional hierarchical model of treatment staff towards a more collaborative and horizontal team structure that emphasizes accountability [\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e9\u003c/span\u003e]. The healthcare industry recognizes the importance of teamwork and the Code of Professional Conduct for Nurses stresses the need for nurses to work closely with others in a team [\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e10\u003c/span\u003e]. Consequently, there has been a notable increase in team building training and efforts to promote a culture of teamwork within the healthcare sector over the past decade [\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e11\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eThe quality of teamwork in health care systems plays a crucial role in how these systems affect people's lives [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e]. While effective teamwork can greatly improve organizational performance, research shows that some organizations struggle to create successful teams that meet their needs, leading to challenges in team activities [\u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e13\u003c/span\u003e]. Communication between health professionals from different disciplines is complex and requires careful management [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. While teamwork can benefit patients, health systems, and health workers, it can also lead to conflict and negatively impact health services if not managed effectively. Lately, there has been a surge in the number of instances where healthcare professionals from different disciplines have been at odds with each other in the workplace [\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e14\u003c/span\u003e]. These conflicts can be quite disruptive and are encountered across all levels of healthcare delivery. In severe cases, they can even escalate to physical altercations between interdisciplinary professionals [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eWhile there is a growing body of literature on teamwork in healthcare settings, particularly in developed countries and there are unique opportunities to contribute to the science of team building in medical units [\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e12\u003c/span\u003e], there has been little research on optimizing team collaboration in treatment units in developing countries where collaboration pressures may be more prevalent [\u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e4\u003c/span\u003e]. By identifying the effective components of teamwork improvement, researchers and organizational psychologists can make a positive impact on this evolving industry for both those who work in it and the people whose health depends on it. As such, this research aims to analyze the gaps in strategies for promoting interprofessional teams in healthcare units.\u003c/p\u003e"},{"header":"Materials and Methods","content":"\u003cp\u003eThis study utilized a mixed-method approach to systematically review qualitative and quantitative studies aimed at identifying strategies for improving interprofessional teams in healthcare units. The researcher employed an Importance Performance Analysis (IPA) to evaluate the current and desired situation in four specialized clinical training centers, in Hamadan province, Iran. The study's required information was extracted from PubMed, Scopus, Web of Science, and ScienceDirect databases using relevant keywords such as \"Team*\", \"Health*\", \"Challenge*\", \"Barrier\", \"Hospital\", and \"Medicine\". Inclusion criteria consisted of articles that identified the components of teamwork in health organizations, while exclusion criteria included non-English publications, books, conferences, letters, errata, meeting abstracts, notes, short surveys, and reviews. The study also excluded articles or materials that did not result from research work, such as personal opinions or hypotheses.\u003c/p\u003e \u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003eEvaluation of the quality\u003c/h2\u003e \u003cp\u003eTwo evaluators utilized the STROBE checklist [\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e15\u003c/span\u003e] to assess the reporting quality of articles extracted from the designated databases using the provided keywords. The initial evaluation was conducted on 5 articles by the two evaluators to reach a consensus. Subsequently, each evaluator assessed the remaining articles independently, and if any uncertainty arose, a third party with greater expertise in methodological matters was consulted.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003eData extraction\u003c/h2\u003e \u003cp\u003eTo begin the data extraction process, a form is created that includes essential details such as the author's name, publication year, study location, objective, study type, participants, health system area under investigation, and findings. Initially, three articles were used to experimentally extract data and address any issues with the form. All published articles and reports were considered for selection, regardless of the time frame, as long as they met the input criteria. After eliminating articles based on exclusion criteria, a total of 48 relevant articles were reviewed in detail. The extracted research was organized and criteria were applied using Endnote X9 software.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003eImportant-Performance Analysis\u003c/h2\u003e \u003cp\u003eThe IPA technique is a derivative of gap analysis, which was first introduced by John Martilla and John James in 1977 [\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e16\u003c/span\u003e]. The technique is widely recognized as an effective tool for evaluating an organization's competitive position, identifying areas for improvement, and designing strategies that enable the provision of targeted services [\u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e17\u003c/span\u003e]. The analysis is presented in a two-dimensional network comprising of four distinct quadrants, each with a specific strategy that can aid the decision-making process. This matrix serves as a vital resource for understanding the level of priority for various indicators.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003eIn Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e, the IPA is divided into four areas based on the importance and current performance of each indicator.\u003c/p\u003e \u003cp\u003e \u003cb\u003eThe first quadrant\u003c/b\u003e. is the area of weakness or deficiency, and it consists of variables that have high importance but low performance. This indicates the weak points of the organization and highlights priorities for improvement and investment.\u003c/p\u003e \u003cp\u003e \u003cb\u003eThe second quadrant\u003c/b\u003e. is the acceptable or optimal area, and it consists of variables that have high importance and high performance. This indicates the strengths and competitive advantage of the organization, and it is recommended to maintain the current strategy.\u003c/p\u003e \u003cp\u003e \u003cb\u003eThe third quadrant\u003c/b\u003e. is the area of indifference or low priority, and it consists of variables that have low performance but high importance. While the current situation is not considered a threat, it is not necessary for survival. Therefore, it is advised to ignore and not invest.\u003c/p\u003e \u003cp\u003e \u003cb\u003eThe fourth quadrant\u003c/b\u003e. is the area of waste of resources or the focus of attention, and it consists of variables that have low importance but high performance. This indicates the waste of resources allocated to these characteristics, and it is recommended to make better use of the available resources in another field. Being in this area requires immediate action.\u003c/p\u003e \u003cp\u003eData analysis in the performance gap analysis section was done through SPSS 19 and Microsoft Excel 2019 software.\u003c/p\u003e \u003c/div\u003e"},{"header":"Results","content":"\u003cp\u003eAccording to the PRISMA flow chart (Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e), among the 2569 related articles found, 739 duplicate articles have been removed, then 244 studies have been excluded based on the type of work, and 1586 articles are left to review the title. After reviewing the titles, 1035 unrelated studies were excluded based on the exclusion criteria, and 551 studies were evaluated based on the abstract text in the next step. In this step, 212 studies were excluded from the study, and 339 studies were left to review the entire text. Based on the exclusion criteria, 48 articles related to the objectives of the study were included and fully reviewed. The characteristics of the reviewed articles are given in (Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eSystematic Review of research literature\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"5\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e\u0026nbsp;\u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eResearcher\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eTitle\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eMethod\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eFacilities\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eBarriers and facilitators of Canadian quality and safety teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eA mixed-methods (surveys and interviews)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eManagement/supervisor leadership; Board/senior leadership support; Multidisciplinary team membership; Clinician buy in; Data availability and IT; Time availability to meet with the team; Financial resources to support work\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eExploring interprofessional teamwork at a tertiary public hospital\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eA qualitative, descriptive, exploratory study design\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eIncreased human resources; Communication technology; Respect; Relationship building\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eAnalyzing partnership and synergy in a global health alliance\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eThe Bergen Model of Collaborative Functioning\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003ePartnership's mission; Partner resources (skills, expertise and networks); Leadership; The external environment; Management systems; Communication\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eHow To Achieve Effective Teamwork\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eExploratory qualitative study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eCompetent leadership; Supporting the leaders to improve their leadership traits; Creating an effective communication atmosphere; Structured team meetings to give everyone the right to speak; Establishing an information flow to improve collaboration; Supporting team members financially and for personal development; Improving personal characteristics (respectfulness; being tolerant and unprejudiced, flexibility, ability to listen, openness toward criticism); Reducing financial problems\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eImplementing enhanced training, management and monitoring of primary healthcare outreach teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eMixed-methods evaluation\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eOngoing supportive supervision; Optimized program management; Financial and non-financial incentives to enhance motivation\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003ePerformance of quality improvement teams and associated factors in selected regional referral hospitals\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eSelf- administered questionnaires\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eTraining; Communication; Roles and responsibilities; Team size and composition; Self-assessment and learning; Management support; Team cohesiveness\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eDealing with aggressive behavior within the health care team: a leadership challenge\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003equalitative methodology (semi-structured in-depth interviews)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eAdditional education around communication and team interaction\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eFlexible implementation and integration of new team members to support patient-centered care\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eKey informant interviews\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eHigh physician engagement; Local leadership facilitation\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e9\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eHow middle managers facilitate interdisciplinary primary care team functioning\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eSemi-structured interviews\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eClarify roles and responsibilities; Set expectations; Provide coverage strategies; Support conflict resolution; Facilitate team-initiated innovation.