Nail L M, Barsevick A M, Meek P M, Beck S L, Jones L S, Walker B L, Whitmer K R, Schwartz A L, Stephen S, King M E
University of Utah College of Nursing, Salt Lake City, USA.
Oncol Nurs Forum. 1998 Sep;25(8):1398-403.
PURPOSE/OBJECTIVES: To describe the process used in proposal development and study implementation for a complex multisite project on cancer treatment-related fatigue (CRF), identify strategies used to manage the project, and provide recommendations for teams planning multisite research.
Information derived from project team meeting records, correspondence, proposals, and personal recollection.
The project was built on preexisting relationships among the three site investigators who then built a team including faculty, research coordinators, staff nurses, and students. Study sites had a range of organizational models, and the proposal was designed to capitalize on the organizational and resource strengths of each setting. Three team members drawn from outside oncology nursing provided expertise in measurement and experience with fatigue in other populations. Planning meetings were critical to the success of the project. Conference calls, fax technology, and electronic mail were used for communication. Flexibility was important in managing crises and shifting responsibility for specific components of the work. The team documented and evaluated the process used for multisite research, completed a major instrumentation study, and developed a cognitive-behavioral intervention for CRF.
Accomplishments during the one-year planning grant exceeded initial expectations. The process of conducting multisite research is complex, especially when the starting point is a planning grant with specific research protocols to be developed and implemented over one year. Explicit planning for decision-making processes to be used throughout the project, acknowledging the differences among the study settings and planning the protocols to capitalize upon those differences, and recruiting a strong research team that included a member with planning grant and team-building expertise were essential elements for success.
Specific recommendations for others planning multisite research are related to team-building, team membership, communication, behavioral norms, role flexibility, resources, feedback, problem management, and shared recognition.
目的/目标：描述一个关于癌症治疗相关疲劳（CRF）的复杂多中心项目在提案制定和研究实施过程中所采用的流程，确定管理该项目所使用的策略，并为计划开展多中心研究的团队提供建议。
从项目团队会议记录、通信、提案以及个人回忆中获取的信息。
该项目建立在三位研究点调查员已有的关系基础之上，他们随后组建了一个团队，成员包括教员、研究协调员、护士和学生。研究点有一系列不同的组织模式，提案旨在利用每个机构的组织和资源优势。从肿瘤护理领域以外挑选的三名团队成员提供了测量方面的专业知识以及在其他人群中处理疲劳问题的经验。规划会议对项目的成功至关重要。使用电话会议、传真技术和电子邮件进行沟通。在应对危机和转移工作中特定部分的责任时，灵活性很重要。该团队记录并评估了多中心研究过程，完成了一项主要的仪器研究，并针对CRF开发了一种认知行为干预措施。
在为期一年的规划资助期间所取得的成果超出了最初预期。开展多中心研究的过程很复杂，尤其是当起点是一个规划资助项目，且要在一年内制定并实施特定研究方案时。对贯穿整个项目所使用的决策过程进行明确规划，承认各研究机构之间的差异并规划方案以利用这些差异，以及组建一个强大的研究团队，其中包括一名具备规划资助和团队建设专业知识的成员，这些都是成功的关键要素。
为其他计划开展多中心研究的人员提供的具体建议涉及团队建设、团队成员、沟通、行为规范、角色灵活性、资源、反馈、问题管理和共同认可。
