Teams and Team Effectiveness in Health Services Organizations

Teams and Team Effectiveness in Health Services Organizations

Description

Chapter 5 Teams and Team Effectiveness in Health Services Organizations © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Objectives (1 of 3) • After completing this chapter, you will be able to: – Describe the role and value of teams in health care organizations – Distinguish among different types of teams in healthcare organizations and how these differences affect team processes and performance – Understand the factors associated with high-performing teams © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Objectives (2 of 3) – Describe the potential impact of team characteristics, nature of the work, environmental context, and team processes on team performance – Explain alternative methods of decision making in teams, including both functional and dysfunctional decision making processes – Describe the importance of psychological safety to the effective team decision making and performance © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Objectives (3 of 3) – Discuss how factors external to the team may affect team processes and performance – Understand the multiple impacts of team cohesiveness on team performance – Describe key aspects of group process including leadership, the communication structure, decision making, and stages of team development © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Purpose • Teams represent bedrock of healthcare organizations: – Effectiveness of teams can have a direct impact on effectiveness of organization – Teams cannot function to full potential without appropriate leadership – Managers need to draw on full potential of teams and overcome common obstacles to optimal team performance © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Introduction • Use of teams in healthcare no longer an option: teams and teamwork are a necessity – Work is too complex to be dependent on single individual – Teams are multidisciplinary, relying on people with multiple skill sets – Effective patient care and management are dependent upon teams © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Types of Teams in Healthcare • Teams are groups, but not all groups are teams: – Teams have defined purpose, membership or composition, structure, specific processes, and leadership – Groups (that are not teams) may possess some characteristics of teams but lack one or more key elements © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Informal Groups • Not formally established or sanctioned by organization: – Form naturally by individuals in organization to fill personal or social interest or need – May be viewed positively by organization – Can also have negative impact on organization © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Formal Groups • Teams formally recognized, organizational-based, social systems: – Organizationally based teams are task-oriented with specific purpose – Operate within an organizational context and interact with larger organization or organizational subunits © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. A Typology of Teams in Healthcare (1 of 2) • Function or purpose: why a team? – If complex task is to be accomplished, teamwork is most appropriate – Teams have potential to create synergy and are source of empowerment – Teams bring together diverse expertise and perspectives from multiple disciplines – Drawbacks of teams may be diffusing talent, requirement of infrastructure, added costs and stress © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. A Typology of Teams in Healthcare (2 of 2) • • • • • Work teams: produce goods or provide services Support teams: provide support for primary functions of organization Parallel teams: individuals serving on work teams and have role in support teams Project teams: produce one-time outputs Management teams: provide direction © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Decisional Authority • Continuum of roles teams play in decision making: – At one end, teams may have authority to make decisions – At other extreme, some teams have no decisional authority – Role of team should be absolutely clear, particularly role in decisionmaking © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Temporal Nature • Permanence of team – Teams can be relatively permanent and ongoing, or time-limited and focused on particular project or task – Use of time-limited teams common because of rapidity of change and need to respond quickly – Team processes must accommodate speed required of temporary teams © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Time and Space • Because of communication technology rules of time and space often do not hold: – Teams can communicate and work efficiently over any distance – Virtual teams: communication among team members takes place through email, fax, and video teleconferencing – Virtual teams require additional rules and guidance © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Diversity • Provides both opportunities and challenges for teamwork: – Advantage of diversity: opportunity to obtain multiple perspectives and expertise – Challenge of diversity: managing multiple viewpoints and worldviews – Examples of diversity; age, gender, hierarchical level, consumer and professional diversity, demographic and cultural diversity © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Accountabilities • Teams vary in types of accountability required of them – Internal accountability – External accountability – In well functioning teams, team members perceive they are accountable to each other – Effective team leader should strive for team that is self-managing, or has self-managing characteristics © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Membership Fluidity and Boundary Permeability • Liabilities to membership fluidity include lack of cohesiveness – On the other hand, fluid membership may bring a continuous influx of new ideas that benefit team performance • Boundary permeability: depending on required task teams may require long-standing membership or frequent turnover © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Understanding Team Performance • • • Teams are entities that make productivity possible Measurement of performance in healthcare starting to be constant feature of healthcare environment, with teams playing major role Systematic ongoing review of team processes and performance is not common in healthcare organizations © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. A Model of Team Effectiveness • • • Certain factors are outside control of organization or manager Managers and team leaders must understand and anticipate how uncontrollable factors may affect team Sometimes uncontrollable factors may have positive impact on team processes and outcomes © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Team Characteristics (1 of 2) • Team size, composition, and diversity: – Too few or too many members may reduce performance – Diversity affects way individuals perceive each other and how well they work together • Status differences: – May motivate others or act as source of conflict and tension © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Team Characteristics (2 of 2) • Psychological safety – Perceptions about consequences of interpersonal risks in work environment • Team norms – Standard shared by team members regulating member behavior • Team cohesiveness – Extent members are committed to group task © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Nature of the Work • • Contingency: organizational structures and processes must be aligned with number of factors Team goals: – Categorized according to goal clarity, complexity, and diversity • Task interdependence: – Interconnections between tasks; degree to which team members rely on one another © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Environmental Context (1 of 2) • Intergroup relationships and conflict – Effective team performance dependent upon team’s ability to form positive intergroup relationships with other teams • Organizational culture – For teams to function to maximum potential, important for there to be a culture valuing teamwork and participation © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Environmental Context (2 of 2) • External environment: – For some groups, external environment may exert influence equal to or greater than internal organizational environment – Social capital: web of cooperative relationships between providers in service system involving interpersonal trust, norms of reciprocity, and mutual aid © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Team Processes (1 of 2) • Leadership: – Formal leadership vs. informal leadership • Communication network and interaction patterns: – Team cannot function effectively unless members can exchange information • Decision making: – May be based on input, consensus, or without input in emergency situation © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Team Processes (2 of 2) • Team learning – Involves teams obtaining and processing data, allowing team to adapt and improve • Stages of team development – Forming, storming, norming, performing, and adjourning • Team processes as intermediary – Intermediary is between team structures and outcome of team effectiveness © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Chapter 6 Communication © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Objectives (1 of 2) • After completing this chapter, you will be able to: – Understand the classical sender-receiver communication model and later elaborations of it – Identify stakeholders and choose the means for effectively communicating with them © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Objectives (2 of 2) – Describe the most recent research on social networks and apply it in their work settings – Appreciate the importance of organizational politics – Recognize the importance of effective communication in leading health care organizations © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Purpose • Communication concepts and frameworks: – – – – How to think about act of communication Theory and practice of managing stakeholders Science of relationships and its practical value in health care settings Importance of organizational politics and how to lead in complex political environments © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Who Says What to Whom? (1 of 3) • • Aristotle described communication as a mostly linear process involving speaker and listener Effective speakers “package” message using one or more of three persuasive means – Ethos (character) – Pathos (emotion) – Logos (logic) © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Who Says What to Whom? (2 of 3) • • Effective leaders know how to listen and observe carefully before communicating Many factors affect how listeners understand message: – Sender, content, medium, and listener • Feedback model takes account of psychological, cognitive, and contextual factors in communication © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Who Says What to Whom? (3 of 3) • To communicate effectively, you have to understand other’s situation: – History, social context, values, psychology • • Key to identify specific audiences, analyze contexts, and choose means of engaging in two-way interaction Organizational learning: communication methods to engage people in process of problem-solving, planning, implementation © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Barriers to Communication • • • Distortion within “receiver” often blocks message Curse of knowledge: problem of imagining another person’s state of mind when you have piece of knowledge they lack Five barriers to communication: – Negative or ambiguous relationships, poor credibility, conflicting belief systems and interests, and communication mismatches © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Relationships • • • Level of trust and confidence in each other facilitates communication and makes cooperation easier Many patients who value relationships need to feel connection that comes with face-to-face encounter Because of importance of relationships, important to take time to get to know what is important to people you work with © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Credibility • • Ensures that people take you and your ideas seriously Based on others’ perceptions of three characteristics: – Competence – Expertise – Trustworthiness © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Beliefs • • • Important to couch messages in terms that resonate with core beliefs and values of stakeholders When advocating idea contrary to core beliefs, break proposal into small bites Anchor positions on beliefs and opinions: – People’s willingness to be flexible on new positions can depend on how much they are asked to change © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Interests • Two important findings about role of self interest in communication: – People pay closer attention to messages they see as having important personal consequences – Self-interest biases the way people think about proposals © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication Styles • • • When it comes to communicating substance of message, most important thing is define it simply Framing: powerfully affects people’s perceptions, standards, relevant evidence, emotions, and decisions After simplicity, second most important quality of message is vividness © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Stakeholders • • • Effective leaders know their stakeholders, paying attention to communication barriers Each stakeholder group has interests that predispose it to support or contest hospital’s initiatives Stakeholder analysis is first step in stakeholder management – Useful tool to guide analysis is Power/Interest matrix © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Tools for Managing Organizational Communication • • • Choose methods of consulting with stakeholders on basis of goals Methods divided between those most appropriate for small and large group communication Methods or mix of methods that work best vary according to situation © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Social Networks and Social Media • • • • Social networks: connections among a group of people and broader environment in which they live and work Extent of network constitutes “social capital” and is important asset of communicator Connection: patterns of relationships Contagion: how information spreads © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication Networks © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Organizational Politics • • • Some political activity takes place in nearly all organizations Effective communication requires one to think carefully about political interests of key stakeholder groups Skill, timing, judgment, and luck are key to dealing with politics © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Communication as a Leadership Art • • To communicate successfully, one must learn to adapt to “local culture” and speak many different “languages” Personal credibility – Provides foundation for influence • Authenticity paradox diminishes – You cannot help being a “different person” depending on who you communicate with © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.