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e10\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eConflict on interprofessional primary health care teams - can it be resolved?\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eIn-depth interviews\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eOpen and direct communication; A willingness to find solutions; Showing respect\u003c/p\u003e \u003cp\u003eHumility\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e11\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eHealth care as a team sport?\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eStructure of leadership; Roles; Organizational commitment\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e12\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eAchieving Continuity of Care: Facilitators and Barriers in Community Mental Health Teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eSemi-structured interviews\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eTeamwork support; Team leadership/decision-making; Communication in Team and managers.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e13\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eBarriers and facilitators to implementing an urban co-responding police-mental health team\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eContent analysis of qualitative focus groups\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eTeam building exercises.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e14\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eNurses' perceptions of multidisciplinary team work in acute health-care\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eDirect observation\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eAcquisition of team-playing skills\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e15\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eAn Interprofessional Team Performance Training Program for the Care of Vulnerable Patients in the Ambulatory Setting\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eInductive coding and comparison\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eMeeting practices (standardizing time and processes for collaborative care using checklists); Understanding team members' roles and responsibilities, and how to improve care; Building humanistic relationships with patients and team members, and communicating respectfully.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e16\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e\"We're very much part of the team here\":\u0026nbsp; A culture of respect for Indigenous health workforce transforms Indigenous health care\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eIn-depth interviews\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eStrong executive leadership; A proactive employment strategy; The indigenous health unit; The indigenous liaison officer; Multidisciplinary team inclusion; Professional development; Work environment; Culture of respect\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e17\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eOptimization of simulated team training through the application of learning theories: a debate for a conceptual framework\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eKolb\u0026rsquo;s experiential learning theory is used as the main conceptual framework\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eLet the group talk and critical explore; Motivate with reality and context; Embedding in situ team training sessions into a teaching program\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e18\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eBarriers to implementing health sector administrative decentralization in Ghana: A study of the Nkwanta district health management team\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative study using data from individual and\u003c/p\u003e \u003cp\u003eGroup interviews\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eAdministrative reform and reengineering; Pay attention to workforce needs; Good leadership and management skills\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e19\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eChallenges and possible solutions in cross-disciplinary and cross-sectorial research teams within the domain of e-mental health\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eCross-disciplinary research teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eTo develop a shared understanding of the domain; To establish a common understanding of key concepts among the project participants; To involve the end-users in the research and development process; To collaborate across sectors; To ensure privacy and security of health data; To obtain the right timing of activities according to project dependencies.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e20\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eCharacteristics of High-Performing Interprofessional Health Care Teams Involving Student Pharmacists\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eInterview analyzed qualitative\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eOrganizational (appropriate resources and procedures); Team (appropriate resources and procedures, communication, appropriate skill mix, climate, quality and outcomes of care, and respecting and understanding roles); Individual (communication, respecting and understanding roles, and individual characteristics).\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e21\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eTeamwork, Professional Identities, Conflict, and Industrial Action in Nigerian Healthcare\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eFocus group discussions and in-depth interviews\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eThe health sector leadership; Remuneration; The salience of professional identities\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e22\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eRealizing Improvement through Team Empowerment: A Team-based, Project-based Multidisciplinary Improvement Program\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eusing a team- and project-based model\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eEngagement of frontline staff; Teams given authority to make process changes; Capable improvement coaches; A physician-director with improvement expertise and organizational authority; Capable administrative direction; Supportive organizational leaders; Weekly progress reviews; Timely educational material; Structured problem-solving methods; Multiple projects working simultaneously\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e23\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eDeveloping interprofessional collaborative practice competencies in rural primary health care teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative data\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eStructured huddles; Alignment of team with organizational goals; Academic-practice partnership\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e24\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eA qualitative approach to identify barriers to multi-professional teamwork among medical professors at Iranian teaching hospitals\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative research\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eDesigning interactive curriculum and arranging clinical settings to facilitate exchange of ideas\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e25\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eFrom the nurses' station to the health team hub: How can design promote interprofessional collaboration?\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eInterviews were transcribed and coded\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eImmersive work spaces\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e26\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eNo size fits all - a qualitative study of factors that enable adaptive capacity in diverse hospital teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eMultiple embedded case study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eDiverse types of training; Structural and relational emphasis in team composition; Leadership; non-technical skills\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e27\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eThe Role of Group Dynamics in Mixed Methods Health Sciences Research Teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eMixed methods\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eLet people have their groups; Foster and sustain respect among team members; Encourage and support candor; Establish a minimum shared commitment to the project\u0026rsquo;s overall goal; Enable to speak freely without fear; Support members; Develop a common language; Ensure time and processes; Articulate roles, responsibilities, and processes; Create a safe space; Normalize the essential tensions; Recognize the temptation to withdraw; Conflict resolution; Treat leadership as a role rather than an individual characteristic; Balance issues of relationship and task\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e28\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eHospital System Barriers to Rapid Response Team Activation: A Cognitive Work Analysis\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eCognitive work analysis and qualitative descriptive design\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eClear objective data, easily recognized; Nurse present to detect subtle changes; Symptom is covered by a protocol Physician off site or not responding; Knowing \u0026ldquo;We can\u0026rsquo;t fix it\u0026rdquo; Perceived collaboration with team; Attending physician supportive of nurse activation of team\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e29\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e46\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eForming a new clinical team for frail older people: can a group development model help?