Team
A group of people who are working through collective endeavour towards a common goal
A group of people who are interdépendant with respect to information resources and knowledge and skills who seek to combine effort la to achieve a common goal
Gibbs reflective cycle
- description: of the experience
- feelings: thoughts about the experience
- evaluation: of experience good & bad
- analysis: to make sense of the situation
- conclusion: about what you learned and what you could’ve done differently
- action plan: for how you would deal with similar situations in the future or general changes
Effective team
Team members include the patient, communicate and combine observations and expertise to optimise care.
Has shown to:
- reduce medical errors
- increase patient safety
- improve staff outcomes
- improve patient mortality rates
Improved job satisfaction
Hcpc standards of profeciency: effective team
9.2: understand the need to build and sustain professional relationships as not an independent professional and collaboratively as a team
9.5: be able to contribute effectively to work undertaken as part of a multi-disciplinary team
11.2: recognise the value of multidisciplinary team reviews and other methods of reviews
Stages of a team: FORMING
Forming: ambiguity and confusion. Team members may not have chosen to work together. Communication may be superficial or guarded. Lack of clarity around task.
Stages of a team: storming
May include conflict between team members and some rebellion against assigned task. Team members may jockey for position and there may be frustration and lack of progress in the task.
Stages of a team: norming
Norming: open communication between team members is established and the team starts to confront the task at hand. Generally accepted procedures and communication patterns are established.
Stages of a team: performing
the team focuses all its attention on achieving the goals. Team is now close and supportive. Open and trusting. Resourceful and effective.
Effective teams should have
- clearly defined shared goals and objectives
- agreed individual and mutual accountability
- agreed measurement of performance
- agreed norms of conduct
5 dysfunctions of a team
- absence of trust
- fear of conflict
- lack of commitment
- avoidance of accountability
- inattention to results
Qualities of leaders and managers
LEADERS:
- creates change
- Focuses on people
- long term view
- asks what and why
- innovates and develops
MANAGERS
- maintains stability
- focuses on system and controls
- short term views
- asks how and when
- concerned with operational issues
4 pillars of practice
- research and development
- education
- clinical practice
- leadership and management
