Teams and Team Effectiveness in Health Services Organizations<\/h2>\n

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Reflect on the assigned readings for Weeks 5 & 6, and then type a two-page paper regarding what you thought was the most important concept(s), method(s), term(s), and\/or any other thing that you felt was worthy of your understanding. \u00a0Define and describe what you thought was worth your understanding in half a page, and then explain why you felt it was important, how you will use it, and\/or how important it is in healthcare management and administration.<\/p>\n<\/div>\n

Chapter 5 Teams and Team Effectiveness in Health Services Organizations \u00a9 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) \u2022 After completing this chapter, you will be able to: \u2013 Describe the role and value of teams in health care organizations \u2013 Distinguish among different types of teams in healthcare organizations and how these differences affect team processes and performance \u2013 Understand the factors associated with high-performing teams \u00a9 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) \u2013 Describe the potential impact of team characteristics, nature of the work, environmental context, and team processes on team performance \u2013 Explain alternative methods of decision making in teams, including both functional and dysfunctional decision making processes \u2013 Describe the importance of psychological safety to the effective team decision making and performance \u00a9 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) \u2013 Discuss how factors external to the team may affect team processes and performance \u2013 Understand the multiple impacts of team cohesiveness on team performance \u2013 Describe key aspects of group process including leadership, the communication structure, decision making, and stages of team development \u00a9 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 \u2022 Teams represent bedrock of healthcare organizations: \u2013 Effectiveness of teams can have a direct impact on effectiveness of organization \u2013 Teams cannot function to full potential without appropriate leadership \u2013 Managers need to draw on full potential of teams and overcome common obstacles to optimal team performance \u00a9 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 \u2022 Use of teams in healthcare no longer an option: teams and teamwork are a necessity \u2013 Work is too complex to be dependent on single individual \u2013 Teams are multidisciplinary, relying on people with multiple skill sets \u2013 Effective patient care and management are dependent upon teams \u00a9 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 \u2022 Teams are groups, but not all groups are teams: \u2013 Teams have defined purpose, membership or composition, structure, specific processes, and leadership \u2013 Groups (that are not teams) may possess some characteristics of teams but lack one or more key elements \u00a9 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 \u2022 Not formally established or sanctioned by organization: \u2013 Form naturally by individuals in organization to fill personal or social interest or need \u2013 May be viewed positively by organization \u2013 Can also have negative impact on organization \u00a9 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 \u2022 Teams formally recognized, organizational-based, social systems: \u2013 Organizationally based teams are task-oriented with specific purpose \u2013 Operate within an organizational context and interact with larger organization or organizational subunits \u00a9 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) \u2022 Function or purpose: why a team? \u2013 If complex task is to be accomplished, teamwork is most appropriate \u2013 Teams have potential to create synergy and are source of empowerment \u2013 Teams bring together diverse expertise and perspectives from multiple disciplines \u2013 Drawbacks of teams may be diffusing talent, requirement of infrastructure, added costs and stress \u00a9 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) \u2022 \u2022 \u2022 \u2022 \u2022 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 \u00a9 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 \u2022 Continuum of roles teams play in decision making: \u2013 At one end, teams may have authority to make decisions \u2013 At other extreme, some teams have no decisional authority \u2013 Role of team should be absolutely clear, particularly role in decisionmaking \u00a9 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 \u2022 Permanence of team \u2013 Teams can be relatively permanent and ongoing, or time-limited and focused on particular project or task \u2013 Use of time-limited teams common because of rapidity of change and need to respond quickly \u2013 Team processes must accommodate speed required of temporary teams \u00a9 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 \u2022 Because of communication technology rules of time and space often do not hold: \u2013 Teams can communicate and work efficiently over any distance \u2013 Virtual teams: communication among team members takes place through email, fax, and video teleconferencing \u2013 Virtual teams require additional rules and guidance \u00a9 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 \u2022 Provides both opportunities and challenges for teamwork: \u2013 Advantage of diversity: opportunity to obtain multiple perspectives and expertise \u2013 Challenge of diversity: managing multiple viewpoints and worldviews \u2013 Examples of diversity; age, gender, hierarchical level, consumer and professional diversity, demographic and cultural diversity \u00a9 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 \u2022 Teams vary in types of accountability required of them \u2013 Internal accountability \u2013 External accountability \u2013 In well functioning teams, team members perceive they are accountable to each other \u2013 Effective team leader should strive for team that is self-managing, or has self-managing characteristics \u00a9 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 \u2022 Liabilities to membership fluidity include lack of cohesiveness \u2013 On the other hand, fluid membership may bring a continuous influx of new ideas that benefit team performance \u2022 Boundary permeability: depending on required task teams may require long-standing membership or frequent turnover \u00a9 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 \u2022 \u2022 \u2022 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 \u00a9 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 \u2022 \u2022 \u2022 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 \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 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) \u2022 Team size, composition, and diversity: \u2013 Too few or too many members may reduce performance \u2013 Diversity affects way individuals perceive each other and how well they work together \u2022 Status differences: \u2013 May motivate others or act as source of conflict and tension \u00a9 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) \u2022 Psychological safety \u2013 Perceptions about consequences of interpersonal risks in work environment \u2022 Team norms \u2013 Standard shared by team members regulating member behavior \u2022 Team cohesiveness \u2013 Extent members are committed to group task \u00a9 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 \u2022 \u2022 Contingency: organizational structures and processes must be aligned with number of factors Team goals: \u2013 Categorized according to goal clarity, complexity, and