Health care today usually consists of various services covering various parts of the total health care of a region or country. These services are required to coordinate and collaborate, often using procedures and IT collaboration tools that may not be designed for interoperating across the evolving wider landscape of health care services. We posit that it is necessary to train personnel in collaboration skills using whatever infrastructure is in place. To this end, we present design principles for simulation-based collaboration training scenarios that emphasizes the inclusion of suboptimal infrastructure elements. We applied the principles in a co-creational workshop with healthcare stakeholders from a hospital and surrounding municipalities in Norway where we discussed cases where collaboration training is perceived as critical. We elicited five training vignettes concerning the general case of   detecting, and following up on, clinical deterioration in a patient at home or in a nursing home. We found that the design principles spurred highly relevant discussions among participants and that novel ideas for collaboration training were brought forth on the basis of these principles. We conclude that there is a potential in using these principles for eliciting training vignettes that address the actual situation more accurately. 

Teamwork is crucial in software development, particularly in agile development teams which are cross-functional and where team members work intensively together to develop a cohesive software solution. Effective teamwork is not easy; prior studies indicate challenges with communication, learning, prioritization, and leadership. Nevertheless, there is much advice available for teams, from agile methods, practitioner literature, and general studies on teamwork to a growing body of empirical studies on teamwork in the specific context of agile software development. This article presents the agile teamwork effectiveness model (ATEM) for colocated agile development teams. The model is based on evidence from focus groups, case studies, and multi-vocal literature and is a revision of a general team effectiveness model. Our model of agile teamwork effectiveness is composed of shared leadership, team orientation, redundancy, adaptability, and peer feedback. Coordinating mechanisms are needed to facilitate these components. The coordinating mechanisms are shared mental models, communication, and mutual trust. We critically examine the model and discuss extensions for very small, multi-team, distributed, and safety-critical development contexts. The model is intended for re- searchers, team members, coaches, and leaders in the agile community.

We develop a logic-based approach for designing simulation-based training scenarios. Our methodology embodies a concise definition of the scenario concept and integrates the notions of training goals, acceptable versus unacceptable actions and performance scoring. The approach applies classical artificial intelligence (AI) planning to extract coherent plays from a causal description of the training domain. The domain- and task-specific parts are defined in a high-level action description language AL. Generic causal and temporal logic is added when the causal theory is compiled into the underlying Answer Set Programming (ASP) language. The ASP representation is used to derive a scoring function that reflects the quality of a play or training session, based on a distinction of states and actions into green (acceptable) and red (unacceptable) ones. To that end, we add to the casual theory a set of norms that specify an initial assignment of colors. The ASP engine uses these norms as axioms and propagates colors by consulting the causal theory. We prove that any set of such norms constitutes a conservative extension of the underlying causal theory. With this work, we hope to lay the foundation for the development of design and analysis tools for exercise managers. We envision a software system that lets an exercise manager view all plays of a tentative scenario design, with expediency information and scores for each possible play. Our approach is applicable to any domain in which means-ends reasoning is pertinent. We illustrate the approach in the domain of crisis response and management.