Arguably in health facilities more than elsewhere, teamwork is inevitable. Between the time a patient walks into a hospital and when they leave, a team of professionals are involved, be it receptionists, nurses, imaging technicians, laboratory officers, physicians, or even surgeons. An important role is played by the non-essential staff, those that make sure the facility’s infrastructure runs seamlessly. Teamwork is the backbone of every health facility. The harmony in which these teammates work is so beautiful to watch.
The kind of team in which multiple specialists are involved, like the one listed above, is referred to as a multi-disciplinary team. A uni-disciplinary team is now the one engaging specialists of similar or close to similar skills, like a host of nurses doing rounds in a ward.
This article will elaborate the various forms hospice teams can take, as well as how to optimize the potential of those teams.
Why Teams and Teamwork Matter in a Health Facility.
For it to be called a health facility it becomes a team first. The many employees of the facility from the janitor all the way to the C-suite are equally important, making a team that is very impactful. A team is the collection of the hospital staff, while teamwork is the active participation of each of the staff and in willingful coordination with other members of the team.
A team is important in completing the most basic of tasks. Teamwork, on the other hand, makes the most complex of operations successful.
- Teamwork ensures meticulousness in the face of intense speed requirements.
Time is always limited in feats like an emergency case, a resuscitation, or in the operating room. When every team member plays their part exhaustively, the big task is decimated to small chunks that are brief to complete.
- A team is a puzzle, and everyone benefits from the many appendages held together by organized teamwork.
A surgeon who by his side stands a sterilizer, anaesthesia administrator, dresser, and assistant will do better than if the team was absent.
- Teamwork mends and boosts relationships.
We all can tell of the significance good relationships serve the workplace. Colleagues work with passion, are ready to support each other, and admire the success of the entire ship holding everyone. Teamwork builds this comradeship and strengthens the vision of the facility.
- Uni-disciplinary teamwork gets the big job done.
A group of nurses doing rounds will collaborate and make sure each patient is attended to by at least one caregiver. Again, the work will be completed very fast, and the patients will be attended to their full satisfaction. This as every nurse will be readily available to answer any questions, and notice anything that should be noticed.
- Teamwork is an exchange platform
Learning is a continuous process, and experience is always as they say the best teacher. There is more to be experienced in the future of a practitioner than what’s already experienced. Some new experiences will require the assistance of sometimes more than one experienced professional. The sharing of information does not just help with the situation but boosts the experiences of everyone in the team. It’s a platform to learn from others and use the knowledge in the limitless future.
- Specialization and creativity
A team brings together differential skill sets, which allow a team member to practice what they do best. After regular repetition of the same task, individuals will develop better the feasibility of the task, in addition to increasing the team member’s work rate. Also, teamwork allows teammates ample time to complete their work chunks, allowing them enough time to get creative and make realizations that may better the facility, or better yet, change the course of the entire industry.
Building Teamwork in Health Care
Every success story begins with a plan, and in this case, a successfully built team has to stem from a “teaming strategy”. Importantly, efforts in building a prosperous team are bi-sourced from the leadership in collaboration with the staff. The strategy in this case comes from the leadership with the active participation of the other staff. Now let’s build a “teaming strategy”;
We will use the IMO strategy, which stands for Inputs, Mediators, and Outputs.
These are the team members’ attributes, competencies, and diversity factors; the team’s leadership, training, technology, and the team structure; and the organization’s culture.
A team brings together not only people of different skills, but also unique personalities. Even so, all them have to match up for a common vision, and to do that there has to be a set of acceptable attributes and standards of professionalism. Technology is a significant impersonal part of a good team. Communication and cooperation thrive when there is seamless technology to facilitate it. The organization provides (i) the culture and (ii) resources. Some basic characteristics of a good organizational culture are cohesiveness, leadership support, and democratic work spaces.
These are the middle-in between the team infrastructure and its goals. Mediators are the team processes, objectives, and emergent states. Under team processes we have action process which comprise of communication, team learning, performance monitoring, team leadership; interpersonal processes which consist of conflict management, trust, mental models; and transition processes. Team objectives are as the name suggests, and they should be in sync personally across the team members.
Now these are the achievements as a result of a well-built team, and the relevant processes. A good team is measured by its outputs at the personal and organizational level. In a healthcare facility, the preferred output is proper disease management, satisfactory clientele which means professional but emotive handling of patients, more precision in the quality of healthcare characterized by less errors, and an improved work efficiency showed by a higher work rate and less costs in completing tasks. Finally, the staff itself should be beyond the satisfaction level when it comes to their work experience at the facility.
The IMO strategy has potential to construct a complete team, as long as the strategy is finished in its fullness. Healthcare teams are not just built by pre-briefing before work begins, and similar meetings on a regular basis. Healthcare needs strategic teams whose aspects are well rooted throughout the staff and in the organizational culture.