Organizational Barriers to Architectural Knowledge and Teamwork in Operating Theatres

Abstract

This article draws on data from two ethnographic case studies in operating theatres to examine difficulties encountered in teamworking. The authors show that architectural knowledge among team members is fundamental to effective team practice and the delivery of safe, efficient patient care. Evidence is presented to highlight ways in which aspects of the organizational context actually undermine both the acquisition and use of architectural knowledge among team members, in particular the need for flexibility. The implications for management and wider policy are discussed.

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