Improving Healthcare Team Performance E-Book

Leslie Bendaly

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 336

Veröffentlichungsjahr: 2012

Beschreibung

Practical, proven techniques for improving team performance in the health care world Teams and collaboration have become an expectation in most healthcare facilities and environments. It is accepted that high performance, patient focused teams are critical to quality patient care. However, there is often a wide gap between traditional practices and the new behaviours and practices required for teamwork and collaboration. Improving Health Care Team Performance goes beyond theory to provide the knowledge, tools, and techniques required to develop a single team, or to develop an organization wide team based culture, from which exceptional patient care emerges. Most uniquely it emphasizes that effective teamwork goes far beyond team dynamics and provides detailed description of additional requirements, such as shared learning and change compatibility, and how to fulfill them. A practical handbook for healthcare leaders striving to ensure a superior patient experience and high quality of care, Improving Healthcare Team Performance not only provides specifics on how to develop high functioning teams, whether multidisciplinary, interdisciplinary, or departmental but also offers those dealing with the common healthcare leadership challenges of low morale, poor communication, interpersonal conflict, and lack of knowledge sharing the tools to take immediate action to improve performance. Providing a proven approach to addressing and preventing everyday issues impacting patient care, Improving Health Care Team Performance contains everything needed to identify areas of greatest need within a team or department, take targeted action to address key gaps, and measure progress towards positive change. * Presents a clear depiction of what constitutes collaboration and a high-performing patient focused team. This includes the skills and practices required to improve team performance and ultimately the quality of patient care, how to develop new attitudes and behaviours within the team, as well as the leadership requirements for success in a patient focused, team based culture. * Provides a set of development tools accessible online to help the reader quickly and easily apply the knowledge gleaned. * Offers targeted solutions including tips/recommendations, a step-by-step approach for affecting necessary change at every level of the organization, and skills and team development activities. Designed for leaders working in any healthcare environment, Improving Health Care Team Performance is a practical approach to improving team performance and the quality of patient care.

