The effect of the emergency shift to virtual instruction on student team dynamics

In spite of the sudden onset of the COVID-19 pandemic, many instructors who used team-based pedagogies shifted them online rather than suspending them entirely, but with limited time and resources. To examine the difference in team dynamics and outcomes for courses in Spring 2019 and Spring 2020 of over 1500 first-year engineering students per semester, Wilcoxon signed-rank tests and random forests method were used. Results show that students reported less improvement in team-member effectiveness, lower psychological safety, and less satisfaction in the semester with the emergency transition. However, students also reported lower conflict. The most important factor predicting project grades shifted from 'Interacting with teammates' to 'Having relevant knowledge, skills, and abilities' amid the emergency shift, accompanied by a reduction in team interdependence. In spite of the collection of data during an emergency transition, the foundation of face-to-face interaction before moving to virtual cooperation represents a useful contribution to research that has focused exclusively on virtual learning circumstances.

Perceptions of university students regarding engagement in synchronous discussions involving teamwork during the COVID-19 pandemic

Teamwork is usually a component of the learning assessment framework of online courses, and the timely sharing of information and feedback through synchronous communication is beneficial for team-based assignments. However, during the COVID-19 pandemic, university students did not always actively engage in virtual teamwork in online environments because they were learning from home and were subject to the effect of disruptions at home. This study explored the perceptions of university students who engaged in synchronous discussions involving teamwork during the COVID-19 pandemic. Semi-structured individual interviews were conducted with 25 Taiwanese university students. Through qualitative methods that incorporated individual interviews and a content analysis, six content concepts were established. Afterward, relational content analysis was conducted. This study revealed that the students benefited from visible synchronous discussions in terms of inquiry dialogue, project creation, and learning satisfaction. Notably, the interviewees mostly did not switch on their webcams but recognized that webcam use can benefit discussions. The participants' decision to switch on/off their webcams was primarily influenced by their perception of the importance of a given project than by their privacy concerns. Moreover, when home-based leaning was implemented during the COVID-19 pandemic, group leaders encountered an obstruction when they were guiding their group members to engage in teamwork involving physical tasks. Future studies should explore how members should be guided to engage in teamwork involving physical tasks during synchronous discussions.

Burnout and Wellbeing during the Second Covid-19 Wave: Are There Differences between Medical Specialties?

Introduction: Burnout is common amongst clinical staff. Critical Care is widely accepted to have amongst the highest rates, with an incidence of >38%.1 The Covid-19 pandemic placed unprecedented pressures on staff, making them vulnerable to burnout.2 Although stressors were similar across medical teams, we suspected there were differences in burnout between medical specialties. Objective(s): This study aimed to examine burnout amongst the hospital MDT, focussing on three higher care clinical areas: Coronary Care (CCU), Respiratory (RSU) and Critical Care (ICU) and identify recurring positive and negative experiences. Method(s): Between March and April 2021 staff were invited to complete a two-part survey. Part one investigated demographic data and free text answers on feelings towards Covid-19. Part two questioned recipients on the 22 questions of the MBI -HSS (Maslach Burnout Index- Human Services Survey).3 This survey assesses burn-out in three domains: Emotional Exhaustion (EE), Depersonalisation (DP), and lack of Personal Accomplishment (PA). MBI-HSS results were analysed and a previously used 'high-risk' cut-off was used to calculate percentages per domain and overall. Free text analysis was conducted by two researchers to identify common themes, protective factors and negative factors which may increase burnout. Result(s): 148 staff members responded to the survey: 53% of respondents met the criteria for burnout in at least one domain. 58% of ICU staff, 42% of RSU staff and 44% of CCU staff were burnt out in one domain or more. ICU had the highest percentage of staff at high risk of EE and lack of PA. RSU had the highest percentage of staff scoring highly for DP. Free text analysis demonstrated some positive experiences from the Covid-19 pandemic: teamwork, communication, resilience, and opportunities to learn new skills were highlighted by staff across all areas. All areas found staffing and workload a negative factor. In ICU, workspace organisation and long shifts in PPE were key stressors which made communication and taking breaks safely difficult. Managing stress and uncertainty were highlighted by the ICU teams. In RSU, a significant proportion of staff found the lack of established treatments and poor outcomes difficult to manage, potentially highlighting the differences in Covid-19 management compared with ICU. As nursing staff work with higher ratios in RSU, some found managing patients' needs difficult: "Not having enough time to care for patients' basic needs . . . patients in side-rooms were left feeling isolated and scared". In CCU, there was a shift towards fear of catching the virus, PPE provision and poor infection control guidance, possibly arising from lower exposure to Covid-19: "It felt like the trust didn't give a s**t about their staff with regard to PPE and vaccinations." Conclusion(s): All clinical areas highlighted increased teamwork as a positive outcome of the Covid-19 pandemic, and good relationships have been built, a known protective factor against burnout. Many negative factors have impacted the rate of burnout, including high workload, staffing issues, redeployment and managing death and uncertainty. We hope to resurvey the same areas to assess wellbeing one year on, and address key factors to improve wellbeing.

