Kaiser Permanente and the Union Coalition have worked hard to build high-performing unit-based teams. That’s because they think as teams perform better on certain measures of leadership, training and problem solving, they also will begin doing better on such key performance metrics as attendance, workplace safety and service—even if they’re not specifically working on projects in those areas.But does this belief stand up to scrutiny? A recent study suggests that it does.

In a study launched this year, the Office of Labor Management Partnership, Southern California LMP and KP Organizational Research analyzed data in UBT Tracker, the 2010 People Pulse employee survey and elsewhere to determine whether high-performing teams score better than lower-performing teams on workplace safety. They found that high-performing teams with a culture of “trust and openness” have a significantly lower workplace injury rate than lower-performing teams.

How the study worked

The researchers analyzed the People Pulse scores of members of high-performing unit-based teams in Southern California. First, high-performing team members tended to score higher on work environment questions like the following (see chart below):

• The Labor Management Partnership has helped to improve working conditions.
• If management were informed of unethical behavior or a compliance-related issue, I have confidence they would respond appropriately.
• In my department or work unit, I am encouraged to speak up about errors and mistakes.

Further analysis revealed that departments that scored in the top 25 percent on the statement, “I am encouraged to speak up about errors and mistakes” had nearly half the rate of workplace injuries as teams in the bottom 25 percent of this question.

Far-reaching implications

“This research indicates that UBT development is clearly related to improving the work environment and workplace safety performance,” says Danny Hong, a senior consultant for the Labor Management Partnership in Southern California. “More specifically, it’s evident that one of the most important components of successful UBT development is promoting a culture of ‘trust and openness.’ ”

 “The conclusion of this study is that teams drive culture and culture drives performance,” says Peter Nixon, LMP’s director of Metrics and Analytics. “It’s like a baseball team where the shortstop has to hand off the ball to the second baseman, who fires to first to make the double play. The double play is that we’re improving both workplace culture and workplace safety.”

Making it safe to innovate

 “When employees are invited to be a part of the solution to problems, feel psychologically safe to voice their opinions and know that leaders will respond to the issues they identify, there is no limit to what they can do together,” says Deborah Konitsney, director of KP Organizational Research. “Whether it is creating a safer environment or improving quality or service, we know that our employees are up to the job given the right culture.”

 During the next phase of the project, Hong, Nixon and Konitsney will look at how UBT development impacts inpatient service and attendance metrics.

 

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High-rated UBTs outscored lower rated teams on several measures of workplace satisfaction and engagement--including three measures of trust and openness that contribute to workplace safety.