TEAMWORK. Catalyst Towards Quality Care

Transcription

1 TEAMWORK Catalyst Towards Quality Care

2 Patient safety has become an essential component in quality healthcare. The complexity of surgical interventions demands increasing technical skills. People err and scientific training is not enough to ensure the desired outcomes, therefore, there is a need to develop the non-technical skills such as teamwork capabilities

3 Several studies showed there is a marked difference between physicians and non-physicians perception of teamwork

4 Nurses describe good collaboration as having their input respected Physicians describe good collaboration as having nurses who anticipate their needs and follow their instructions

5 To address perception difference, CHECKLISTS were set with nurses inputs being greatly considered anticipating the doctors needs and requirements. Checklist improves teamwork.

6 The Joint Commission on Accreditation of Healthcare Organizations (JCAHO) identified breakdowns in communication as the leading root cause of wrong-site operations, and other sentinel events To help correct this problem, JCAHO and the Institute of Medicine recommended that hospitals promote effective team functioning

7 Teamwork is the interaction or relationship of two or more health professionals who work interdependently to provide care for patients. Teamwork is one of the core competencies necessary for health professionals to master in order to meet the current and future demands for the quality of care. - R. Ballangrud

8 TEAM + WORK

9 TEAM - tam descendant family

10 What is a Team? G roup of people O rganized to work together I nterdependently T owards common goal

11 TEAM DEVELPMENT Performing Norming Group Harmony Forming Storming Orientation Self-Expression Among Members Development of Common goals We should also accept the fact that team must also be ready with ADJOURNING

12 Team is only effective when every member understands ROLE RESPONSIBILITIES

13 What makes team member clash? Gender? Education? Professional Discipline? Religion? Socio-economic Status? PERSONALITY DIFFERENCE?

14 Native Americans identified different types of people by comparing them with the features in their experience of the different directions of North, East, West and South.

15 NORTH Cold Tough Take-Charge Warrior Courageous Dangerous Risk Taker

16 EAST Creative Spontaneous See possibilities when others are stuck in the status quo Visionaries Planners Initiate creative acts Often interested in the new

17 WEST Conservative Methodical Interested in facts and data Ponder consequences and analyze information Rational Look for stability rather than change

18 SOUTH Nurturers Concerned with making relationships work Supportive and caring Trusting Value others & willing to sacrifice for others

19 S E W N NEWS

20 PROBLEM TEAM MEMBERS Squeaky Wheel (Excessively Dependent on the Leader) Steamroller (Group Morale and Goodwill Destroyer) Joyrider (Focused on what he wants to do and not what needs to be done) Stowaway (Minimally Contribute) Square Peg (Misfits) Slacker (Not Motivated to Work)

21 S E W N NEWS

22 What does a Team have? common purpose norms & rules interdependent functions

23 COMMMON PURPOSE mission vision operational targets - Desired expected outcome - Operational Time Standards Compliance - Patient Net Promoter Score - Income Growth Rate

24 What does a Team have? common purpose norms & rules interdependent functions

25 NORMS & RULES corporate culture corporate values corporate operating principles policies & standard procedures code of discipline

26 What does a Team have? common purpose norms & rules interdependent functions

27 4 C s IN TEAM INTERDEPENDENCE COMMUNICATION COLLABORATION COHESION COMMITMENT

28 COMMUNICATION COMPONENTS SOURCE MESSAGE CHANNEL RECEIVER COMM. SKILLS ELEMENTS SEEING COMM. SKILLS ATTITUDE STRUCTURE HEARING ATTITUDE KNOWLEDGE CONTENT TOUCHING KNOWLEDGE SOC. SYSTEM TREATMENT SMELLING SOC. SYSTEM CULTURE CODE TASTING CULTURE

29 FAILURE to communicate effectively can DESTROY an organization

30 COLLABORATION is working together...

31 What is Team Alignment? - the extent to which individual team members engage in coordinated activities that are linked to the goals of the organization

32 ALIGNMENT is the oneness or unity in a team that speeds up Decision - Making Productivity Necessary Change Goal Achievement

33 VERTICAL ALIGNMENT HORIZONTAL ALIGNMENT

34 ALIGNED TEAM MEMBER KNOWS: TEAM GOAL

35 What a Team Player should be? A ccountable C ommitted & Competent T rusting & Trustworthy I nvolved & Inspiring O ptimistic N o Nonsense Approach

36 COHESION & COMMITMENT are exemplified as each member contributes to what the team has to deliver...

37 TEAM STEWARDSHIP

38 What is Stewardship? - careful and responsible management of something that is entrusted

39 Concept of Stewardship Concept of Accountability

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41 WHAT ARE ENTRUSTED TO OR PROFESSIONALS? Patients Resources Each Other

42 Inside the OR, none of us is as good as ALL OF US.

43 GUIDES IN EVALUATING TEAM EFFECTIVENESS 1. Each team member is willing to work toward achieving goals 2. Roles are shared to facilitate the accomplishment of tasks and feelings of group togetherness

44 3. Feedback is given and done with a desire to help the other person 4. Team decision making encourages active participation by all members

45 5. Team members are willing to contribute their resources 6. Problem solving - discussing team issues and critiquing team effectiveness are encouraged by all team members

46 7. Conflict is not suppressed. Dealing with and managing conflict is seen as a way to improve team performance 8. Team member resources, talents, skills, knowledge and experiences are fully identified, recognized and used whenever appropriate

47 9. Risk taking and creativity are encouraged. When mistakes are made, they are treated as source of learning rather than reasons for punishment

48 TEAM OUTPUT is the best indicator of team effectiveness

49 WORK - wircan, werg action

50 TAM WERG FAMILY ACTION

51 FAMILY IN ACTION PASSION CATALYST TOWARDS QUALITY CARE

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