COVID-19: Adapting to change, general surgery at a district general hospital in the United Kingdom

The Coronavirus pandemic has caused major change across the world and in the National Health Service. In order to cope and help limit contagion, numerous institutions recognised the need to adjust clinical practice quickly yet safely. In this paper, we aim to describe the changes implemented in a general surgery department at a district general hospital in the United Kingdom. Across the surgical specialties, frameworks, protocols and guidelines have been established locally and nationally. The aerosol generating procedures involved in general surgery required us to alter our daily activities. Modifications to patient management were necessary to try and reduce viral spread. Staff wellbeing was heavily promoted in order to help maintain the frontline workforce. A holistic approach was required.

Hybrid work: A challenge for change management

Hybrid work as a change in the work situation of many employees, not least triggered by the COVID pandemic—especially in knowledge-intensive professions—challenges the change management of organizations. This article in the journal "Gruppe. Interaktion. Organisation. (GIO)” describes three challenges that organizations must face when transitioning to hybrid work: (1) team effectiveness, (2) team cohesion and organizational commitment, (3) spatial and technical infrastructures. Practical solutions for a participative change management with regard to a human-oriented work design are presented. © 2023, The Author(s).

Patient's perspectives of treatment satisfaction and efficiency of the 2:1 clinical education model in physical therapy rehabilitation

Managing clinical education placements in physical therapy and physical therapy assistant programs continue to evolve to meet the needs of accredited programs (Commission on Accreditation in Physical Therapy Education [CAPTE], 2021b). The onset of COVID-19, the increased market demand, and the rise of more universities' program growth in physical therapy created a need for increased clinical placements. The 2:1 model has the potential to increase available placements. However, the implementation is slow due to resistance and obstacles. The 2:1 clinical model differs from the 1:1 model because it adds another student in the clinical experience for the clinical instructor;therefore, one clinical instructor mentors two students simultaneously. Research on the 2:1 model explored the viewpoints of clinical instructors, students,academia, and clinical site coordinators and lacked patient perspectives. This qualitative multiplecase study included an exploration of the patient's perspective of treatment satisfaction and efficiency of the 2:1 clinical education model. Reflexive thematic analysis, RA, was the method applied to the data obtained through semi-structured interviews. RA uses an inductive approach in qualitative studies for healthcare research without a predetermined set of codes or a codebook(Braun et al., 2021, 2014). Kotter's Change Management Model, KCMM, was the theoretical framework for this study. The first step is to create a sense of urgency, accomplished by the COVID-19 pandemic, market demand, and an increase in physical therapy and physical therapist university programs. This study focused on the second step, which is to create a guiding coalition of all the stakeholders. Obtaining patient perspectives was essential, as it was missing from previous research. Patients are the stakeholders who are usually the primary stakeholder for quality control in healthcare. The positive results of this study about satisfaction and effectiveness of the 2:1 model were from seven participants of diverse ages, locations, treatment settings, and diagnoses and supported 2:1 model in physical therapy and physical therapist assistant clinical education. By gaining insight from a primary stakeholder contributed to the gap in the literature and supported implementing a change initiative for the 2:1 model. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Demonstrating a Nurse-Driven Model for Interprofessional Academic-Practice Partnerships

