Hm 418 harris ch07 ppt

1. Chapter Seven
Synergistic
Interprofessional Teams:
Essential Drivers of
Person-Centered Care

2. Introduction
• To Err Is Human report (1999)
– Preventable errors attributed to organizational
structures, incomplete information, failures in
communication, and faulty systems and processes
• IOM’s Crossing the Quality Chasm report
– Lack of ability for healthcare systems to translate
knowledge into practice related to quality and
safety

3. Types of Team Composition
• Nuances around member composition
– e.g. distinctions between multidisciplinary and
interdisciplinary teams
• Multidisciplinary: reinforces consistency in defined
disciplinary outcomes
• Interdisciplinary: brings synergy and new possibilities
• Purpose of each composition aligns with
IOM’s six aims

4. Types of Team Composition—cont’d
• Interdisciplinary Teams
– Recognize the interdependence of members who
come together to understand complex situations
or solve complex problems
– Require the knowledge, skills, and abilities of
diverse individuals who cannot be successful
without one another

5. Types of Team Composition—cont’d
• Multidisciplinary Teams
– Engage the knowledge, skills, and abilities of the
members who work in parallel with distinct
responsibilities to accomplish a shared goal
– Bring out synergy and new possibilities, whereas
multidisciplinary teams reinforce consistency in
defined disciplinary outcomes

6. Teams versus Groups
• Groups
– Have individual accountability to complete work
– Come together to share information
– Complete individual work or tasks based on role
– Are focused on their own challenges and interests
– Have a purpose and goals directed by a manager

7. Teams versus Groups—cont’d
• Teams
– Have individual and mutual accountability
– Come together for discussion, problem solving,
and planning
– Focus on collective goals and work products
– Have a purpose, work, and goals shaped by leader
in conjunction with the members

8. Individual versus Team Performance
• Determination of need for individual or team
efforts
• Tension between individual and team
productivity
• Role of project manager or team leader

9. Types of Team Composition
• Team Structures
– Committees and councils
• May result from expectations held by regulators or
governing boards and have defined responsibility and
authority directed toward ongoing work
– Task forces and ad hoc teams
• Often created to address an issue or need that has
arisen

10. Stages of Team Development
• Forming: Orientation where members define
interpersonal boundaries and task behaviors
• Storming: Resisting group influence or task
requirements, characterized by interpersonal
conflict
• Norming: Resistance declines and cohesion
emerges as expectations and roles are
accepted
– Members feel free to share thoughts and ideas

11. Stages of Team Development—cont’d
• Performing: Members are productive and
work for the common goal of the group
– Interpersonal relations drive activities and results
• Adjourning: Team dissolves because the tasks
have been completed and the goals achieved

12. Building an Effective Team
• Six Rules of Synergy and Team Building
– Define a clear purpose
– Actively listen
– Maintain honesty
– Demonstrate compassion
– Commit to resolution of conflicts
– Be flexible

13. Barriers to Team Effectiveness
• Common Pitfalls
– Inability to trust or rely on team members
– Fear
– Unresolved conflict
– Lack of commitment
– Low standards and the avoidance of accountability
– Attention to personal gain rather than results of
team
• Avoided with effective leadership

14. Communications Processes
Supporting Teamwork
• Brainstorming
– Sessions generate a large number of ideas coming
from team members, directed toward team goals
• Nominal group
– Process starts with a stated objective and
proceeds with each member writing his or her
own list of possible solutions
• Reduce number of ideas by group voting

15. Strategies for Work Management
• SBAR communication
– Developed by Kaiser Permanente
– Provide communication by using format of
situation, background, assessment, and
recommendation
– Template: brief summary outline, background
information, assessment component,
recommendation

16. Teamwork Strategies
• Team STEPPS
– Created by the Agency for Healthcare Research
and Quality (AHRQ) and Department of Defense
– Evidence-based teamwork model developed to
describe necessary skills and behaviors for team
outcomes
– Model includes skills for leadership, mutual
support, situation monitoring, communication

17. Synergy and Creativity
• Synergy
– Product of effective work teams
– Synergy experienced by members of teams often
described as growth derived from relationships,
feedback, and insights gained from experience
– Attributes that contribute to synergy emerge
through interactions of team members by active
listening, contributing, motivation, and cognition

18. Appreciative Inquiry
• Art and practice of asking questions that
strengthen a system’s capacity to apprehend,
anticipate, and heighten positive potential
• Brings attention to strengths within teams or
organizations and highlights those things that
can be replicated
• Four stages: discovery, dream, design, and
destiny

19. Transformational Leadership
• Leadership that extends beyond transactions
• Change or transformation of both leader and
follower that occurs when leaders broaden,
extend, and elevate the interests of
employees
• Generate awareness and acceptance of the
purposes and mission of the group
• Stir employees to look beyond their own self-
interest for the good of the group

20. Innovation
• Innovative Project Team
– Ensure integrity and sustainability of project’s
outcomes can adapt to the changing demands of
both the internal and external environments
– Advance collective interest of the organization by
those outcomes
– Goal of and standard for high-functioning
innovative systems
• Sustained project outcomes and effective teams

21. Summary
• Effective project and program management
depends on ability to facilitate teams and guide
them to successful goal attainment.
• Time spent on understanding team dynamics is
time well spent.
• Should be followed by leadership development to
support and sustain trust, satisfaction, and
accomplishment of goals by creating a space
where curiosity and innovation are the norm.

22. Summary—cont’d
• The five stages of team development—
forming, storming, norming, performing, and
adjourning—are the platform on which
effective teams can be built.
• The Challenge to synergistic, interprofessional
teams is to adopt an aptitude of innovation
that is disciplined, constantly inquiring, and
reassessing.

23. Summary—cont’d
• Strategies directed toward building trust,
effective communication, curiosity, and
innovation will serve organizations well as
they address the demands placed on the
industry for healthcare delivery redesign.