\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eUsing a realist approach\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eTeam training\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e30\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eA team mental model approach to understanding team effectiveness in an emergency department: A qualitative study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eA thematic analysis was followed by a template analysis\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eStability in team membership; Workplace experience; The spatial-temporal conditions of emergency work where permanent emergency doctors and nurses executed their tasks concurrently,\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e31\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eBarriers and facilitators to health visiting teams delivering oral health promotion to families of young children: a mixed methods study with vignettes\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eThematic analysis and the interviews to framework analysis\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eGood levels of knowledge and skills; Sense of professional role; Emotions\u003c/p\u003e \u003cp\u003eBelief in capability; Organizational structure; Resources\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e32\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eThe challenges facing innovation teams in healthcare organizations: A case study of King Abdullah Medical City\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eMixed-method approach\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eManage difficult personalities by using a different type of leadership style; Make appropriate decisions; Emphasizing respect to others' opinions; Transparency; Setting the mindset of solutions-based discussion\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e33\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eHealthcare Team Vitality Instrument (HTVI): developing a tool assessing healthcare team functioning\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eExploratory factor analyses\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eSupport structures; Engagement and empowerment; Patient care transitions; Team communication.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e34\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eEvaluation of a learning collaborative to advance team-based care in Federally Qualified Health Centers\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative methodology\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eCoaching support from the collaborative; Leadership support\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e35\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eDisaster Collaborative Exercises for Healthcare Teamwork in a Saudi Context\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eTwo simulated scenarios\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eContinuous training\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e36\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eDevelopment and implementation of a virtual \u0026ldquo;Collaboratory\u0026rdquo; to foster interprofessional team-based learning using a novel faculty-student partnership\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eThematic analysis\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eActive team engagement; Case reality; Clear expectations; Shared team commitment; Enjoyment.\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e37\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e'We're it', 'we're a team', 'we're family' means a sense of belonging\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eFocused ethnographic method\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eFeel they belong and are part of the team\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e38\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eThe Influence of Culture on Teamwork and Communication in a Simulation-Based Resuscitation Training at a Community Hospital in Honduras\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eCase study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eSimulation training; Creating a work culture; Interprofessional collaboration where nurses and doctors work together should be encouraged\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e39\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eTeaching teamwork: an evaluation of an interprofessional training ward placement for health care students\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eMixed-method study, focus group and survey techniques\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eBetter understanding of professional roles; Collaboration; Communication\u003c/p\u003e \u003cp\u003eExperiential learning\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e40\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eWhat factors do make quality improvement work in primary health care? Experiences of maternal health quality improvement teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative data\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eAwareness and attitude of leader; Staff enthusiasm and multidisciplinary collaboration; A culture was integrated in existing responsibilities; Having a shared vision\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e41\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eExamining implementation of mobile, police-mental health crisis intervention teams in a large urban center\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative interviews and focus groups\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eRespectful interaction; Cross-sector training; Collaboration\u003c/p\u003e \u003cp\u003eEnsuring clarity in program mandate and staff roles\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e42\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eBoundary work and the introduction of acute care nurse practitioners in healthcare teams\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eA descriptive multiple case study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eDevelopment of trust; Co-location of team members; Medical and nursing leadership\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e43\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eCan health care teams improve primary care practice?\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative descriptive study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eClear goals with measurable outcomes; Clinical and administrative systems; Division of labor; Training of all team members; Effective communication\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e44\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eImproving collaboration between public health and family health teams in Ontario\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eCross-sectional mixed-methods\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eGood communication; Clear understanding of roles and functions\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e45\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eExploring the role of leaders in enabling adaptive capacity in hospital teams - a multiple case study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eMultiple embedded case study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eBuilding sufficient competence in the teams; Balancing workload, risk, and staff needs; Relational leadership; Emphasizing situational understanding and awareness through timely and relevant information\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e46\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e63\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eTeam dynamics in a COVID-19 intensive care unit: A qualitative study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative descriptive study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eWorkflow (Categorized behaviors as well as practice styles and approaches (at a unit or discipline level) that lead to positive collaboration; Leadership\u003c/p\u003e \u003cp\u003eRoles\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e47\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eA process-based framework to guide nurse practitioners\u0026rsquo; integration into primary healthcare teams: results from a logic analysis\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative study\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003ePlanning; Role definition; Practice model; Collaboration; Team support\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e48\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eSustaining School Health Teams in Coordinated School Health Programs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eQualitative and quantitative methods\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eAdministrative support; Staff engagement; Shared goals and responsibility\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003eUsing thematic analysis, similar cases were combined and the strategies for promoting interprofessional teams in medical centers were categorized into seven groups according to (Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab2\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eDimensions and components of promotion of interprofessional teams\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"3\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eCriteria\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFacilities\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eResources\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e \u003cp\u003eContextual aspect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eCulture of respect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eHumility\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTransparency\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFeel they belong and are part of the team\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR54\" class=\"CitationRef\"\u003e54\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eCreating a work culture\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003eStrategic aspect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eProvide coverage strategies\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eA proactive employment strategy\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eAlignment of team with organizational goals\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e40\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eHaving a shared vision\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"5\" rowspan=\"6\"\u003e \u003cp\u003eCommunicational aspect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eRelationship and communication Building\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan additionalcitationids=\"CR20\" citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e\u0026ndash;\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e, \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e, \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e57\u003c/span\u003e, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eStructured