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Rhodes, J. (2020). Students' perceptions of participating in educational escape rooms in undergraduate nursing eduction. Kai Tiaki Nursing Research, 11(1), 34–41.
Abstract: Captures undergraduate nursing students' perceptions after participation in an educational escape room. Describes the concept of the escape room for undergraduate nursing students, in which students collaboratively solved problems during a specified time before returning to the classroom. Reports the findings of a survey conducted with 181 students on the utility of the experience for teaching teamwork, collaboration, and critical thinking while under pressure.
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Teunissen, C., Burrell, B., & Maskill, V. (2020). Effective surgical teams: an integrative literature review. Western Journal of Nursing Research, 42(1). Retrieved May 17, 2024, from http://dx.doi.org/https://doi.org/10.1177/0193945919834896
Abstract: Evaluates the aids and barriers for perioperative teams in functioning effectively, preventing adverse events, and fostering a culture of safety. Undertakes an integrative review of the literature. Highlights the role of theatre nurses in situational awareness (SA), running the theatre and assuming leadership of the team.
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Hughes, M., Kirk, R., & Dixon, A. (2018). New Zealand nurses' storied experiences of direction and delegation. Nursing Praxis in New Zealand, 34(3). Retrieved May 17, 2024, from www.nursingpraxis.org
Abstract: Explores nurses' perceptions about their everyday direction and delegation interactions using a narrative inquiry approach. Invites Registered Nurses (RN)and Enrolled Nurses (EN) who hold a practising certificate, are employed in Canterbury, and registered with the Nursing Council, to participate in this research. Presents 8 narratives that highlight the nature of teamwork, the importance of communication, and the need for a delegation relationship.
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Morton, J., Williams, Y., & Philpott, M. (2006). New Zealand's Christchurch Hospital at night: An audit of medical activity from 2230 to 0800 hours. New Zealand Medical Journal, 119(1231).
Abstract: The authors conduct an audit of medical activity at Christchurch Hospital, a 650 bed tertiary centre, between 2230 and 0800 hours. They measured the volumes of tasks requiring completion overnight and identified the competencies required for this as well as the level of teamwork that existed. They found several organisational areas of concern, that indicate new approaches are required to staff the “hospital at night,” and an Out of Hours Multidisciplinary Team is recommended. Specific issues included the lack of teamwork from the Resident Medical Officers (RMOs), with some overextended while others were inactive. House officer tasks were largely generic rather than specialty specific; there was no formal handover from the afternoon or day shifts and the level of hospital medical staffing did not reflect the activity levels over the time period studied. The researchers also recommend an urgent review of the beep policy. A third of the admissions were to General Medicine, and basic medical activities (including admitting, reviewing, and prescribing drugs and fluids) for patients admitted under all specialties represented the majority of the night workload. Medical registrars had reduced some of the traditional multiple clerking by admitting patients themselves.
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Murrell-McMillan, K. A. (2006). Why nurses in New Zealand stay working in rural areas. New Zealand Family Physician, 33(3), 173–175.
Abstract: The author investigates why nurses in New Zealand stay working in rural areas when their Australian counterparts and medical colleagues are leaving rural areas at alarming rates. She looks at international recruitment and retention issues, and particularly compares rural nursing in Australia with New Zealand. Local research shows that over 50% of rural nursing is in the practice environment. Practice nurses report high job satisfaction, specifically around working with diverse populations, autonomy, and working with GPs, the local community, and local iwi. The only perceived barrier identified in the New Zealand literature to job satisfaction and collaborative team behaviour has been the funding of nursing services in rural areas. This contrasts with many barriers to rural nursing in Australia, and the author suggests New Zealand policy makers may learn from Australia's retention issues.
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Tan, S. T., Wright, A., Hemphill, A., Ashton, K., & Evans, J. H. (2003). Correction of deformational auricular anomalies by moulding: Results of a fast-track service. Access is free to articles older than 6 months, and abstracts., 116(1181).
Abstract: This paper reports the result of a fast-track referral service in treating deformational auricular anomalies using moulding therapy, by employing nurses who were familiar with the indications and technique, working in close liaison with plastic surgeons. The type and severity of the auricular anomaly were documented both clinically and photographically before and three months following cessation of treatment. Assessment of the results was made by comparing the pre- and post-treatment photographs and by a postal questionnaire, which was dispatched to the parents of the patients three months after treatment was discontinued. All parents of the 30 infants felt that auricular moulding was worthwhile. The authors conclude that this is an effective treatment strategy that will largely negate the need for surgical correction of deformational auricular anomalies.
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Ross, J. (2001). Role identification: An impediment to effective core primary health care teamwork. Ph.D. thesis, , .
Abstract: This study, which is methodologically grounded in qualitative research and philosophically informed by critical social science, explores aspects of the socio-political context in which practice nurses and general practitioners (core primary health care team) work within a team environment. It is indicated in the literature that there are benefits for improved health care through the development of collaborative teamwork. However, there have been many barriers identified which prevent collaborative teamwork. Amongst the many barriers, is the lack of role clarity and attitudinal differences. This thesis explored and highlighted whether the lack of role clarity and attitudinal differences do indeed impede the team's success, and are barriers to teamwork. The views and opinions of practice nurses and general practitioners and the understanding of their own and each other's current roles within the general practice setting were explored. The participants had the opportunity to discuss together, in focus group meetings, their thoughts on the topic. This raised their awareness of their taken for granted ideas on role and teamwork. Focus groups offered the participants the added opportunity to question each other which allowed for a deeper and more fulfilling understanding of role. New understandings that emerged could lead to alternative models of health care and influence the future delivery and planning of general practice. The thesis concludes by offering a potentially suitable model/framework which has been developed to further the understanding of teamwork in the future.
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Russell, D. (1999). Changing public health nursing practice. Kai Tiaki: Nursing New Zealand, 5(11), 18–19.
Abstract: A new approach to public health nursing in the Otago region is described, which comprises of 3 distinct groups of nurses working in early childhood centres, primary schools and high schools. A family nursing assessment approach is used. The philosophical underpinnings of this approach are examined, which seeks to empower patients and engage them in their health care. Two public health nurses are interviewed about the new partnership model of nursing.
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Litchfield, M., & Laws, M. (1999). Achieving family health and cost-containment outcomes: Innovation in the New Zealand Health Sector Reforms. In Cohen,E. & De Back,V. (Eds.), The outcomes mandate: New roles, rules and relationships. Case management in health care today (pp. 306-316). St Louis: Mosby.
Abstract: The chapter presents the research findings of the 1992-1993 Wellington Nurse Case Management Scheme Project as a distinct model of nurse case management, which introduced a role and form of practice of a family nurse and a diagram of the service delivery structure required for support and relevant for the New Zealand health system reforms.
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