Exploring teamwork in fluid multiteam systems (MTS): a qualitative analysis of team effectiveness in public health emergent response teams in Wales, UK.

Abstract

OBJECTIVES : The research aims to understand key contributors to multiteam system (MTS) effectiveness by qualitatively exploring team members' experiences working in a fluid MTS, their ability to effectively collaborate with component teams, and the effect of social dynamics on collaboration and cooperation. In-depth qualitative case study with semi-structured interviews, focus group discussions and open-ended answers from an online survey. Thematic analysis was applied. A COVID-19 Test, Trace and Protect Service in the UK was formed as a partnership between a local health board, Public Health Wales and public sector organisations. Senior managers from different partner organisations, as well as current and former staff members from various positions and teams, were recruited via the service's project management office. The study identifies a strong influence of situational strength on team functioning, whereby the pandemic situation fuelled the teams' commitment to the common purpose and promoted a shared identity across the teams. Further, the study highlights the key role of leadership in enabling MTS effectiveness through the establishment of effective governance structures, role-modelling (supporting that all voices are heard), and enhancing a psychologically safe working climate. Lastly, the study demonstrates the impact of social dynamics on team functioning, whereby team commitment, engagement and a shared team identity appeared to promote mutual support, communication and cooperation across component teams. Results hold lessons for managers tasked with leading fluid MTS: communication of a clearly defined overarching purpose and aim, alignment of individual team contributions to the overarching aim alongside feedback cycles and acknowledgement of individual team efforts, selecting team members with the ability to cope with volatile, uncertain and ambiguous circumstances; selecting team leaders with inclusive and compassionate leadership styles, the establishment of collaborative governance structures and the introduction of staff well-being measures for coping with work stressors.