team meetings/ Team size and composition\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTeam cohesiveness\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eClarify roles\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e, \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e, \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eSupport conflict resolution\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTeams given authority to make process changes\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"6\" rowspan=\"7\"\u003e \u003cp\u003eOrganizational aspect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eLeadership support\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e, \u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e25\u003c/span\u003e, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e, \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e, \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e, \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e63\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTime availability to meet with the team\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e, \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eSet expectations\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e, \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFacilitate team-initiated innovation\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eOrganizational commitment\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e, \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMultidisciplinary team inclusion\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eAdministrative reform and reengineering\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"3\" rowspan=\"4\"\u003e \u003cp\u003eIndividual aspect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eCompetent leadership\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e, \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eImproving personal characteristics (respectfulness; being tolerant and unprejudiced, flexibility; ability to listen, openness toward criticism)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e, \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e, \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e50\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eRoles and responsibilities\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e, \u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e32\u003c/span\u003e, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e, \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e, \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e, \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e61\u003c/span\u003e, \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e63\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eSelf-assessment and learning\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e31\u003c/span\u003e, \u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e \u003cp\u003eHuman resource management\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eFinancial resources to support work\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e, \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e21\u003c/span\u003e, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003ePartner resources (skills, expertise and networks)\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e, \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e, \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e48\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eManagement systems/ optimized program management\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e, \u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e29\u003c/span\u003e, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e, \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eIncentives/rewards/ pay attention to workforce needs\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e, \u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e38\u003c/span\u003e, \u003cspan citationid=\"CR49\" class=\"CitationRef\"\u003e49\u003c/span\u003e, \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e62\u003c/span\u003e, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTraining/Education/ teaching program\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e23\u003c/span\u003e, \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e24\u003c/span\u003e, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e30\u003c/span\u003e, \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e34\u003c/span\u003e, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e39\u003c/span\u003e, \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e41\u003c/span\u003e, \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e43\u003c/span\u003e, \u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e51\u003c/span\u003e, \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e52\u003c/span\u003e, \u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e55\u003c/span\u003e, \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e56\u003c/span\u003e, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e60\u003c/span\u003e, \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\" morerows=\"4\" rowspan=\"5\"\u003e \u003cp\u003eEnvironmental aspect\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eData availability and IT/ communication technology\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e18\u003c/span\u003e, \u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e19\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eThe external environment/ Immersive work spaces\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e20\u003c/span\u003e, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e42\u003c/span\u003e, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e, \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e47\u003c/span\u003e, \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e59\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eTo ensure privacy and security of health data\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e36\u003c/span\u003e, \u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e53\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eClimate/ enjoyment\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e37\u003c/span\u003e, \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e45\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEnable to speak freely without fear\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e[\u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e44\u003c/span\u003e]\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003eFinding\u003c/h2\u003e \u003cp\u003eTo assess the effectiveness of strategies for promoting interprofessional healthcare teams, we have employed the IPA model framework. In this framework, each component is assigned a code to facilitate its positioning on the importance-performance matrix. We have collected data to analyze the performance gap and have calculated and analyzed the average importance and performance of each component.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003eGap Analysis: Importance-Performance Matrix\u003c/h2\u003e \u003cp\u003eIn order to determine how close the performance level of each component is to its importance level; we used a formula (I-P). We subtracted the average importance of each component from the average performance and calculated the performance gap. To check if the difference between the average importance and the average performance of each component is significant, we used the paired comparison test at the 5% error level. If the performance gap is significant, it means that the component's performance level is far from the ideal situation (level of importance). We presented the results of the paired comparison test of the analysis of the performance gap between the existing and desired situation for all seven indicators (contextual, strategic, communication, organizational, individual, human resource management, and environmental factors) in Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e.\u003c/p\u003e \u003cp\u003eTable 3:\u0026nbsp;Pairwise comparison test in order to gap analyze the indicators\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"34.02061855670103%\"\u003e\n \u003cp\u003eCriteria\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003eImportance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003ePerformance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.185567010309279%\"\u003e\n \u003cp\u003eI-P\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003eStd. Dev\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003eT-test\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003eSig.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.216494845360825%\"\u003e\n \u003cp\u003eResult\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"34.02061855670103%\"\u003e\n \u003cp\u003eContextual Aspect (A)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.975\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.478\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.185567010309279%\"\u003e\n \u003cp\u003e0.496\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.54\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e3.613\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.003\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.216494845360825%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"34.02061855670103%\"\u003e\n \u003cp\u003eStrategic Aspect (B)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.739\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.592\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.185567010309279%\"\u003e\n \u003cp\u003e0.146\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.91\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.639\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.532\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.216494845360825%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"34.02061855670103%\"\u003e\n \u003cp\u003eCommunicational Aspect (C)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.645\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.236\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.185567010309279%\"\u003e\n \u003cp\u003e0.409\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e1.995\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.065\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.216494845360825%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"34.02061855670103%\"\u003e\n \u003cp\u003eOrganizational Aspect (D)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.856\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.267\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.185567010309279%\"\u003e\n \u003cp\u003e0.588\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.95\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e2.461\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.026\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.216494845360825%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"34.02061855670103%\"\u003e\n \u003cp\u003eIndividual Aspect (E)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.928\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.428\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.185567010309279%\"\u003e\n \u003cp\u003e0.499\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.82\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e2.422\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.029\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.216494845360825%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"34.02061855670103%\"\u003e\n \u003cp\u003eHuman Resource Management (F)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.831\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e2.588\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.185567010309279%\"\u003e\n \u003cp\u003e1.243\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.66\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e7.480\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.216494845360825%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"34.02061855670103%\"\u003e\n \u003cp\u003eEnvironmental Aspect (G)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.550\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"12.371134020618557%\"\u003e\n \u003cp\u003e3.165\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.185567010309279%\"\u003e\n \u003cp\u003e0.384\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.74\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e2.052\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.278350515463918%\"\u003e\n \u003cp\u003e0.058\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.216494845360825%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\u003cbr\u003e\u003cp\u003eAccording to the results, there is a significant gap in the performance of various factors such as contextual, organizational, individual, and human resource management (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05) when compared to the ideal situation. The field of human resource management has the biggest performance gap (1.243), followed by the organizational aspect (0.588), individual aspect (0.499), and contextual aspect (0.496) respectively. On the other hand, there was no significant difference between the current situation and the desired situation (significance of the indicator) for indicators related to strategic, communication, and environmental aspects (Sig\u0026thinsp;\u0026gt;\u0026thinsp;0.05).\u003c/p\u003e \u003cp\u003eFigure \u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e displays the IPA for the primary research indicators. The experts at the medical centers were interviewed concerning the abilities and capabilities of the centers, and based on their inputs, the threshold limit for the current performance has been set at 3 out of 5. Additionally, a score of 3.60 out of 5 in terms of the level of importance. has been assigned to the components related to the promotion of interprofessional teams. The communication, contextual, individual, and organizational aspects are within the acceptable range. However, the aspect of human resource management is lacking and needs improvement to reach an acceptable level of performance. Although the environmental aspect is in the area of resource wastage, it is in an acceptable state due to its relatively lower level of importance compared to other aspects.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003eAccording to the pairwise comparison test in Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e, there is a notable performance gap between the current and desired conditions for 36 components related to the main indicators. Specifically, the background factors of \"culture of respect\" and \"humility\" exhibit a significant difference (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05). Additionally, the \"team alignment with organizational goals\" component shows a significant difference from a strategic aspect (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05). In terms of communication, there is a significant difference (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05) between the current and desired status of \"Communications,\" \"Role clarify,\" and \"Conflict Resolution Support.\" Furthermore, there is a significant difference (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05) between the current and desired situation for the organizational aspects of \"leadership support\" and \"facilitation in team innovative processes.\"\u003c/p\u003e \u003cp\u003eTable\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e shows the results of the pairwise comparison test of the analysis of the performance gap between the current and desired conditions for 36 components related to the main indicators. There is a significant difference between the current and desired situation in the group of background factors of \"culture of respect\" and \"humility\" (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05). From the strategic aspect of the \"team alignment with organizational goals\" component, there is a significant difference between the current and desired situation (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05). From the aspect of communication, there is a significant difference (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05) between the current and desired status of the components \"Communications\", \"Role Transparency\" and \"Conflict Resolution Support\". From the organizational aspect of \"leadership support\" and \"facilitation in team innovative processes,\" there is a significant difference between the current and desired situation (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05). From the individual aspect of the \"roles and responsibilities\", there is a clear discrepancy between what is currently in place and what is desired (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05). In terms of human resource management, there are significant differences between the current and desired situations regarding \"Financial resources to support work,\" \"Partner resources (skills, expertise, and networks),\" and \"Incentives/rewards/pay attention to workforce needs\" (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05). Looking at the \"Enable to speak freely without fear\" from an environmental perspective, there is also a significant difference between the current and desired conditions (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05).\u003c/p\u003e \u003cp\u003eFigure \u003cspan refid=\"Fig5\" class=\"InternalRef\"\u003e4\u003c/span\u003e presents the IPA for teamwork promotion sub-indicators in medical centers. The results indicate that the components \"Enable to speak freely without fear\" (g5), \"Teams given authority to make process changes\" (c5), and \"Training/Education/teaching program\" (f5) are in the indifference zone. This means that the current performance is satisfactory, and there is no need for improvement. On the other hand, certain components contribute to resource waste, including \"having a shared vision\" (b4), a \"proactive employment strategy\" (b2), \"ensuring the privacy and security of health data (g3), \"giving teams the authority to make process changes\" (c6), \"the external environment/immersive workspaces\" (g2), and \"climate/enjoyment\" (g4). While the medical centers' performance is good, these components are not given priority in terms of importance, leading to a waste of resources. Lastly, the components \"Incentives/ rewards/ pay attention to workforce needs\" (f4), \"Roles and responsibilities\" (e3), \"Financial resources to support work\" (f1), \"Facilitate team-initiated innovation\" (d4), \"Culture of respect\" (a1), \"Partner resources (skills, expertise and networks)\" (f2), and \" Leadership support\"(d1) are in the weak area. Since these components are highly important, it is necessary to improve the current situation until reaching the ideal performance level.\u003c/p\u003e \u003cp\u003eTable 4:\u0026nbsp;Pairwise comparison test in order to gap analyze the Sub-indicators\u003c/p\u003e\n\u003ctable border=\"1\" cellspacing=\"0\" cellpadding=\"0\" width=\"100%\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd width=\"12.244897959183673%\"\u003e\n \u003cp\u003eCriteria\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"37.755102040816325%\"\u003e\n \u003cp\u003e\u0026nbsp;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003eSymbol\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003eImportance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003ePerformance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003eI-P\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003eStd. Dev\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003eT-test\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003eSig\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003eResult\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"12.244897959183673%\" rowspan=\"5\"\u003e\n \u003cp\u003eContextual Aspect (A)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"37.755102040816325%\"\u003e\n \u003cp\u003eCulture of respect\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003ea1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003e4.25\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e2.831\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e1.419\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e1.146\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e4.954\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\" valign=\"top\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eHumility\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ea2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e4.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.875\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e0.719\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e4.869\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\" valign=\"top\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eTransparency\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ea3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.94\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.625\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.313\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.352\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.924\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.37\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eFeel they belong and are part of the team\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ea4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.63\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e4.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.375\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.586\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.946\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.36\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eCreating a work culture\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ea5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e4.