Chapter11
-
Upload
stanbridge -
Category
Technology
-
view
2.112 -
download
5
description
Transcript of Chapter11
Copyright © 2008 Thomson Delmar Learning
Chapter 11Chapter 11Effective Team Building
Copyright © 2008 Thomson Delmar Learning2
ObjectivesObjectives
Upon completion of this chapter, the reader should be able to: Discuss advantages and disadvantages of teamwork Review key concepts of creating an effective team
Discuss the stages of a team process Discuss ways to create a conducive environment for teamwork
Identify the qualities of an effective team member
Identify the qualities of an effective team leader
Copyright © 2008 Thomson Delmar Learning3
Definition of a TeamDefinition of a Team
A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable
Teams exist for specific purposes
Copyright © 2008 Thomson Delmar Learning4
Types of TeamsTypes of Teams
Multidisciplinary or interdisciplinary Comprised of varied disciplines contributing to an individual patient’s care
Team works closely and communicates frequently
Allows the disciplines to work together collaboratively
Copyright © 2008 Thomson Delmar Learning5
Types of TeamsTypes of Teams
Committees Teams serve on several types of committees, which are created for specific goals or tasks
The goal is to improve patient care
Copyright © 2008 Thomson Delmar Learning6
Advantages of TeamworkAdvantages of Teamwork
Promotes safe and efficient patient care delivery
Creates effective interprofessional communication
Equalizes power through shared governance Improves interpersonal relationships and job satisfaction
Promotes free exchange of ideas, team cohesion, trust, and mutual respect
Improves stability in employee satisfaction
Copyright © 2008 Thomson Delmar Learning7
Disadvantages of Disadvantages of TeamworkTeamwork
May take longer to achieve a goal than one individual
Team members may have disagreements on the best course of action
Teams develop through time-consuming predictable stages of selecting the right members for the team, organizing team goals and manpower, and team collaboration
Some team members may lack interest, motivation, or skills to participate in the team process
Copyright © 2008 Thomson Delmar Learning8
Informal TeamsInformal Teams
Can influence the organization either positively or negatively
Are not directly established or sanctioned by the organization, but often form naturally
Can become very powerful Often responsible for facilitating improvements in the working conditions
Copyright © 2008 Thomson Delmar Learning9
Stages of Group Stages of Group and Team Process and Team Process
Forming stage Storming phase Norming phase Performing stage Adjourning phase
Copyright © 2008 Thomson Delmar Learning10
Forming StageForming Stage
Occurs when the group is created and they meet as a team for the first time
They explore the purpose of the team, why they are called to be part of a team, and what contribution they can bring to the table
Proceed to establishing team goals and expectations
Copyright © 2008 Thomson Delmar Learning11
Storming StageStorming Stage
As the group relaxes into a more comfortable team setting, interpersonal issues or opposing opinions may arise to cause conflict between the members
Conflict is healthy and a natural process
Must openly confront issues and conflict
Real teams don’t emerge unless individuals on them take risks involving conflict, trust, interdependence, and hard work
Copyright © 2008 Thomson Delmar Learning12
Norming StageNorming Stage
A feeling of group cohesion develops
Team members master the ability to resolve conflict
Team members learn to respect differences of opinion and work together
Overcoming barriers to performance is how groups become teams
Copyright © 2008 Thomson Delmar Learning13
Performing StagePerforming Stage
Group cohesion, collaboration, and solidarity are evident
Personal opinions are set aside in order to achieve group goals
Team members are openly communicating, know each other’s roles and responsibilities, are taking risks, and trusting and relying on each other
Copyright © 2008 Thomson Delmar Learning14
Adjourning StageAdjourning Stage
Termination and consolidation occur in this stage
The team reviews their activities and evaluates their progress
The team leader summarizes the group’s accomplishments and the roles each member played in achieving these goals
It is important to provide closure so each member leaves with a sense of accomplishment
Copyright © 2008 Thomson Delmar Learning15
A Winning TeamA Winning Team
Achieved when there is synergy Things work together harmoniously The whole is greater than the sum of the parts
The needs and characteristics of a patient, clinical unit, or system are matched with the nurse’s competencies
Copyright © 2008 Thomson Delmar Learning16
Conducive Conducive Teamwork EnvironmentTeamwork Environment
Requires ongoing time and effort Facility design allows for collaboration and interaction
Social factors Clear identification and ownership of the team goal
Clear definition and acceptance of each person’s roles and responsibilities
Clear delineation of team processes Clear opportunities to build trust
Copyright © 2008 Thomson Delmar Learning17
Team CommunicationTeam Communication
Ambassador activities Communicate with those in the hierarchy
Used to protect the team from outside pressures
Task coordinator activities Communicate with lateral levels in the organization
Scout activities Occur in general ideas Scanning in the external environment
Copyright © 2008 Thomson Delmar Learning18
Team SizeTeam Size
Team size affects performance in that too few or too many affect performance Communication and coordination problems increase with large teams
Smaller teams have lower incidence of social loafing
Individuals in large teams are able to maintain anonymity and gain from the work of the group without making a suitable contribution
Copyright © 2008 Thomson Delmar Learning19
Status DifferencesStatus Differences
Status is the measure of worth conferred on an individual by a group High-status members initiate communication more often and are provided more opportunities to participate
A lower-status member may be ignored or intimidated
Status differences have significant impacts on patient outcomes
Need to build a trust-sensitive environment
Copyright © 2008 Thomson Delmar Learning20
Psychological SafetyPsychological Safety
Describes individual’s perceptions about the consequences of interpersonal risks in their work environment
Created by mutual respect and trust among team members
Describes a climate that fosters productive discussion and non-punitive action
Copyright © 2008 Thomson Delmar Learning21
Qualities of Qualities of Effective Team MembersEffective Team Members Proactive Motivated Take responsibility for one’s actions, decisions, and behavior
Seize initiatives to do whatever is necessary to get the job done consistent with correct principles
Copyright © 2008 Thomson Delmar Learning22
Qualities of Qualities of Effective Team LeadersEffective Team Leaders
Will organize, facilitate, and manage the entire team
Must understand how various learning styles, cultural diversity, and personality differences play into the dynamics of teamwork
Have good communication skills, conflict resolution skills, and leadership skills
Copyright © 2008 Thomson Delmar Learning23
Qualities of Qualities of Effective Team LeadersEffective Team Leaders
Focus the team on outcome improvement
Track reports Recognize contributing members
Copyright © 2008 Thomson Delmar Learning24
Guidelines for Guidelines for MeetingsMeetings
Set a time frame for the meetings and stick to it
Review the progress Help group members feel comfortable with one another
Establish ground rules Get a report from each member
Copyright © 2008 Thomson Delmar Learning25
Guidelines for Guidelines for MeetingsMeetings
Sustain the flow of the meetings
Manage the discussion Work to avoid groupthink Close the meetings by summarizing accomplishments
Identify a time frame for future meetings
Copyright © 2008 Thomson Delmar Learning26
Avoiding GroupthinkAvoiding Groupthink
Occurs when the desire for harmony and consensus overrides members’ rational efforts to appraise the situation
The consequences of groupthink are that teams may limit themselves to one possible solution and fail to conduct a comprehensive analysis of a problem
Team leaders can help avoid groupthink
Copyright © 2008 Thomson Delmar Learning27
Symptoms of GroupthinkSymptoms of Groupthink
The illusion of invulnerability Collective rationalization Belief in the inherent morality of the team
Stereotyping others Pressures to conform The use of mindguards Self-censorship Illusion of unanimity