Learning new technical and interpersonal routines in operating room teams : the case of minimally invasive cardiac surgery

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100 1 ⊔ ‡aEdmondson, Amy C.
245 1 0 ‡aLearning new technical and interpersonal routines in operating room teams : ‡bthe case of minimally invasive cardiac surgery / ‡cAmy C. Edmondson, Richard M.J. Bohmer, Gary P. Pisano.
260 ⊔ ⊔ ‡a[Boston] : ‡bDivision of Research, Harvard Business School, ‡cc1999.
300 ⊔ ⊔ ‡a26 p. ; ‡c28 cm.
490 0 ⊔ ‡aWorking paper / Division of Research, Harvard Business School ; ‡v00-003
504 ⊔ ⊔ ‡aIncludes bibliographical references (p. 21-22).
520 ⊔ ⊔ ‡aThis study investigates operating room teams confronted with learning a radically new technology for performing cardiac surgery. Past research in medicine has found that experience using new techniques leads to steady improvement but has not investigated organizational and group characteristics that may facilitate obtaining the right kinds of experience and ultimately facilitate successful adoption of new approaches. This paper begins to address this gap by examining organizational and group characteristics that vary across operating room teams learning a new technology. A specific barrier to learning that these teams faced was the highly precise routines characterizing the conventional surgical procedure; the new technology disrupted these routines, requiring the operating room teams to relearn how to work together. The authors report on data collected in 165 interviews with members of the operating room and others associated with the cardiac surgery process at 16 hospitals.
538 ⊔ ⊔ ‡aMode of access: Internet.
700 1 ⊔ ‡aPisano, Gary P.
700 1 ⊔ ‡aBohmer, Richard M. J.
710 2 ⊔ ‡aHarvard University. ‡bGraduate School of Business Administration. ‡bDivision of Research.
CID ⊔ ⊔ ‡a007990652
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DAT 1 ⊔ ‡a20120814112908.0 ‡b2024-01-04T19:03:48Z
DAT 2 ⊔ ‡a2024-01-04T18:30:02Z
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