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. 2006 Aug;15(4):277–283. doi: 10.1136/qshc.2005.017368

Table 1 Percentage of US and Japanese (JP) residents responding to questions about consistency of statements with their own personal beliefs*.

No Level of consistency Very Somewhat Neutral Somewhat Very p value†
inconsistent inconsistent consistent consistent
Q1 The senior person should take over and make all decisions in life threatening emergencies US 5.7 32.9 11.4 35.7 14.3 0.86
JP 10.3 24.1 19 31 15.5
Q2 Senior staff should encourage questions from junior medical staff if appropriate US 1.4 2.9 0 7.1 88.6 <0.01‡
JP 8.6 12.1 22.4 37.9 19
Q3 Doctors who encourage suggestions from other junior members are weak leaders US 86.8 10.3 0 0 2.9 <0.01‡
JP 58.6 19 17.2 5.2 0
Q4 A regular debriefing of procedures and decisions after difficult activities or shift is an important part of developing and maintaining effective team coordination US 4.3 0 4.3 20 71.4 0.32
JP 0 0 6.9 12.1 81
Q5 Team members in charge should verbalize plans for procedures or actions and should be sure that the information is understood and acknowledged by the others US 1.4 0 2.9 18.6 77.1 <0.01‡
JP 1.8 5.3 14 31.6 47.4
Q6 Junior team members should not question the decisions made by senior personnel US 53.6 31.9 7.2 5.8 1.4 <0.01‡
JP 78.9 14 7 0 0
Q7 I try to be a person that others will enjoy working with US 2.9 0 0 18.8 78.3 <0.01‡
JP 0 3.4 13.8 48.3 34.5
Q8 It is better to agree with other team members than to voice a different opinion US 23.2 56.5 13 4.3 2.9 0.06
JP 24.1 25.9 39.7 10.3 0
Q9 The pre‐session team briefing is important for safety and for effective team management US 2.9 2.9 19.1 33.8 41.2 <0.01‡
JP 0 0 6.9 6.9 86.2
Q10 I am more likely to make errors or mistakes in tense or hostile situations US 1.5 5.9 19.1 51.5 22.1 0.36
JP 3.4 8.6 24.1 43.1 20.7
Q11 The doctor's responsibilities include coordination between his or her work team and other support areas US 4.4 0 4.4 36.8 54.4 0.86
JP 0 3.4 12.1 27.6 56.9
Q12 As long as the work gets done, I don't care what others think of me US 47.8 23.2 14.5 11.6 2.9 0.06
JP 62.1 17.2 17.2 1.7 1.7
Q13 A good reputation in the department or floor is important to me US 1.4 2.9 10.1 53.6 31.9 0.99
JP 1.7 1.7 17.2 44.8 34.5
Q14 Errors are a sign of incompetence US 14.5 44.9 20.3 18.8 1.4 0.39
JP 26.3 33.3 29.8 8.8 1.8
Q15 If I perceive a problem with the management of a patient I will speak up regardless of who might be affected US 1.5 7.4 13.2 52.9 25 0.05
JP 1.8 3.5 35.1 43.9 15.8
Q16 I am ashamed when I make a mistake in front of other team members US 4.4 17.6 17.6 50 10.3 0.27
JP 10.5 3.5 17.5 50.9 17.5
Q17 Team members should not question the decisions or actions of senior staff except when they threaten the safety of the operation US 20.9 49.3 14.9 10.4 4.5 0.81
JP 28.1 26.3 31.6 12.3 1.8
Q18 To resolve conflicts, team members should openly discuss their differences with each other US 0 7.6 10.6 37.9 43.9 0.73
JP 0 3.5 15.8 33.3 47.4
Q19 There are no circumstances where a junior team member should assume control of patient management US 43.9 36.4 12.1 6.1 1.5 0.06
JP 32.1 25 35.7 3.6 3.6
Q20 Human error is inevitable US 3 1.5 10.6 13.6 71.2 0.01‡
JP 3.5 7 17.5 28.1 43.9
Q21 Effective team coordination requires members to take into account the personalities of other team members US 1.6 1.6 6.3 28.6 61.9 0.98
JP 0 0 8.8 31.6 59.6
Q22 I always ask questions when I feel there is something I don't understand US 1.5 10.8 16.9 46.2 24.6 0.90
JP 0 7 28.1 36.8 28.1

*The statements were drawn from the Operating Team Resource Management Survey developed by Helmreich and Merritt and several words were modified to apply more generally.12

†Calculated by Wilcoxon rank sum test between the US and Japan.

‡Statistically significant difference at p<0.05 level.