Leseprobe

Contents

Cover

Title Page

Copyright

Dedication

Acknowledgements

Foreword by Dr. Ken Milne

Introduction

The 7 Elements of a High-Performance Healthcare Team

When Teamwork Is Lacking

How This Book Is Structured

Creating Change that Makes a Difference

Part I: The 7 Elements of a High-Performance Healthcare Team

Chapter 1: When Groups Become Teams

When a Group Becomes a Team

The Elements of High-Performance, Collaborative Teamwork

Chapter 2: Healthy Climate

Trust

Respect

Conflict: The Outcome of Disagreement in a Cold Climate

Making Assumptions: The Number One Cold Climate Culprit

Personal Responsibility and Growth in Building a Healthy Climate

Chapter 3: Cohesiveness

A Clear, Common Goal

Embracing the Goal

Clear and Respected Roles and Responsibilities

Living Common Values

Developing Values Agreements

Pride

Chapter 4: Open Communication

Pure Communication

Dialogue

Chapter 5: Change Compatibility

Change Responsiveness

Strengthening Change Compatibility

Chapter 6: Team Members’ Contribution

Bringing Out the Best in People

Develop the Team, Develop Its Members

Creating Increased Contribution through Passion

Chapter 7: Shared Leadership

Letting Go

Sharing Decision Making: The Basics

Chapter 8: Shared Learning

Shared-Learning Practices

Everyday Learning

Barriers to Shared Learning

Learning through Errors

Part II: Making It Happen: Achieving Improved Team Performance

Chapter 9: The Team Development Process

The Team Development Process

Measure the Team’s Effectiveness

Share and Discuss the Results

Agree on Development Priorities and Commit to Action

Take Action

Keeping Up the Momentum

Reassess

An Ongoing Process

A Team Development Quick Start: Clarifying Expectations

Chapter 10: The Leadership Balancing Act

The Increased Need for Balance

Balancing the Team's Task/Process Preference

Chapter 11: Facilitation

The Facilitator's Power Tools

Chapter 12: The Leader as Coach

Getting Started

The Coaching Process

Establish a Foundation of Trust

Forward Action and Accountability

Points to Remember for Making it Happen

Part III: The Tools to Make It Happen

Chapter 13: Team Development Exercises

How This Part Is Structured

Workouts

Workout 1: Clarifying Expectations

Workout 2: Maintaining Team Fitness

Workout 3: It's All about Respect

Workout 4: Jumping to Conclusions

Workout 5: Values Check

Workout 6: We’re All in This Together

Workout 7: The Principles of Effective Communication

Workout 8: Make Your Voice Count

Workout 9: It's Your Choice

Workout 10: Truths for Change

Workout 11: As Others See Us

Workout 12: We’re All Responsible

Workout 13: The Colour of Influence

Workout 14: Toward Increased Self-Direction

Workout 15: Never Waste a Mistake

Workout 16: Learning from Each Other

Energize Your Meetings with Brainteasers

Answers to Brainteasers

Endnotes

Introduction

Chapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

Chapter 8

Chapter 12

Bibliography

About the Authors

Index

Copyright © 2012 Leslie Bendaly and Nicole Bendaly

Published by John Wiley & Sons Canada, Ltd.

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Library and Archives Canada Cataloguing in Publication Data:

Bendaly, Leslie

Improving healthcare team performance: the 7 requirements for excellence in patient care / Leslie Bendaly and Nicole Bendaly.

Includes index.

Issued also in electronic format.

ISBN 978-1-11819-952-7

1. Hospital care. 2. Patients—Safety measures. 3. Medical errors—Prevention. 4. Health services administration. I. Bendaly, Nicole II. Title.

RA971.B46 2012 362.1068 C2012-902737-5

ISBN 978-1-11819-952-7 (print); ISBN 978-1-11820-972-1 (ebk); ISBN 978-1-11820-965-3 (ebk); ISBN 978-1-11820-967-7 (ebk)

Production Credits

Managing Editor: Alison Maclean

Executive Editor: Don Loney

Production Editor: Pauline Ricablanca

Cover Design: Adrian So

Cover Photography: BananaStock and iStockphoto

Composition: Thomson Digital

To those who work tirelessly to provide quality healthcare and who every day demonstrate their dedication to their patients and colleagues.

Acknowledgements

We would like to express our sincere thanks to all who have contributed to this book. We have been fortunate to have met and worked with countless healthcare professionals who have inspired us with their commitment, candour, and desire to help others, and we are grateful to them for sharing their stories so that others can learn from them.

Thank you to Dr. Ken Milne for his passion and dedication to improving patient safety performance and for so generously giving his time and energy to writing our foreword.

We much appreciate Hugh MacLeod, Dr. Ivy Oandasan, Janet Davidson, Dr. Joshua Tepper, Stephanie Leblanc, David Pole, Sandra Ramelli, Michelle DiEmanuele, Patricia Lefebvre and Anne Harvey, who took the time to share their wisdom and experience in transforming healthcare culture so that collaboration and exceptional quality care become firmly woven into its fabric.

The Oncology Program at the Niagara Health System, the New Patient Referral Team at the Juravinski Cancer Centre, Hamilton Health Sciences, and the Toronto Central Community Care Access Centre each participated in the development of this book through focus groups and the sharing of best practices and experiences. What an important contribution they made to our project.

Many individuals contributed to making this a better book. Joanne McNicol provided great feedback on parts of the manuscript, Don Loney, our editor, made valuable suggestions, effectively restrained any verbosity, and polished our prose, and Pauline Ricablanca and her production team did a terrific job of both hunting down our errors and omissions and making the book attractive.

And finally, thank you to Jason and Elie who supported us by sharing the load at home while we focused on the research and writing of this book.

Foreword

This book is very timely. Twenty-first century healthcare—with its vastly expanded knowledge base and technologies to manage increasingly complex clinical presentations—has resulted in unprecedented patient expectations. This, coupled with the need to deliver high-quality patient-centred care in a cost-effective manner, cannot be shouldered by one healthcare provider at a time. We have, for some time now, reached the point where the quality of care that patients and families receive depends not only on the knowledge and skills of the individual care providers, but also on the ability of the entire healthcare team to communicate and work well together in order to coordinate the care that the patient/family needs.