The World Health Organization (WHO) describes interprofessional practice (IPP) as "...multiple health workers from different professional backgrounds working] together with patients, families, caregivers, and communities to deliver the highest quality of care" (WHO. 2010. The WHO deemed that interprofessional education and practice (IPEP) is vital to attain a workforce that Is ready and able to care for local health needs through teamwork and collaboration (WHO. 201 Oh Interprofessional teams are critical in the care of acute, chronic, and complex health and social support needs of COVID-19 patients (Michalec & Lamb. 20201.1 PE and IPP are so essential to care that accreditation bodies have come together to provide guidance about how to embed these activities throughout all health professions programs (Health Professions Accreditors Collaborative. 2019). When delivered Intentionally, IPEP has the potential to achieve the Quadruple Aim (i.e., Improved quality, Increased population health, reduced costs, and improved clinician experience), with teamwork playing a large part In the achievement of the fourth aim: addressing the needs of healthcare workers, and reducing stressors experienced by the past, current, and future healthcare workforce, including nurses (Bachvnskv. 2020: Nurses have demonstrated that they are In an ideal position on the healthcare team to meet the additional demands placed on health services (e.g., contact tracing, testing, vaccine administration) and increased demand for staff, resources, policies, and supplies by the COVID-19 pandemic, all of which threaten an already overtaxed system (Diabv et al„ 2021).

Nurse perception on ECMO care: A literature review

Objectives: The nursing care is more complex in relation to new technologies, new diseases, new globally emergencies. In relation to technology, nurses acquired more competences in relation to advanced therapy, in respiratory, circulatory, and renal support. The nursing workload increases in complexity and in responsibilities, without a staff increasing in relation to nursing activities. ECMO was widely applied to manage acute respiratory distress syndrome and circulatory failure, in case of cardiac arrest or cardiogenic shock, configuring as a therapy bridge to decision, to restore, to transplant or to nowhere. During the last years, nurses were involved to a rapid and continuous changing, to respond adequately to new health challenges, understanding or not their role and responsibilities in globally health care system. Nurse manages different variables, well represented by nursing activities score, but in nursing ECMO care, these variables are more complicated, in relation to ECMO device and to ECMO patient. What is the globally perception of nurses involved in ECMO care? Methods: A literature review was applied on PubMed. The inclusion criteria were all articles about ECMO, including pediatric and/or adult population, with a publication less than ten years. Result(s): A total of sixteen articles were found, with reduction to ten for relevance. The excluded articles talked about non ECMO care or patient;s perceptions. Articles included in the research talk about nursing perceptions (40%), education (30%), ethics in ECMO care (20%), professional experience in ECMO Covid (10%). Conclusion(s): The nursing perception on ECMO nursing care are different. They recognize the central role in ECMO care, but over workload, without staff increasing, less peer support, a low teamwork and personal differences in technical and non-technical skills increase some barriers to nursing perception of themselves. Nurses allocate their competence on experience and continuous training, but also a good teamwork and a professional recognition by other health care professions or by nursing supervisors can increase nursing perception and reduce the abandonment of nursing profession.

Assessing the impact of intensive positive feedback on staff morale, culture, civility and psychological safety in a South West maternity unit

