Healthcare Management
Helpm31990
14713_PPTx_CH12.pptxChapter 12: Collaborating Inside the Organization
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Chapter Objectives
Be able to define collaboration within organizations.
Explain the characteristics of four types of teams.
Describe methods of collaboration used in each type of team.
Be able to apply techniques characteristic of highly collaborative teams.
Understand the role of leadership in collaboration.
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Outline
Types of Teams
Ongoing Teams
Microsystem Teams
Rapidly Formed Teams
Quality Improvement Teams
Techniques for Effective Collaboration within Teams
Team Leadership
Team Conflict
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Collaboration within Organizations
Defined as “combining the knowledge, experience, and skills of many individuals to deliver services, programs, or products”
Occurs at all levels: individual, team, department, etc.
Results in “buy-in” among team members
Management and staff must take a collaborative approach
Individuals recognize that their views alone are not sufficient to convert an idea into a reality
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Teams within an Organization
The most effective method for achieving collaboration within an organization is the use of teams
The organization must promote and reinforce effective teamwork
Four commonly encountered types of teams:
Ongoing Teams
Microsystem Teams
Rapidly Formed Teams
Quality Improvement Teams
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Ongoing Teams
Consist of a formally established and defined set of individuals who work together over time
Four characteristics:
Team members have similar training and are assigned to the same department or working group
A formal reporting relationship exists
Have an identified leader
Team members work together frequently
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Four Phases of Ongoing Teams
Forming: members are unsure of rules and expectations; individuals try to avoid conflict and gain acceptance
Storming: members begin to disagree and conflicts arise; often the most difficult phase
Norming: teams resolve issues and find constructive approaches to work
Performing: cohesive team that can reach consensus and be highly productive
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Microsystem Teams
A single or small component of a larger system (embedded in a “macro” organization)
Work must result in value to the larger system
Attributes of teams include: value, cooperation, and communication
Example: a unit that provides medical services, embedded within the larger hospital and public health systems.
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Rapidly Formed Teams
A group of employees that come together for a specific, unplanned purpose
Most emerge spontaneously
Can face significant complexity and time pressures
When the immediate goal is achieved, the team usually disbands
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Quality Improvement Teams
A group of individuals who work together to improve a process
Cross-functional and interdisciplinary
Focused on addressing a single problem or process
Informal
Use quality improvement tools and techniques
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Techniques and Tools for QI Teams
Write a project charter
Outlines goals and activities to be taken to reach goals
Short, but with all relevant details of the project
Identify a project champion
A champion is an executive-level manager who manages and guides the QI project and aligns it with system priorities
Select team members
Team members should have the expertise necessary to address the targeted problem
A team of 5-9 individuals is preferred
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Techniques for Effective Collaboration within Teams
Communication
Training
Conducting effective meetings
Preparing an agenda
Assigning important roles
Following the agenda
Brainstorming
Structured
Unstructured
Prioritization Matrices
Six Hats Method
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Communication
Open, concise, and effective communications are important to all types of teams
Require channels through which information is transmitted:
Formal: created by management and defined; easily understood but often slow
Informal: created by individuals and based on relationships; hard to define but often rapid
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Training
Team training involves different behaviors and skills than training individuals
Two interdisciplinary team training methods include:
TeamSTEPPS: teaches skills that support team performance: training, behavior, human factors, and cultural changes
In situ simulation: an experiential team training method
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Conducting Effective Meetings
Successful meetings require three components:
Preparing an Agenda: provides guidance and helps participants focus
Assigning Important Roles: Facilitator, Timekeeper, and Recorder
Following the Agenda: start and end on time and prevent distractions
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Brainstorming
A quality improvement method used by a team to generate many ideas around a single issue of interest
Three primary benefits:
The whole is greater than the sum of its parts
An effective way to generate ideas rapidly
Inclusive and non-judgmental
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Two Approaches to Brainstorming
Structured
Facilitator controls the discussion and ensures critique is withheld
Each person participates in turn until all ideas are exhausted
Unstructured
No facilitator
Ideas may be offered by participants at any time
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Prioritization Matrices
A QI tool used to evaluate alternatives generated by brainstorming in a systematic manner using predetermined decision criteria
Has two components: a list of alternatives and criteria to evaluate each alternative
Each component is decided on by the team
Generates scores that yield a ranking of alternatives
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Six Hats Method
Used when members of a team have to evaluate a proposed solution in a systematic way
The “six hats” represent six different roles for team members to assume
Five team members take on roles of objective, subjective, positive, negative, and imaginative
The sixth hat is for the leader/facilitator
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Example: Six Hats Method
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Team Leadership
Good leaders listen to team members and facilitate collaboration
Accomplished by applying two important elements:
Accomplishing Tasks: ensure all assigned tasks are performed by team members
Supporting Individuals: address the needs of all team members and promote positive interpersonal dynamics
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Successful Team Leaders
Team leaders can successfully achieve a goal by:
Establishing a vision that supports the goal: provides context and boundaries; includes an outline and timeline
Communicating the vision to others: essential for motivation and encouragement
Exhibiting confidence that the goal can be accomplished: share enthusiasm and have a positive attitude
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Team Conflict
Defined as tension between team members due to real or perceived differences.
Two common sources of team conflict: relationships and tasks
Can have positive and negative consequences
The inability to resolve conflicts may cause a team to lose focus and even disintegrate.
The type of team often determines optimum ways to manage conflict.
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Four Methods to Handle Team Conflicts
Set Goals
Established and agreed upon goals make it easier to resolve problems
Assign Accountability
Delegate authority to give team members responsibility, then evaluate their performance
Understand How Decisions Are Made
Ensure that Meetings Are Effective
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