Wilson K A, Burke C S, Priest H A, Salas E
Department of Psychology and Institute for Simulation and Training, University of Central Florida, Orlando, Florida 32826, USA.
Qual Saf Health Care. 2005 Aug;14(4):303-9. doi: 10.1136/qshc.2004.010090.
Many organizations have been using teams as a means of achieving organizational outcomes (such as productivity and safety). Research has indicated that teams, especially those operating in complex environments, are not always effective. There is a subset of organizations in which teams operate that are able to balance effectiveness and safety despite the complexities of the environment (for example, aviation, nuclear power). These high reliability organizations (HROs) have begun to be examined as a model for those in other complex domains, such as health care, that strive to reach a status of high reliability. In this paper we analyse the components leading to the effectiveness of HROs by examining the teams that comprise them. We use a systems perspective to uncover the behavioral markers by which high reliability teams (HRTs) are able to uphold the values of their parent organizations, thereby promoting safety. Using these markers, we offer guidelines and developmental strategies that will help the healthcare community to shift more quickly to high reliability status by not focusing solely on the organizational level.
许多组织一直将团队作为实现组织成果（如生产力和安全性）的一种手段。研究表明，团队，尤其是那些在复杂环境中运作的团队，并非总是有效。在团队运作的组织中有一部分能够在环境复杂的情况下平衡有效性和安全性（例如，航空、核电）。这些高可靠性组织（HRO）已开始被视作其他复杂领域（如医疗保健）中那些努力实现高可靠性状态的组织的典范进行研究。在本文中，我们通过研究构成高可靠性组织的团队来分析促成其有效性的要素。我们采用系统视角来揭示高可靠性团队（HRT）能够维护其母体组织的价值观从而促进安全的行为标志。利用这些标志，我们提供指导方针和发展策略，这将有助于医疗保健界更快地转变为高可靠性状态，而不是仅仅关注组织层面。