Introduction: The importance of psychological safety, staff morale, culture and civility (PSMCC) has been highlighted by multiple recent maternity investigations as key to the provision of safe, high quality maternity care [1]. These factors are also crucial for staff retention and recruitment. Concomitantly, the NHS Staff Survey indicates an almost universal decline in staff motivation and engagement since COVID;a trend also noted in our institution [2]. Regular, authentic, individual and group positive feedback could improve PSMCC by creating a culture of kindness and appreciation, reinforcing positive behaviour and improving teamwork. At UHP, an established 'Learning for Excellence (LfE)' positive feedback system is in place, facilitating provision of volitional, authentic feedback to individuals and enabling organisational learning about what works. The aim of this project was to assess the impact of a shift to a more positive, appreciative narrative in maternity using intensive positive feedback from patients and staff. Method(s): A literature review to derive validated questions for incorporation into a questionnaire to assess baseline levels of PSMCC and perceptions of positive feedback receipt. QI methodology and stakeholder focus groups aided the development of the interventions. Once established, the impact of these positive interventions on PSCMM will be assessed. Result(s): There were 103 responses to the baseline questionnaire. 24% staff felt their actions at work were never positively acknowledged;45% felt undervalued. 63% felt they do not receive enough positive feedback, whilst 93% believed that receiving more positive feedback would improve staff morale, wellbeing, culture and care. Discussion(s): Based on these findings, interventions to provide regular, authentic, positive feedback across our maternity unit have been created. These include: 1)motivational board sharing positive feedback stories from patients and staff obtained via LfE, showcasing the kind, compassionate and high quality care delivered;2) Weekly email shots of LfE stories focussing on specific positive behaviours such as teamwork and patient centred care;3) A white board for staff and patients to share positive messages ad hoc;4)Promotion of the LfE initiative to patients thus increasing positive feedback to staff. The impact of these interventions will be assessed shortly and presented in full.Copyright © 2023 Elsevier Ltd

Supervised interprofessional student pain clinic program - efficacy with the utilization of zoom.

Introduction: Current medical education curricula in pain management are insufficient to match the prevalence of chronic pain and the needs of patient populations. The Supervised Student Inter-professional Pain Clinic Program (SSIPCP) aims to train healthcare professional students to improve their abilities in chronic pain management in interprofessional (IP) teams. Due to the COVID-19 pandemic, Zoom was employed to allow the program to continue. In this study, survey data from students who participated during and before the COVID-19 pandemic were compared to determine if the program carried out via Zoom can maintain its effectiveness. Methods: Student pre- and post-program survey data were entered into Microsoft Excel spreadsheet and then graphed and analyzed with Sigma Plot. Surveys assessed knowledge in chronic pain physiology and management, attitude towards IP practice, and perceived team skills in the form of questionnaires and open-ended questions. Paired t-tests and Wilcoxon Signed-rank tests were used for two-group comparisons and two-way repeated ANOVA followed by the Holm-Sidak post-hoc tests were used for multiple group comparisons. Results: Overall, students continued to exhibit significant improvement in major areas assessed even with the use of Zoom. Strengths of the programs were also shared across student cohorts regardless of Zoom usage. However, despite their improvements, students who utilized Zoom stated that they would have preferred in-person program activities. Conclusion: Although students prefer in-person activities, the SSIPCP successfully trained healthcare students in chronic pain management and working in an IP team through Zoom.

Effects of safety attitude on factors related to burnout among nurses working at a dedicated infectious disease control hospital during the COVID-19 pandemic.

AIM: Repeated occupational exposure and increased stress and fatigue levels contribute to a high risk of coronavirus disease 2019 (COVID-19) infection among frontline nurses. This study aimed to explore the relationships among teamwork, work environment and resources, work-life balance, stress perception and burnout among nurses working at a dedicated infectious disease control hospital. METHODS: The participants were 389 nurses at a dedicated infectious disease control hospital in Taipei City, Taiwan. This study adopted survey design with a questionnaire using the Safety Attitude Questionnaire. RESULTS: The work-life balance among nurses at the dedicated hospital significantly mediated the effects of teamwork and work environment and resources on burnout. In addition, stress perception had interaction effects on work-life balance and burnout. CONCLUSION: This study's results provide important recommendations for managing teamwork, work environment and resources, work-life balance, stress perception and burnout prevention in nurses to help them better prepare and cope with emergencies. Findings can serve as a reference for developing relevant hospital management policies.

