Geriatric Inter-Professional Team Dynamics. Geriatric leadership.
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The document discusses inter-professional team collaboration in healthcare, focusing on team dynamics, dysfunctions, and the importance of effective communication for patient care. It outlines Tuckman's stages of team development and Lencioni's five dysfunctions of a team, emphasizing the need for trust, commitment, accountability, and clear focus on results. The importance of overcoming challenges and building constructive conflict to achieve team goals is also highlighted.
Geriatric Inter-Professional Team Dynamics. Geriatric leadership.
- 2. LET’S DISCUSS Inter-Professional Team Collaboration Team Dynamics Team Dysfunctions & Challenges
- 3. INTER-PROFESSIONALITY Process that professionals develop ways of practicing Organized to solve, explore a variety of issues Optimize client participation Inter-professional practice unique characteristics: codes of conduct, values ways of working D’Amour, D. and Oandasan, I. (2005).
- 6. INTER-PROFESSIONAL COLLABORATION In the field of healthcare effective collaboration and interaction can have direct ramifications for patient care Poor teamwork skills in healthcare have been found to be a contributing cause of negative incidents in patient care
- 7. A. It increases readmission rates to hospital. B. It is physician-centered care. C. It increases the cost of healthcare. D. It improves the health of populations. Which statement about inter-professional collaboration is true? D. It improves the health of populations.
- 8. Storming Norming Performing Psychologist Bruce Tuckman (1965) TEAM DYNAMICS
- 9. Forming • Members are positive and polite, excitement • Discussions about how the team will work • Anticipation and optimism • Pride in being chosen for the project • Suspicion and anxiety about the job • Tentative attachment to the team • Leadership Style: DIRECTING Storming • Stage when many teams fail • Try to focus on the job without support of established processes • Defensiveness, competitiveness, disunity, and increased tension or jealousy • Sharp fluctuations in attitude about the team and the team’s chance of success • Questioning decisions and decision-makers • Leadership Style: COACHING
- 10. Norming • Hierarchy established • Team members know each other better, may be socializing, ask each other for help and provide constructive criticism • Friendliness and trust towards other team members, confidence in the team goals, team cohesion and spirit, pride and sense of belonging to the team • Leadership Style: PARTICIPATING Performing • Hard work leads directly to progress towards shared vision of goal • Being part of the team at this stage feels "easy" • Constructive self-change, sense of belonging • Understanding of each others strengths and weaknesses • Self-organization of work • Leadership Style: DELEGATING
- 11. Adjourning • Termination of roles • Completion of tasks • Reduction of dependency • Process can be stressful • Perspective of the functioning group - this fifth 'stage' takes us beyond that
- 13. 5. Inattention to Results 4. Avoidance of Accountability 3. Lack of Commitment 2. Fear of Conflict 1. Absence of Trust Lencioni, P. (2002).
- 14. ABSENCE OF TRUST Trust is the foundation The absence of trust stems from team members’ unwillingness to be vulnerable in the group For a high performing team to operate members share successes and failures share strengths and weaknesses Lencioni, P. (2002).
- 15. About disclosure and not about confession Overcoming the absence of trust requires: Team members sharing experiences over time Multiple instances of follow-through In-depth understanding of unique attributes of each team member In building trust leader is most important The leader must first demonstrate vulnerability ABSENCE OF TRUST Lencioni, P. (2002).
- 16. Team members must constructively engage in conflict Express themselves, know that they have been heard, respected for their thoughts and beliefs Heart of how buy-in happens, when skillfully handled conflict leads to powerful commitments The role of the leader: to surface issues, perspectives, and opinions FEAR OF CONFLICT Lencioni, P. (2002).
- 17. Commitment is a function of two things: CLARITY = removal of assumptions and ambiguity BUY-IN = achievement of honest emotional support Great teams make clear and timely decisions Leave meetings confident no one harboring doubts Achieve commitment engaging constructive conflict Focus on problems not on personalized agendas LACK OF COMMITMENT Lencioni, P. (2002).
- 18. Dealing with objective issues precedence over ego conflict Members express thoughts, beliefs creating buy-in & clarity Once there is alignment and buy-in leadership teams drive clarity Facilitated by the process of cascading communication: taking key decisions and action items, ensuring a roll out that includes “why they are important” LACK OF COMMITMENT P. Lencioni, P. (2002).
- 19. Accountability Leader holding their direct reports accountable Peers holding each other accountable Reminding each other Commitments Real or perceived breaches of performance Behavioral agreements AVOIDANCE OF ACCOUNTABILITY P. Lencioni, P. (2002).
- 20. Leaders need to model accountability in a different way Many shy away from dealing with inappropriate behavioral problems When leaders confront inappropriate behaviors they are role-modeling accountability *sets the stage for peer-to- peer engagement AVOIDANCE OF ACCOUNTABILITY P. Lencioni, P. (2002).
- 21. Two things get in the way of achieving results: Self-interest Self-preservation Team members who put their individual needs or the needs of their department above the collective goals make it difficult to achieve better overall results Overall team performance should come first Need connection between self-interest & getting results INATTENTION TO RESULTS P. Lencioni, P. (2002).
- 22. The distractions from collective results are: 1. Personal ego 2. Career development 3. Compensation 4. “My department” INATTENTION TO RESULTS P. Lencioni, P. (2002).
- 23. The role of the leader sets tone for the focus on results If team members sense that the leader values anything other than results, they will take that as permission to do the same for themselves INATTENTION TO RESULTS Lencioni, P. (2002).
- 24. There are five common pitfalls make up team dysfunction Interrelate and build off one another Either significantly hamper the success of a team or paradoxically become foundation for crystallizing to achieve great results INTER-PROFESSIONAL TEAM DYSFUNCTION
- 25. Testing and Developing Understanding one’s professional identity Likely role within a team Ideas about related health professionals INTER-PROFESSIONAL TEAM CHALLENGES
- 26. Invalid assumptions: May lead to breakdown in communication + teamwork May constitute barrier to effective care Research suggests: Students rate communication + teamwork skills positively Were favorable about inter- professional learning INTER-PROFESSIONAL TEAM CHALLENGES
- 27. SUMMARY When teams build trust and engage in constructive conflict then there is the potential for building commitment and accountability Then the team can focus on meeting and exceeding the goals and mission Lencioni, P. (2002).
- 28. REFERENCES P. Lencioni, The Five Dysfunctions of a Team- A Leadership Fable (Jossey Bass, San Francisco, 2002). D’Amour D & Oandasan I. (2005). Interprofessionality as the field of interprofessional practice and interprofessional education: An emerging concept. Journal of Interprofessional Care. 19 (Supplement 1):8- 20. http://www.youtube.com/watch?v=IqpT95TKum Y&feature=relmfu