diversity \u2022 Task interdependence: \u2013 Interconnections between tasks; degree to which team members rely on one another \u00a9 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) \u2022 Intergroup relationships and conflict \u2013 Effective team performance dependent upon team\u2019s ability to form positive intergroup relationships with other teams \u2022 Organizational culture \u2013 For teams to function to maximum potential, important for there to be a culture valuing teamwork and participation \u00a9 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) \u2022 External environment: \u2013 For some groups, external environment may exert influence equal to or greater than internal organizational environment \u2013 Social capital: web of cooperative relationships between providers in service system involving interpersonal trust, norms of reciprocity, and mutual aid \u00a9 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) \u2022 Leadership: \u2013 Formal leadership vs. informal leadership \u2022 Communication network and interaction patterns: \u2013 Team cannot function effectively unless members can exchange information \u2022 Decision making: \u2013 May be based on input, consensus, or without input in emergency situation \u00a9 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) \u2022 Team learning \u2013 Involves teams obtaining and processing data, allowing team to adapt and improve \u2022 Stages of team development \u2013 Forming, storming, norming, performing, and adjourning \u2022 Team processes as intermediary \u2013 Intermediary is between team structures and outcome of team effectiveness \u00a9 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 \u00a9 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) \u2022 After completing this chapter, you will be able to: \u2013 Understand the classical sender-receiver communication model and later elaborations of it \u2013 Identify stakeholders and choose the means for effectively communicating with them \u00a9 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) \u2013 Describe the most recent research on social networks and apply it in their work settings \u2013 Appreciate the importance of organizational politics \u2013 Recognize the importance of effective communication in leading health care organizations \u00a9 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 \u2022 Communication concepts and frameworks: \u2013 \u2013 \u2013 \u2013 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 \u00a9 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) \u2022 \u2022 Aristotle described communication as a mostly linear process involving speaker and listener Effective speakers \u201cpackage\u201d message using one or more of three persuasive means \u2013 Ethos (character) \u2013 Pathos (emotion) \u2013 Logos (logic) \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 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) \u2022 \u2022 Effective leaders know how to listen and observe carefully before communicating Many factors affect how listeners understand message: \u2013 Sender, content, medium, and listener \u2022 Feedback model takes account of psychological, cognitive, and contextual factors in communication \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 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) \u2022 To communicate effectively, you have to understand other\u2019s situation: \u2013 History, social context, values, psychology \u2022 \u2022 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 \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 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 \u2022 \u2022 \u2022 Distortion within \u201creceiver\u201d often blocks message Curse of knowledge: problem of imagining another person\u2019s state of mind when you have piece of knowledge they lack Five barriers to communication: \u2013 Negative or ambiguous relationships, poor credibility, conflicting belief systems and interests, and communication mismatches \u00a9 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 \u2022 \u2022 \u2022 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 \u00a9 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 \u2022 \u2022 Ensures that people take you and your ideas seriously Based on others\u2019 perceptions of three characteristics: \u2013 Competence \u2013 Expertise \u2013 Trustworthiness \u00a9 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 \u2022 \u2022 \u2022 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: \u2013 People\u2019s willingness to be flexible on new positions can depend on how much they are asked to change \u00a9 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 \u2022 Two important findings about role of self interest in communication: \u2013 People pay closer attention to messages they see as having important personal consequences \u2013 Self-interest biases the way people think about proposals \u00a9 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 \u2022 \u2022 \u2022 When it comes to communicating substance of message, most important thing is define it simply Framing: powerfully affects people\u2019s perceptions, standards, relevant evidence, emotions, and decisions After simplicity, second most important quality of message is vividness \u00a9 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 \u2022 \u2022 \u2022 Effective leaders know their stakeholders, paying attention to communication barriers Each stakeholder group has interests that predispose it to support or contest hospital\u2019s initiatives Stakeholder analysis is first step in stakeholder management \u2013 Useful tool to guide analysis is Power\/Interest matrix \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 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 \u2022 \u2022 \u2022 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 \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 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 \u2022 \u2022 \u2022 \u2022 Social networks: connections among a group of people and broader environment in which they live and work Extent of network constitutes \u201csocial capital\u201d and is important asset of communicator Connection: patterns of relationships Contagion: how information spreads \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. \u00a9 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 \u00a9 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 \u2022 \u2022 \u2022 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 \u00a9 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 \u2022 \u2022 To communicate successfully, one must learn to adapt to \u201clocal culture\u201d and speak many different \u201clanguages\u201d Personal credibility \u2013 Provides foundation for influence \u2022 Authenticity paradox diminishes \u2013 You cannot help being a \u201cdifferent person\u201d depending on who you communicate with \u00a9 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.<\/p>\n","protected":false},"excerpt":{"rendered":"

Teams and Team Effectiveness in Health Services Organizations Description     Reflect on the assigned readings for Weeks 5 & 6, and then type a two-page paper regarding what you thought was the most important concept(s), method(s), term(s), and\/or any other thing that you felt was worthy of your understanding. \u00a0Define and describe what you […]<\/p>\n","protected":false},"author":11,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-26900","post","type-post","status-publish","format-standard","hentry"],"blocksy_meta":{"styles_descriptor":{"styles":{"desktop":"","tablet":"","mobile":""},"google_fonts":[],"version":6}},"yoast_head":"\n