Race to the Summit: Impact of a Social Media-based Exercise Competition on Physician Physical, Psychological, and Emotional Well-being

Background In the wake of the COVID-19 pandemic and with increasing non-clinical demands on physician time and effort, the health care community is experiencing disproportionate rates of burnout. Oncologists, specifically, frequently endure challenging situations of caring for terminally ill patients who require emotional support along with intricate medical care. In response, various well-being initiatives for physicians have emerged, predominantly focusing on education or wellness opportunities. However, most these programs are institution-based and not accessible to the physician community as a whole. The effect of physical exercise, particularly team-based activity, on physician well-being and burnout has been postulated but not rigorously studied. We therefore seek to formally investigate whether team-based exercise programs can facilitate collective well-being by enabling physicians to address burnout collectively rather than individually. Methods This prospective study will involve the two-month voluntary team-based multi-sport competition, ACRO Race to the Summit, which will track total exercise minutes logged across various forms of physical activities during the racing period of January 1st, 2023- February 28th, 2023. A pre/post survey design will be used to investigate the potential impact of such collective activity on radiation oncology physician well-being. Included in both surveys, a set of 25 multiple-choice questions based on the validated Stanford Medicine well-being survey and the IPAQ (International Physical Activity Questionnaire) will focus on physical activity level and psychological and emotional well-being in the work place. The post-race survey will include additional questions meant to evaluate participants' perceived impact of the competition on these categories. Results Primary endpoints will assess change in pre- and post-survey metrics related to level of physical activity, and psychological and emotional well-being at work. Secondary endpoints will examine perceived value of team-based exercise in cultivating well-being. Discussion We anticipate that the results from this survey may inform commentary on the role of collective, inclusive exercise as a tool to combat physician burnout. Moreover, the study may provide insight into existing trends in physical activity, and psychological and emotional well-being in the radiation oncology community. Formation of and investment in non-institution, non-work related teams may prove to be a unique means of addressing burnout by strengthening a sense of community within the field as a whole.

Training interprofessional teamwork in palliative care: A pilot study of online simulation activity for registered nurses and nursing associates

Palliative care promotes quality of life for seriously ill and dying patients and their loved ones. An ageing population with more complex chronic and life-limiting conditions will increase the demand for competence in the field. Interprofessional cooperation will be a critical factor in achieving this. Such cooperation within the field of nursing is critical because of registered nurses' (RNs) role and function in patient- and family-centred care. A project focusing on learning interdisciplinary teamwork using simulation as a learning approach was established. Two groups of students participated in the project: one group consisted of 17 nursing associates who were participating in a 2-year part-time study programme in cancer care and palliative care at a vocational college. The second group was made up of 28 RNs, a social worker and learning disability nurses, all postgraduate students taking part in a part-time interdisciplinary programme in palliative care at master's degree level.Simulation activity is usually conducted with participants physically present, but because of the COVID-19 pandemic situation, this was not possible. A pilot project was conducted where simulation activity was tried out as online learning. RNs and nursing associates (NA) participated, and their cooperation was focused on palliative/end-of-life care. They were all trained clinicians in two different study programmes.In this chapter, we present how simulation activity with participants physically present was transformed into an online learning situation. A brief presentation of students' and teachers' reflections on the pedagogical advantages and disadvantages of such a transition is also included. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Fears, Challenges and Opportunities During COVID-19: A Frontliner's Perspective in Healthcare System

The current coronavirus (COVID-19) pandemic has challenged the healthcare systems worldwide. In India, when the whole country went into lockdown, the medical fraternity geared up for the battle against the invisible enemy, which was knocking at the doors. The major hurdles faced by doctors as frontline workers in this battle were the fear and anxiety of contracting the disease;logistics and resource crunch—both trained manpower and equipment—and lack of knowledge about this new disease. Despite all the snags, the dedication, zeal and commitment shown by the medical fraternity have been commendable. The doctors especially the resident staff, nursing and technical staff have been working tirelessly overcoming their own fears. Fighting this battle has brought the best out of the healthcare workers in the form of leadership qualities and teamwork. Within a short span of time, well-equipped COVID units were created. This period saw a surge in research and innovation worldwide. In this chapter, we share our experience amid the COVID crises. This is an ode to all the frontline warriors who started this battle with some fears, gradually acclimatized to the new scenario and put their best foot forward. © The Author(s), under exclusive licence to Springer Nature Singapore Pte Ltd. 2021.

