Citation
Albritton, Jordan A.; Fried, Bruce J.; Singh, Kavita; Weiner, Bryan J.; Reeve, Bryce B.; & Edwards, Jeffrey R. (2019). The Role of Psychological Safety and Learning Behavior in the Development of Effective Quality Improvement Teams in Ghana: An Observational Study. BMC Health Services Research, 19, 385. PMCID: PMC6570939Abstract
BACKGROUND: As lower-income countries look to develop a mature healthcare workforce and to improve quality and reduce costs, they are increasingly turning to quality improvement (QI), a widely-used strategy in higher-income countries. Although QI is an effective strategy for promoting evidence-based practices, QI interventions often fail to deliver desired results. This failure may reflect a problem with implementation. As the key implementing unit of QI, teams are critical for the success or failure of QI efforts. Thus, we used the model of work-team learning to identify factors related to the effectiveness of newly-formed hospital-based QI teams in Ghana.METHODS: This was a cross-sectional, observational study. We used structural equation modeling to estimate relationships between coaching-oriented team leadership, perceived support for teamwork, team psychological safety, team learning behavior, and QI implementation. We used an observer-rated measure of QI implementation, our outcome of interest. Team-level factors were measured using aggregated survey data from 490 QI team members, resulting in a sample size of 122 teams. We assessed model fit and tested significance of standardized parameters, including direct and indirect effects.
RESULTS: Learning behavior mediated a positive relationship between psychological safety and QI implementation (beta = 0.171, p = 0.001). Psychological safety mediated a positive relationship between team leadership and learning behavior (beta = 0.384, p = 0.068). Perceived support for teamwork did not have a significant effect on psychological safety or learning behavior.
CONCLUSIONS: Psychological safety and learning behavior are key for the success of newly formed QI teams working in lower-income countries. Organizational leaders and implementation facilitators should consider these leverage points as they work to establish an environment where QI and other team-based activities are supported and encouraged.
URL
http://dx.doi.org/10.1186/s12913-019-4234-7Reference Type
Journal ArticleYear Published
2019Journal Title
BMC Health Services ResearchAuthor(s)
Albritton, Jordan A.Fried, Bruce J.
Singh, Kavita
Weiner, Bryan J.
Reeve, Bryce B.
Edwards, Jeffrey R.