Perspective‐taking, or understanding the viewpoints of others, is associated with greater trust, cooperation, and creative problem‐solving within high‐functioning teams. High‐functioning teams have been associated with a range of positive quality, safety, and clinical outcomes. Perspective‐taking has largely been understood as an individual and interpersonal phenomenon, primarily based on laboratory studies outside of health care. Despite its potential for improving outcomes in health care, little is known about whether and how perspective‐taking might build from the interpersonal to a wider, shared capability within and across organizations. We present novel empirical data to describe perspective‐taking across teams and organizations and suggest hypothesis for future exploration.
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