A free-standing children's hospital helps a post-partum woman needing VV-ECMO during COVID-19 Pandemic when ECMO resources were limited

Our case is a 21 y/o pregnant female, 26weeks gestation who presented to OB triage with COVID-19. She was admitted to OB/GYN unit in acute hypoxic respiratory failure and started on steroids and remdesivir. On hospital day 6, she underwent an emergent c-section for fetal distress due to increasing hypoxia and severe ARDS. As her arterial blood gas being ph 7.17/81/40/29.6/-0.4, lactate 6.8nmol/L with escalating vasoactive medication and ventilator settings;ECMO was decided. However, all adult ECMO resources were limited, even within other adult facilities in Central Florida. Through multidisciplinary discussions amongst OB/GYN, adult ICU, and our pediatric ECMO activation team, it was decided to transfer the patient to our free-standing pediatric hospital. The patient was successfully transferred and cannulated for VV-ECMO. Total ECMO run was 413 hours. On ECMO day #12 patient underwent a tracheostomy. On ECMO day # 17, patient developed headaches and seizure activity in which CT revealed a subdural hemorrhage. She was taken off ECMO and underwent an emergent decompressive craniectomy with hematoma evacuation by our pediatric neurosurgical team. Once stable enough, she was discharged post ECMO day #15 (PICU day #32) to rehabilitation center. Two weeks later she had her bone flap replaced, trach removed, and she walked out of our unit home. This case exudes two key points for discussion. The first point of understanding ECMO physiology allows a team to treat many different patient populations. Although this patient was unusual to our pediatric bedside providers being post-partum, our team knew we could help. The second key point is excellent multidisciplinary teamwork and that communication is essential. At Orlando Health Arnold Palmer Hospital, our ECMO activation team consists of surgeons, pediatric intensivists, CT surgeons, perfusionists, nursing, and administration. We meet virtually to discuss how to execute initiation and daily ECMO treatment plans. There were some on the virtual call that were hesitant in accepting care of this adult due to variety of reasons, saying no would have been the easier answer, but not the right thing to do. What we learned from this case may seem so obvious and simple but very difficult to execute;multidisciplinary teamwork, humility, and open communication gave this patient the ability to walk out of the hospital with her baby. Other pediatric ECMO teams can learn from this case is they too can help in extraordinary times such as during a pandemic when adult recourses are limited.

The Relationship of Nursing Teamwork and Job Satisfaction in Hospitals.

Introduction: Teamwork is identified as a key contributor to patient safety and good teamwork is recognized as one of the presumptions of healthy work environment in nursing. The importance of job satisfaction in nursing has repeatedly been confirmed, but only recently has the association of job satisfaction and nursing teamwork been identified. Objective: To identify the level of nursing teamwork in hospitals in Iceland and its relationship with job satisfaction. Methods: This was a quantitative descriptive cross-sectional study. Data were collected with the Nursing Teamwork Survey administered to nursing staff in medical, surgical, and intensive care units in hospitals in Iceland. This study is based on data from 567 participants. Results: A logistic regression analysis indicated that work experience on current unit and perceived staffing adequacy contributes to job satisfaction and when controlling for unit type, role, experience on current unit and staffing adequacy, those reporting better teamwork are significantly more likely to be satisfied with their current position. With an additional unit for overall nursing teamwork, participants are almost five times likelier to be satisfied with their current position. Conclusion: Study findings show that there is a significant relationship between nursing teamwork and job satisfaction. The findings of this study confirm the importance of adequate staffing and good teamwork for nurses' job satisfaction. Staffing however, will remain the most challenging part of the equation as lack of nursing staff is foreseen globally in the coming decades turning the spotlight to teamwork. All stakeholders, including clinical nurse leaders, administrators, and instructors, need to emphasize on strengthening nursing teamwork. Good teamwork with increased job satisfaction may prevent turnover and shortage of nurses, an issue expected to grow during and following the COVID-19 pandemic. Facilitating good teamwork should be one of the priorities of every nurse leader.

Converting an Inpatient Nursing Unit to a Pandemic-Response Unit: Lessons Learned.

The University of California, San Francisco (UCSF) Hospital Epidemiology and Infection Prevention and the Department of Nursing used lessons-learned during COVID-19 as a foundation to create a framework to be used as a guide for converting an inpatient unit to a pandemic-response unit. This article provides details of this framework and other lessons learned that can be applied to other pandemic pathogens.

