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  • 1.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Common incentives for teamwork: the unspoken contract´s significance2014In: Team Performance Management, ISSN 1352-7592, E-ISSN 1758-6860, Vol. 20, no 1/2, p. 65-80Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this article was to identify and study common incentives for teamwork.

    Design/methodology/approach - The study was designed as a case study. The case consists of teamwork at a univer-sity hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12–18 months. Data were collected through interviews (n = 48) and observations (n = 52) of the teamwork at treatment conferences.

    Findings - The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion.

    Research limitations/implications - The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution.

    Practical implications - The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved.

    Originality/value - The significance of common incentives and the unspoken contract in the team is identified.

  • 2.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Doctors’ functional leadership inpsychiatric healthcare teams: a reversible leadership logic2015In: Team Performance Management, ISSN 1352-7592, E-ISSN 1758-6860, Vol. 21, no 3/4, p. 159-180Article in journal (Refereed)
    Abstract [en]

    Purpose: The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences?

    Design/methodology/approach: Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n19) and observations (n30) of doctors’ work in multidisciplinary psychiatric teams.

    Findings: Doctors in a multidisciplinary team use either self-imposed or involuntary leadership style. Oscillating between these two extremes was a strategy for handling the internal tensions of the team.

    Research limitations/implications: The study was a case study, performed during treatment conferences at psychiatric wards in a university hospital. This limitation means that there is cause for some caution in generalising the results.

    Practical implications: The results are useful for understanding leadership in multidisciplinary medical teams. By understanding the reversible logic of leadership, cooperation and knowledge sharing can be gained, which means that a situation of mere peaceful coexistence can be avoided. Understanding the importance of the informal contract makes it possible to switch leadership among team members. A reversible leadership with an informal contract makes the team less vulnerable. The team’s professionals can thus easily handle dif cult situations and internal tensions, facilitating leadership and management of multidisciplinary teams.

    Originality/value: Doctors in multidisciplinary psychiatric teams use reversible leadership

    logic.

  • 3.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    Sahlgrenska akademin, Göteborgs universitet.
    Sandberg, Håkan
    Akademin för hälsa, vård och välfärd, Mälardalens högskola.
    Models of teamwork: ideal or not?: A critical study of theoretical team models2012In: Team Performance Management, ISSN 1352-7592, E-ISSN 1758-6860, Vol. 18, no 5/6, p. 328-340Article in journal (Refereed)
    Abstract [en]

    Purpose - There is a tendency in team research to employ concepts of stepwise models, reachingfrom the primitive to the excellent, to suggest that a higher level of evolution is better than the basic and simple. This tendency includes typologies of teams. This article aims to question the relevance of this view.

    Design/methodology/approach - Data were collected in three steps. In the first step, articles and books analyzing teams and teamwork from stepwise analytical models were collected. In the second step the collected data were classified into different themes. Each stepwise model was classified into one essential denomination. This classification resulted in eight themes. In the third step each theme was analyzed, which led to the fusion of some of the themes.

    Findings - The conclusion is that a synchronous, complementary or mature team is not necessarily optimal. Contrary to this, a differentiated, sequential or multi team approach can be optimal for some purposes. Team research needs to establish a more open, inductive and critical attitude than at present.

    Originality/value - The paper highlights the need to observe and use team theories in a balanced and critical way.

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