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.813\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.188\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.167\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.643\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.53\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"12.244897959183673%\" rowspan=\"4\"\u003e\n \u003cp\u003eStrategic Aspect (B)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"37.755102040816325%\"\u003e\n \u003cp\u003eProvide coverage strategies\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003eb1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003e3.95\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e4.375\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e-0.425\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e1.038\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e-1.638\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.12\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eA proactive employment strategy\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003eb2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.56\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.375\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.188\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.223\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.613\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.55\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eAlignment of team with organizational goals\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003eb3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e4.01\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.513\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.494\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e0.943\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e2.094\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.05\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eHaving a shared vision\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003eb4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.44\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.113\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.325\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.771\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.734\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.47\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"12.244897959183673%\" rowspan=\"6\"\u003e\n \u003cp\u003eCommunicational Aspect (C)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"37.755102040816325%\"\u003e\n \u003cp\u003eRelationship and communication\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003ec1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003e3.75\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e3.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.750\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e0.931\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e3.223\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.01\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eBuilding structured team meetings/ Team size and composition\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ec2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.69\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.563\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.586\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.315\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.76\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eTeam cohesiveness\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ec3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.63\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.744\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.119\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.755\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.271\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.79\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eClarify roles\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ec4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.75\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.088\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.663\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.256\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e2.109\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.05\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eSupport conflict resolution\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ec5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.56\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e2.219\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e1.344\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.739\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e3.091\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.01\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eTeams given authority to make process changes\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ec6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.50\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.813\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.313\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.352\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.924\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.37\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"12.244897959183673%\" rowspan=\"7\"\u003e\n \u003cp\u003eOrganizational Aspect (D)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"37.755102040816325%\"\u003e\n \u003cp\u003eLeadership support\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003ed1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003e3.63\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e2.625\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e1.592\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e2.513\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.02\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eTime availability to meet with the team\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ed2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.81\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.688\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e2.056\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e1.337\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.20\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eSet expectations\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ed3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.88\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.750\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.653\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e1.815\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.09\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eFacilitate team-initiated innovation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ed4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.81\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e2.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e1.813\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.109\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e6.539\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eOrganizational commitment\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ed5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.99\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e4.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.131\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.365\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.385\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.71\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eMultidisciplinary team inclusion\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ed6\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.94\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.813\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.628\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.307\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.76\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eAdministrative reform and reengineering\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ed7\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.94\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e4.063\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.586\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.315\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.76\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"12.244897959183673%\" rowspan=\"4\"\u003e\n \u003cp\u003eIndividual Aspect (E)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"37.755102040816325%\"\u003e\n \u003cp\u003eCompetent leadership\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003ee1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003e4.18\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e4.075\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.100\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e1.153\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.347\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.73\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eImproving personal characteristics\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ee2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.75\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.813\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.063\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.340\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.187\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.85\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eRoles and responsibilities\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ee3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e4.04\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e1.969\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e2.075\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.365\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e6.083\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eSelf-assessment and learning\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ee4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.75\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.875\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.455\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.344\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.74\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"12.244897959183673%\" rowspan=\"5\"\u003e\n \u003cp\u003eHuman Resource Management (F)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"37.755102040816325%\"\u003e\n \u003cp\u003eFinancial resources to support work\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003ef1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003e3.88\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e2.188\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e1.688\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e0.946\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e7.132\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\" valign=\"top\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003ePartner resources (skills, expertise and networks)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ef2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.81\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e2.813\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e1.000\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.155\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e3.464\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\" valign=\"top\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eManagement systems/ optimized program