Fluid teams are common in many settings—especially in service-delivery operations. Teams are fluid when they assemble to deliver a specific project or task in a short period of time, after which they are dissolved, and their members join other teams to deliver other projects. Examples of fluid teams include consulting firms, software developers, airline ground crews, etc. Fluid teams are also very common in healthcare, where, for example, teams of clinicians across specialties and organizational roles (e.g., physicians, nurses, technicians, etc.) form to design and implement a care plan based on the skills and expertise needed to address the patient’s conditions and needs. Because of the short-term over which fluid team members interact and the low likelihood that they may interact again in the near future, the mechanisms that allow commonly known management controls to drive performance in stable teams may be attenuated in fluid teams. In our study, we examine the effectiveness of implicit and explicit incentives introduced to drive fluid team performance to reduce the turnover time between consecutive surgeries.
Our guest speaker, Susanna Gallani, teaches in various executive education programs at Harvard Business Schools, including the Program for Leadership Development, Managing Health Care Delivery, Driving Corporate Performance. In her current research, she draws on economic and sociological theories to analyze the design of incentive and performance management systems.
Note: This event is available for PD hours.
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