The high‐cooperation hospital project team

Abstract

The authors analyze surveys completed by 181 members of 59 project teams from 57 hospitals. Results indicate that members of high‐cooperation teams were more likely to communicate informally; spend time brainstorming, exchanging project‐related information, and receiving performance feedback; positively evaluate the status of their project; and have positive feelings about their participation on the project team. Cooperation levels were highest when team leaders clearly explained project objectives and team member responsibilities; team leaders confronted conflicts among team members and worked to resolve those conflicts; team members clearly understood project objectives, responsibilities, and rewards; and team members did not have reservations about the project and its outcomes. Results also suggested that, in some groups, active involvement by senior managers negatively affected cooperation levels. This result may reflect a deference in some groups to the authority of senior management.