Leslie Bendaly and Nicole Bendaly have leveraged their extensive experience and expertise in building effective high-performing functional teams in a variety of organizational structures and applied this to the healthcare environment. They have done this with clarity, mapping out the elements of high-performing teams and showing how each of these elements is independent and yet collectively linked. It is really like an anatomy dissection illustrating the linkage of all the individual parts.

The other important aspect of their book is devoted to providing the strategies, or, as some would call it, a “play book,” on the “how to” achieve high performance in healthcare teams. This, in my opinion, has been lacking in healthcare development. Much has been written about what defines a high-performing team and how to measure performance, but little attention has been paid on how to achieve this important construct in healthcare. The solutions the book offers are wide-ranging in scope, from team development processes, balancing behavioural tasks, and process tasks, to the importance of facilitating and nurturing the growth of teams.

The authors also emphasize the importance of leadership in successfully improving healthcare team performance. From my own personal observations and experience, this is fundamental to sustained success of high-performing teams and the impact this has on the provision of safer healthcare. As they so ably demonstrate, leadership in healthcare organizations, as in any other work environment, sets the values and shapes the attitudes that drive the behaviours that in turn drive the performance. Positive behaviours result in high-performing teams, which positively impact patient-care outcomes and cost efficiencies. With negative behaviours the opposite occurs.

Effective leadership walks the talk; leaders behave with integrity and are credible. The credibility is achieved because effective leaders consistently do what they say they are going to do. Great leaders display energy and they energize those around them. As well, great leaders are passionate about mentoring growth.

Leslie and Nicole have captured all of these important attributes of leadership and demonstrated how they are pivotal in building and sustaining high-performing teams. Their work also highlights that it is not just the “C” suite or senior administration team that is responsible for leadership in healthcare—it is, rather, a responsibility that must be shared by many throughout our healthcare structures. In truth, we can all lead from where we are. Leadership is about influence. Leadership is about leading change. If we were all to integrate the behaviours and attitudes that are the component parts of the seven elements required for excellence in healthcare team performance as described in this book, then our progress in providing quality, safe, and cost-effective healthcare would be dramatically expedited.

The book has been written with real narratives from patients and healthcare providers, making it human, relevant, and causing us all to reflect on why we must never give up on trying to improve team performance in healthcare. The use of quotes from notable leaders from many walks of life reinforce the need for all of us to carry and project a positive attitude every day in all aspects of our work. Reading this book will provide direction and guidance for anyone in healthcare, from the front-line workers to senior administration and boards, on how they can raise their participation bar in their own team performance or be more effective in providing leadership for team performance. In doing so, all patients and their families will benefit.

Ken MilneMD, FRCSC, FSOGC, FACOG

Introduction

This is a book written with purpose and hope. Much has been researched and published about teamwork and collaboration as the essential ingredients in the nurturing of committed, focused, and empowered staff who together provide exceptional patient care. It is theory headed in the right direction. Our purpose in writing this book is to go beyond theory and to provide the knowledge and tools with which one can develop truly collaborative and high-performance healthcare teams, rather than groups that simply carry the “team” name, and to do so with greater ease. Many healthcare leaders have made huge strides in their development of patient-focused teams. Our hope is that the knowledge we share will encourage, perhaps even inspire, leaders and their organizations to embrace teamwork with even greater commitment and vigour.

During our 25 years of working with leaders and their teams, we have found that the importance put on teamwork in healthcare has waxed and waned, sometimes due to the introduction of different approaches to quality care and sometimes due to budgetary constraints.

The intense and consistent focus that has been put on teamwork and interprofessional collaboration in healthcare over the last few years is an encouraging sign that the enormous benefits that are reaped by taking a deliberate and committed approach to developing a team-based culture have been recognized by those dedicated to the profession.

Research shows that nurses who believe that their team is well-functioning have higher levels of job satisfaction, are more likely to stay in their jobs, and demonstrate lower levels of stress and burnout. Another important finding is that higher levels of teamwork have been linked to higher quality care, improved patient outcomes, and an enhanced patient experience. In a study conducted by Donald C. Cole, et al., that investigated the understanding, collection, and use of Quality of Work Life (QWL) indicators in Canadian healthcare organizations, one of the participants articulated the importance of teamwork in maintaining a healthy work environment: