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Initially, Elena felt the weight of being "known." In a high-familiarity environment, residents were often more afraid of being judged by their colleagues because their reputation preceded them. However, as the weeks passed, a shift occurred:

In the old system, nurses were present during inpatient rounds only about 28% of the time. Under the new model, with Elena and Sam consistently on the same team, that frequency jumped to nearly 47% . Download Increased Interprofessional Familiarity pdf

Nurses on the floor, like Nurse Sam, began to know Elena by name. Because they worked together daily, Sam felt more comfortable raising difficult issues or pointing out potential errors. Initially, Elena felt the weight of being "known

Increased familiarity acted as a "team-building activity" in real-time, fostering —the belief that the team's environment is safe for interpersonal risk-taking. By working together more often, the team didn't just learn medical protocols; they learned each other , leading to better trust and fewer "accidents and mistakes" caused by poor communication. Nurses on the floor, like Nurse Sam, began

This changed when the hospital implemented a new scheduling model based on the study . Instead of hopping from floor to floor, Elena was assigned to the same medical unit for 16 consecutive weeks. The Transformation of the Team