Project Presentation
Quality and Performance Improvement in Healthcare: Theory, Practice, and Management Seventh Edition
Chapter 4
Using Teamwork in Performance Improvement
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Objectives
Demonstrate the effective use of teams in performance improvement activities
Compare and contrast the differences between the roles of the leader and the members in performance improvement teams
Illustrate the contributions that team charters, team roles, ground rules, listening, and questioning can make to improve the effectiveness of performance improvement teams
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Three Approaches to Performance Improvement
Rapid improvement team
Disseminate information or develop an educational training program
Develop a functional or cross-functional PI team
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PI Team Composition
Composition
Which departments are involved in the process?
Who are the customers of the process? Or, who will receive the product or service that the process produces?
Who supplies the process? Or, who provides materials or services for use in the process under investigation?
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PI Team Roles
Leader
Facilitator
Member
Recorder
Timekeeper
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PI Team Leader Activities
Preparing for and scheduling meetings
Sending out announcements of meetings and other necessary materials
Conducting meetings
Focusing the group’s attention on the task at hand
Ensuring group participation and asking for facts, opinions, and suggestions
Providing expertise in the organization’s PI methodology and PI tools and techniques
Coordinating data collection
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PI Team Leader Activities (continued)
Assigning tasks
Facilitating implementation of action plan items
Critiquing the meetings
Serving as the primary spokesperson and presenter for the team
Keeping attendance records
Contacting absent members personally to review the results of the meeting and provide any materials that were distributed during the meeting
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PI Team Facilitator Activities
Serving as advisor and consultant to team
Acting as a neutral, nonvoting member
Suggesting alternative PI methods or procedures to keep the team on target
Managing group dynamics, resolving conflicts, modeling compromise
Acting as coach and motivator for the team
Assisting in consensus building when necessary
Recognizing team and individual achievements
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PI Team Member Activities
Participating in decision making and plan development for the team
Identifying opportunities for improvement
Gathering, prioritizing, and analyzing data
Sharing knowledge, information, and data that pertain to the process being investigated
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PI Team Recorder Activities
Recording information for the group
Creating appropriate charts and diagrams
Assisting with notices and supplies for meetings
Distributing notices and other documentation to team members
Developing meeting minutes
Producing an agenda for new meetings with assignments for team members from the previous meeting
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PI Team Timekeeper Activities
Helps the team manage its time
Notifies team during meetings of time remaining on each agenda item
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Team Charters
Explain what issues the team was implemented to address
Describe the goal or vision
List the initial members of the team and their respective departments
Helpful to keep the team’s objective in focus
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Mission Statements
Organization-wide or team-based
Should answer the following questions:
What process is to be improved?
For whom is the process performed?
What products does the process produce?
What is not working with the current process?
How well must the process function?
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Sample Mission Statement
Evaluate hospital laboratory services for patients with regard to safety issues, error-reduction processes, and delivery of services while maintaining 94 percent compliance with these services.
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Vision Statements
A description of the ideal end-state
A description of the way the process should function
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Sample Vision Statement
Safe and timely laboratory services are provided 98 percent of the time.
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Ground Rules
Ground rules are basic expectations for team members and include a discussion of:
Attendance
Time management
Participation
Communication
Decision-making
Documentation
Room arrangements
Clean up
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Problem-Solving Techniques
Inclusive: Gather all viewpoints and consider each
Exclusive: Get a result as quickly as possible
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Effective Team Objectives
Establish goals cooperatively with all members participating
Communicate in a two-way mode
Value open expression of both ideas and feelings as important perspectives on organizational issues
Distribute leadership and responsibility among all team members
Distribute power among all team members
Match decision-making techniques to the type of decision-making situations
View periodic controversy and conflict among team members as a positive aspect of team growth
Focus on the issues for which they have been organized to address
Be cost-conscious in their PI efforts
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QI Toolbox Technique: Agenda
Lists the tasks to be accomplished during a meeting
Ensures that every team member knows what items will be discussed or worked on
Should be sent to all team members before the meeting
This allows them to prepare ahead of time to discuss specific agenda items
Should include an indication of how long the team will spend on each item
Setting time frames for agenda items helps the team leader to keep the group focused on the process and moving forward
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Continuum of Care Team Example
Team leader: Emergency department intake coordinator
Team members: Representatives from the business office, health information services, administration, utilization review, and finance
Ad hoc members: Representatives from regulatory affairs, reception, nursing, case management, and an emergency department physician
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Continuum of Care Team Example (continued)
Mission Statement:
Evaluate the emergency department’s clinical assessment process in regard to patient privacy, data collection, and staff communication while maintaining 95 percent patient and employee satisfaction with this process.
Vision Statement:
Design a centralized clinical assessment center to facilitate patient privacy, data collection, and staff communication
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