The Impact of Mental Health Leadership on Teamwork in Healthcare Organizations: A Serial Mediation Study

Background: There is compelling evidence to suggest that leadership behaviour and teamwork are critical success factors in healthcare organisations facing increasingly complex demands and limited resources. Effective teamwork is essential to deliver high-quality care, requiring integrating different professionals in the healthcare sector. Leaders play a significant role in facilitating teamwork by managing conflicts and promoting cooperation among team members. The COVID-19 pandemic has further highlighted the importance of leadership in supporting the mental health and well-being of team members. Methods: A cross-lagged research design was used to examine the relationship between mental health-specific (MHS) leadership and teamwork. Participants were 118 healthcare professionals (76.3% female;44.9% aged between 45 and 54 years old). Results: A serial mediation model was confirmed, showing an indirect effect of mental health leadership on teamwork through interpersonal conflict and cooperation. Conclusions: Effective (MHS) leadership can positively impact the teamwork of healthcare professionals, particularly during times of crisis.

Student Perspective of Team Dynamics before and after a Disaster Response Course

Purpose of Study We need to understand the COVID-19 pandemic impact on healthcare students. Loma Linda University requires an annual Critical Incident Response Course for graduating students about the importance of interprofessional teamwork in a disaster response. We surveyed students about the pandemic impact on their lives. Methods Used This is a mixed methods multidisciplinary cohort study of healthcare students (n=442). The 2020 course consisted of asynchronous content (eight hours) and a synchronous virtual meeting (two hours) focusing on triage, disaster simulation, and interprofessional teamwork. Students completed a pre/post survey on the COVID-19 pandemic response. We report both descriptive statistics and qualitative results from two independent coders. Summary of Results Respondents included Medicine (n=149), Nursing Undergraduate (n=169), Nursing Graduate (n=16), Pharmacy (n=45), Dentistry (n=58), Other (n=5). Inter-rater reliability for coded answers exceeded, k=0.827 (Cohen's kappa analysis). Students reported observing examples of efficient teamwork (77%) compared to 42% reporting inefficiencies. The most common efficiency was Mutual Support/ Collaboration (50%) and the least reported was Team Structure (6%). Most common inefficiency was communication (41%) and the least was adaptability (4%). Students believed their profession will be different after COVID-19 (76%). The most reported anticipated change was Disaster Preparedness/ Infection control (59%). Post-coursework survey showed 55% reported a stronger understanding of their profession's impact on disaster management. Individuals reported changing behavior during the pandemic (84%). The biggest change was in sleep: 15% reported a decrease and 41% reported an increase, followed by connecting with people (21% decrease, 39% increase). The biggest unmet need was Money (27%). The most helpful resources were Friends/Family (89%) and Social Media (43%). 34% volunteered or worked at an essential workplace. Conclusions Healthcare students reported that communication, mutual support, and understanding one's interprofessional contribution are the core of fighting a pandemic. Healthcare students have unique challenges and resource requirements during a pandemic.

'Location, Location, Location': An Exploration of Different Workplace Contexts in Remote Teamwork during the COVID-19 Pandemic

Much emphasis has been placed on how the affordances and layouts of an office setting can influence co-worker interactions and perceived team outcomes. Little is known, however, whether perceptions of teamwork and team conflict are affected when the location of work changes from the office to the home. To address this gap, we present findings from a ten-week,in situ study of 91 information workers from 27 US-based teams. We compare three distinct work locations - -private and shared workspaces at home as well at the office - -and explore how each location may impact individual perceptions of teamwork. While there was no significant association with participants' perceptions of teamwork, results revealed associations of work location with team conflict: participants who worked in a private room at home reported significantly lower team conflict compared to those working in the office. No difference was found for the office and the shared workspace. We further found that the influence of work location on team conflict interacted with job decision latitude and the level of task interdependence among co-workers. We discuss practical implications for full-time work from home (WFH) on teams. Our study adds an important environmental dimension to the literature on remote teaming, which in turn may help organizations as they consider, prepare, or implement more permanent WFH and/or hybrid work policies in the future. © 2023 Owner/Author.