Team Structure

Team Structure

The ratio of We’s to I’s is the best indicator of the development of a team.

–Lewis B. ErgenNEXT:

TEAMSTEPPS 05.2Mod 2 06.1

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Objectives• Understand what defines a team

• Identify the characteristics of high-performing teams

• Discuss benefits of teamwork and team structure

• Describe components and composition of amulti-team system (e.g., Core Team, Coordinating Team, Contingency Team, Ancillary Services, and Administration)

• Define the roles and effectiveness of team members


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Team Skills are the result of effective team structure

Team StructureCommon purposePerformance GoalsMutual AccountabilityClear Roles/ResponsibilitiesComplementary SkillsInterdependent Tasks

Patient &

Family


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• Two or more people

• Interact dynamically, interdependently, and adaptively

• Toward a common and valued goal (14% of team function)

• Have specific roles or functions (12% of team function)

• Have a time-limited membership

What Defines a Team?

Salas et al. Does team training work? Principles for health care. Acad Emerg Med. 2008. 15:1-8.


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Partnering with the PatientEmbrace patients as valuable and contributing partners in patient care

− Listen to patients

− Learn patients’ preference regarding involvement

− Ask patients about their concerns

− Speak to them in lay terms

− Ask for their feedback

− Give them access to relevant information

− Encourage patients and families to proactively participate in patient care (teach back)

1. What is my main problem?2. What do I need to do?3. Why is it important for me to

do this? http://www.npsf.org/for-healthcare-

professionals/programs/ask-me-3/

Teach – Back / Show-Me Method

http://pilot.train.hrsa.gov/uhc/pdf/module_02_job_aid_teach_back_method.pdf


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Groups vs. Teams

Working Group

• Clearly focused leader

• Individual accountability

• Individual work products

• Efficient meetings

• Indirect measures of performance

• Discusses, decides, delegates

Team

• Share leadership roles

• Mutual accountability

• Collective work products

• Problem-solving meetings

• Direct measures of performance

• Discusses, decides, works together

Essence of a team is common commitmentKatzenbach & Smith (2005)


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Barriers to Team Performance• Inconsistency in team

membership

• Lack of time

• Lack of information sharing

• Hierarchy

• Defensiveness

• Conventional thinking

• Varying communication styles

• Conflict

• Lack of coordination and follow-up

• Distractions

• Fatigue

• Workload

• Misinterpretation of cues

• Lack of role clarity


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Team Failure Video

Videos must be saved in the same file as your power point for the link to work. If the link does not work, reinsert the video:•Click on insert tab in power point•Click on Video•Click on Video from file •Click on Sue SheridanLg001•Click on Insert Vig 4aLg001.mpg


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Multi-Team System (MTS) for Patient Care

This structure…establishes clarity of roles and responsibilities that makes mutual accountability possible


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Core Team members have

the closest contact with the patient!

A Core Team is…Made up of care providers who work interdependently to manage a set of assigned patients

Dynamic Leadership


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Responsible for managing

the operational environment

and resources that supports

the Core Team

A Coordinating Team is…

Designated Leadership


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A time-limited team formed for emergent or specific events and composed of members from various teams

A Contingency Team is…


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Ancillary Services provide direct, task-specific, time-limited care to patients.

Support Services provide indirect service-focused tasks which help to facilitate the optimal healthcare experience for patients and their

families.

Ancillary & Support Services provide…


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• Establish and communicate vision

• Develop policies and set expectations for staff related to teamwork

• Support and encourage staff during implementation and culture change

• Hold teams accountable for team performance

• Define the culture of the organization

The Role of Administration is to…


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Fall Risk Reduction Multi Team System

Board of Directors

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The board needs to learn about quality and safety from coordinating teams that have direct knowledge of front line structure, process, and outcome.

MTS Supports Chain of Accountability

Coordinating teams hold core Core teams accountable for thereliability of processes.


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Exercise: Your Multi-Team System

??

Team members change but the behaviors remain the same


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Paradigm Shift to Team System Approach

Dual focus (clinical and team skills)

Team performance

Informed decision-making

Clear understanding of teamwork

Managed workload

Sharing information

Mutual support

Team improvement

Team efficiency

Single focus (clinical skills)

Individual performance

Under-informed decision-making

Loose concept of teamwork

Unbalanced workload

Having information

Self-advocacy

Self-improvement

Individual efficiency


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Are better able to predict the needs of other team members

Provide quality information and feedback

Engage in higher level decision-making

Manage conflict skillfully (NOT avoid conflict)

Understand their roles and responsibilities

Reduce stress on the team as a whole through better performance

“Achieve a mutual goal through interdependent and adaptive actions”

Effective Team Members


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Teamwork Actions• Assemble a team

• Establish a leader

• Identify the team’s goals and vision

• Assign roles and responsibilities

• Hold team members accountable

• Actively share information among team members

• Provide feedback

“Individual commitment to a group effort—that is what makes a team work, a company work, a society work, a civilization work.”

–Vince Lombardi

Team Structure

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Transcript of Team Structure