management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ef3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.69\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.375\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.313\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.887\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.662\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.52\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eIncentives/ rewards/ pay attention to workforce needs\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ef4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e4.22\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e1.756\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e2.463\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e0.923\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e10.672\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\" valign=\"top\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eTraining/Education/ teaching program\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003ef5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.56\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e2.813\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.750\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.438\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e2.087\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.05\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\" valign=\"top\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"12.244897959183673%\" rowspan=\"5\"\u003e\n \u003cp\u003eEnvironmental Aspect (G)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"37.755102040816325%\"\u003e\n \u003cp\u003eData availability and IT/ communication technology\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003eg1\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"7.142857142857143%\"\u003e\n \u003cp\u003e3.88\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.16326530612245%\"\u003e\n \u003cp\u003e3.188\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.688\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\"\u003e\n \u003cp\u003e1.195\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e2.300\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.1020408163265305%\"\u003e\n \u003cp\u003e0.04\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.122448979591836%\" valign=\"top\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eThe external environment/ Immersive work spaces\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003eg2\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.44\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.581\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.144\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.088\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.528\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.60\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eTo ensure privacy and security of health data\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003eg3\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.56\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.438\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.088\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.460\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.65\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eClimate/ enjoyment\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003eg4\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.31\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e3.438\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.125\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.857\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e-0.269\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.79\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003eϰ\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd width=\"43.02325581395349%\"\u003e\n \u003cp\u003eEnable to speak freely without fear\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003eg5\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"8.13953488372093%\"\u003e\n \u003cp\u003e3.56\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"9.30232558139535%\"\u003e\n \u003cp\u003e2.188\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e1.375\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e1.204\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e4.568\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"5.813953488372093%\"\u003e\n \u003cp\u003e0.00\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd width=\"6.976744186046512%\"\u003e\n \u003cp\u003e\u0026radic;\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e \u003c/div\u003e"},{"header":"Discussion","content":"\u003cp\u003eThrough a systematic review, this research identified the dimensions and components required to improve interprofessional teamwork in health systems. Afterward, a gap analysis was conducted to evaluate strategies for promoting interprofessional teams in medical centers. The analysis was carried out on a case-by-case basis in four specialized medical training centers in Hamadan, Iran. A total of 2569 related articles were initially found, but only 48 articles that fully met the study's objectives were analyzed in full text. The solutions for promoting interprofessional teams were then categorized into seven categories, which included contextual, strategic, communication, organizational, individual, human resource management, and environmental aspects. These categories encompass 36 components in total.\u003c/p\u003e \u003cp\u003eThe gap analysis results indicate a notable performance gap between the current and ideal state of contextual, organizational, individual, and human resource management factors (Sig\u0026thinsp;\u0026le;\u0026thinsp;0.05). The field of human resource management shows the largest performance gap (1.243), followed by the organizational aspect (0.588), the individual aspect (0.499), and finally, the contextual aspect (0.496).\u003c/p\u003e \u003cp\u003eBased on the IPA results, human resource management is an area of weakness despite its high importance. Its performance is significantly below the ideal level and needs improvement to reach an acceptable standard. Medical centers must invest in this field to enhance their performance. On the other hand, the environmental aspect is relatively less important and falls under the category of resource wastage. Nevertheless, it currently maintains an acceptable level of performance. Based on the IPA results, it is evident that the sub-indices, \" Enable to speak freely without fear\" (g5), \"Teams given authority to make process changes\" (c5), and 'Training/Education/ teaching program\" (f5), are all within the indifference range.\u003c/p\u003e \u003cp\u003eIt has been observed that certain factors are contributing to the wastage of resources. These factors include having a shared vision, a proactive employment strategy, ensuring the privacy and security of health data, giving teams the authority to make process changes, the external environment/immersive workspaces, and climate/enjoyment. Although the medical centers' overall performance is good, these components are not given priority in terms of importance, leading to a waste of resources. Moreover, some components such as incentives/rewards/attention to workforce needs, roles and responsibilities, financial resources to support work, facilitate team-initiated innovation, the culture of respect, partner resources (skills, expertise, and networks), and leadership support are in the weak area. As these components are highly important, it is necessary to improve the current situation until reaching the ideal performance level.\u003c/p\u003e \u003cdiv id=\"Sec10\" class=\"Section2\"\u003e \u003ch2\u003eIncentives, rewards and financial resources to support teamwork\u003c/h2\u003e \u003cp\u003eIt has been found that reduced resources and budgets have limited the effectiveness of health teams and decreased the motivation of team members to maintain success. Budget constraints, such as funding delays, the effort required to submit grant applications, and the threat of budget-related staff cuts, play a more important role than leadership skills attributes [\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e65\u003c/span\u003e]. Another study by Mantell et al. (2022) found that the motivation of teams to support health promotion and education has been reduced due to the decrease in salary and bonus levels. As a result, the level of health services in the field of mother and child health, tuberculosis, HIV, and other chronic diseases has decreased [\u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e22\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eBased on a study by Sakyi et al. (2011), providing motivational incentives to regional health management teams was found to be a crucial element in promoting decentralization [\u003cspan citationid=\"CR35\" class=\"CitationRef\"\u003e35\u003c/span\u003e]. The study [\u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e66\u003c/span\u003e] found that when individual performance is easily measurable, differential rewards based on the situation lead to greater job satisfaction. For long and complex projects, team rewards based on results also have a positive impact on team performance. Hence, it is recommended that medical center officials prioritize teamwork-based payments, financial and non-financial incentives, and rewards in their financial and non-financial planning to boost the motivation and performance of teams.\u003c/p\u003e \u003cp\u003eEffective programs require well-designed reward systems to keep interprofessional teams motivated and focused on achieving their goals even after receiving their rewards [\u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e67\u003c/span\u003e]. A survey conducted in health centers revealed that incentives offered to health service providers are often inadequate. Providers may not be interested or motivated to participate unless the incentives are worth their while. To ensure the effectiveness of incentives, they should be based on a comprehensive and valid performance measurement system. The measurements should be reliable, valid, and clear, while the performance comparisons between the members of interprofessional teams should be unbiased. However, achieving this ideal point in the current system of performance in the medical centers of Iran seems almost impossible due to the current conditions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec11\" class=\"Section2\"\u003e \u003ch2\u003eCulture of respect\u003c/h2\u003e \u003cp\u003eTeamwork in healthcare requires active participation from different professionals to exchange experiences and knowledge. This is often done through team meetings [\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e68\u003c/span\u003e]. Professional respect is an important aspect of workplace interactions between coworkers and significant others, such as supervisors. Unlike peer support or social relationships, professional respect is evaluative and reflects the value of work and the level of participation in the community. .From a contextual aspect, research [\u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e33\u003c/span\u003e] emphasizes the importance of a culture of respect among team members as a key factor for effective teamwork. Showing respect among team members can improve team performance [\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e27\u003c/span\u003e]. In order for mobile crisis intervention teams and first response unit officers to interact effectively with service recipients, they must respect each other's roles [\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e]. Therefore, it is recommended that healthcare center management focus on promoting a culture of respect and humility through team leadership interventions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003eRoles and responsibilities\u003c/h2\u003e \u003cp\u003eGroup performance is determined by the way team members share resources, roles, and responsibilities. When individual roles are clearly defined, especially in teams where every member knows their role, everyone is aware of what they are supposed to do, and they understand their boundaries, which helps them focus their thinking and move in the right direction [\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e28\u003c/span\u003e]. However, even when all members of the clinical team are willing to develop a common practice, misunderstandings and conflicts about roles are common and significant obstacles to the integration and practice of physicians and nurses [\u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e64\u003c/span\u003e].\u003c/p\u003e \u003cp\u003eWhen nurses have clearly defined roles, there is agreement on how patient management duties are divided, the skills of each team member, and the scope of practice, as well as the distinctions and similarities between roles [\u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e69\u003c/span\u003e]. Research [\u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e58\u003c/span\u003e] indicates that recognizing the distinct roles of nurses and police officers within interprofessional teams is crucial for providing optimal services. The interpretation of research findings [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e] suggests that managers need to have a thorough understanding of the key elements for successful group performance in order to facilitate it. Therefore, it is advisable that managers communicate information in a way that allows team members to have a clear understanding of their roles and responsibilities, as well as what is required of them to complete tasks and meet deadlines.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003ch2\u003eFacilitate team-initiated innovation\u003c/h2\u003e \u003cp\u003eInnovation thrives in an environment that fosters employee questioning of organizational practices [\u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e70\u003c/span\u003e], encourages creative expression, and enables risk-taking, experimentation, and seizing opportunities [\u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e71\u003c/span\u003e]. In complex systems like hospitals and healthcare centers, middle managers are essential to implementing healthcare innovations effectively. Specifically, middle managers play a critical role in disseminating and combining information related to innovation implementation, mediating between strategy and daily activities required by interprofessional teams [\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e26\u003c/span\u003e]. Research shows that issues such as financing, information governance, interoperability, strict regulations, procurement, and the systemic challenge of encouraging and scaling innovation are central to enhancing innovation in the medical field [\u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e72\u003c/span\u003e]. Regardless of their roles, team members recognize the importance of managers in promoting innovation or change. In highly effective teams, where change was implemented successfully, employees reported that managers facilitated the innovation process, allowing them to initiate change in their service line. Meetings with managers are an excellent opportunity for all members of interprofessional teams to share their innovative ideas. One crucial piece of advice that team members in all roles agree on is the need for managers to coordinate changes across all disciplines when implementing change.\u003c/p\u003e \u003c/div\u003e"},{"header":"Conclusion","content":"\u003cp\u003eResearch has shown that effective health care relies heavily on teamwork to meet patients' needs and promote overall health [\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e73\u003c/span\u003e]. The World Health Organization emphasizes the importance of health care professionals from diverse backgrounds working together to achieve health goals and provide top-quality care [\u003cspan citationid=\"CR74\" class=\"CitationRef\"\u003e74\u003c/span\u003e]. Since the outbreak of the COVID-19 pandemic, there have been some notable changes in the medical profession. Studies such as [\u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e75\u003c/span\u003e, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e76\u003c/span\u003e] have identified common traits among medical staff, including greater collaboration in interprofessional teams, increased trust in one another, and greater empowerment and independence to effect positive change. Nonetheless, the complexity of the structures and the variety of specialist employees involved in health care can make implementing teamwork challenging. Future research should investigate the impact of strategies that promote interprofessional teams on enhancing the quality of healthcare services in medical centers.\u003c/p\u003e"},{"header":"Declarations","content":"\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eThe A and B have collected the required data, the B, C and D have done the systematic review, the D person has collected the field data, the C person has done the data analysis. All authors participated in the writing of the manuscript.\u003c/p\u003e\u003ch3\u003eCompeting interests\u003c/h3\u003e\n\u003cp\u003eNone declared.\u003c/p\u003e\n\u003ch3\u003eData availability\u003c/h3\u003e\n\u003cp\u003eMost of the necessary data is included in the main article file. However, if you require additional information, please contact the corresponding author via email ([email protected]).\u003c/p\u003e\n\u003ch3\u003eFunding declaration\u003c/h3\u003e\n\u003cp\u003eThis study has been carried out with the limited financial support of Hamedan University of Medical Sciences, Iran.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eFox L, Onders R, Hermansen-Kobulnicky CJ, Nguyen T-N, Myran L, Linn B, et al. Teaching interprofessional teamwork skills to health professional students: A scoping review. 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Springer; 2020. pp. 1\u0026ndash;4.\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eRichardson D, Jaricha T, Power M, Lewis DA. Team huddles in sexual health clinics improve communication, clinic capacity and flow, and team relationships and well-being. Sex Transm Infect. 2020;96(4):312.\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eWen J, Schulman KA. Can team-based care improve patient satisfaction? A systematic review of randomized controlled trials. PLoS ONE. 2014;9(7):e100603.\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eWill KK, Johnson ML, Lamb G. Team-based care and patient satisfaction in the hospital setting: a systematic review. J Patient-Centered Res Reviews. 2019;6(2):158.\u003c/span\u003e\u003c/li\u003e \u003cli\u003e\u003cspan\u003eFernandopulle N. To what extent does hierarchical leadership affect health care outcomes? 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Int J Environ Res Public Health. 2020;17(18):6442.\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":true,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Teamworking, healthcare, Gap Analysis, Importance-Performance Analysis, Systematic Review","lastPublishedDoi":"10.21203/rs.3.rs-3967537/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-3967537/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003ch2\u003eIntroduction\u003c/h2\u003e \u003cp\u003eThe effectiveness of a healthcare unit is largely dependent on how well its interprofessional teams work together. Unfortunately, there are often shortcomings in the strategies used to improve these teams. To address this issue, a study was conducted to analyze the performance gap in the area of strategies for promoting work teams in healthcare units.\u003c/p\u003e\u003ch2\u003eMethod\u003c/h2\u003e \u003cp\u003eIn this study, a mixed-method approach was utilized to systematically review qualitative and quantitative studies focused on identifying strategies for enhancing interprofessional teams in healthcare units. The researcher employed an Importance-Performance Analysis (IPA) to evaluate the effectiveness of strategies aimed at improving interprofessional teams in four specialized clinical training centers located in Hamadan province, Iran.\u003c/p\u003e\u003ch2\u003eFining\u003c/h2\u003e \u003cp\u003eThis research conducted a systematic review to identify the necessary dimensions and components to enhance interprofessional teamwork in health systems. A gap analysis was then carried out to evaluate strategies for promoting interprofessional teams in medical centers. Based on the systematic review, the solutions for promoting interprofessional teams were categorized into seven categories, including contextual, strategic, communication, organizational, individual, Human Resources Management (HRM), and environmental aspects. These categories consist of a total of 36 components. The gap analysis results indicate that the HRM aspect shows the largest performance gap (1.243), followed by the organizational aspect (0.588), the individual aspect (0.499), and finally, the contextual aspect (0.496). The HRM aspect has been identified as an area of weakness despite its high importance and its performance is significantly below the ideal level. On the other hand, the environmental aspect is relatively less important and falls under the category of resource wastage. Some critical components such as incentives/rewards/attention to workforce needs, roles and responsibilities, financial resources to support work, facilitate team-initiated innovation and the culture of respect fall under the weak area.\u003c/p\u003e\u003ch2\u003eConclusion\u003c/h2\u003e \u003cp\u003eImplementing teamwork in healthcare can be challenging due to the complexity of structures and the involvement of various specialist employees. However, with the right strategies and tools, these barriers can be overcome, leading to an improvement in the quality of healthcare and ensuring the health of the community. The IPA tool allowed for the identification of weak points, wasted resources, and acceptable areas to improve interprofessional teamwork in medical centers.\u003c/p\u003e","manuscriptTitle":"Gap analysis of strategies for promoting interprofessional teams in healthcare units","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2024-02-28 19:23:59","doi":"10.21203/rs.3.rs-3967537/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"06c93f6b-d2a7-45cc-8aa3-c1d07bb046de","owner":[],"postedDate":"February 28th, 2024","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[],"tags":[],"updatedAt":"2024-02-28T19:24:01+00:00","versionOfRecord":[],"versionCreatedAt":"2024-02-28 19:23:59","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-3967537","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-3967537","identity":"rs-3967537","version":["v1"]},"buildId":"qtupq5eGEP_6zYnWcrvyt","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}