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Discussion: Strategies for Building Effective Teams

NURS 8302 Discussion: Strategies for Building Effective Teams

Discussion: Strategies for Building Effective Teams

By Day 3 of Week 7

Post a brief explanation of a strategy you might recommend for building effective teams to support a quality improvement initiative in your healthcare organization or nursing practice. Be specific. Briefly describe the stakeholders you would recommend to make up this quality improvement team, and explain why. Be sure to define the roles of the members making up the quality improvement team. Then, explain any potential challenges or considerations you should keep in mind that may affect who might “earn a seat at the table” to comprise this team. Be specific and provide examples.

Emotional intelligent is important in nursing practices because it helps to understand people better (Whitney, 2018). Self-awareness is one of the important elements in emotional intelligent and it is the capacity to notice and comprehend your own feelings. Being conscious of the impact of your actions, moods, and emotions on other people goes beyond simply being aware of your own feelings. Developing self-awareness as a leader will strengthen not only individual performance but organizational performance as well. Ultimately, the immense amount of understanding, trustworthiness and wisdom that self-aware leaders possess equips them with critical skills for success.

The strategy I recommend for building an effective team is to use the knowledge, skills, experiences, and perspectives from a wide range of people. This is essential for a QI project to succeed (U.S. Department of Health and Human Services Health Resources and Services, n. d.).  Effective teams are comprised of members that can represent all three aspects of expertise within the organization. These three aspects include system leadership, technical expertise, and day-to-day leadership (Institute for Healthcare Improvement, n.d.). Each member of the team should have clearly defined roles and expectations as well as fulfill the following team attributes: respected by most of the staff, good communicators and team players, proven problem solvers, flexible and creative (U.S. Department of Health and Human Services Health Resources and Services, n. d.).   QI teams perform best when responsibilities are clearly delineated for each role as team members are not able to perform at their potential if they do not clearly understand what is expected of them (Agency for Healthcare Research and Quality, 2017).

Briefly describe the stakeholders you would recommend to make up this quality improvement team, and explain why. Be sure to define the roles of the members making up the quality improvement team.

            The system leader has the authority within that organization to institute the needed change and overcome the challenges that may inhibit the project. They have the time and resources that are needed to complete the QI project (U.S. Department of Health and Human Services Health Resources and Services, n. d.).  The technical expert knows the subject intimately and understands the processes of care project (U.S. Department of Health and Human Services Health Resources and Services, n. d.). The day-to-day leader is the driver of the project who knows the details of the system and the effects that the change will have across the organization (U.S. Department of Health and Human Services Health Resources and Services, n. d.). The day-to-day leader works closely and well with the champion physician on the QI project details.

Then, explain any potential challenges or considerations you should keep in mind that may affect who might “earn a seat at the table” to comprise this team. Be specific and provide examples.

            A potential challenge that must be considered on the QI team is team dynamics. This can change throughout the project and

Discussion Strategies for Building Effective Teams
Discussion Strategies for Building Effective Teams

can present challenges as each team member may have a different communication and social style. The team should focus on constructive communication in which everyone has the same goal in mind (U.S. Department of Health and Human Services Health Resources and Services, n. d.). Team members should be flexible and embrace diverse ideas for the team to complete the QI successfully (U.S. Department of Health and Human Services Health Resources and Services, n. d.).

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References

Agency for Healthcare Research and Quality. (2017). Forming a comprehensive unitbased safety program team: Facilitator guide. https://www.ahrq.gov/hai/tools/mvp/modules/cusp/forming-cusp-team-facguide.htm

Institute for Healthcare Improvement. (n.d.-d). Science of improvement: Forming the team. http://www.ihi.org/resources/Pages/HowtoImprove/ScienceofImprovementFormin gtheTeam.aspx

U.S. Department of Health and Human Services Health Resources and Services © 2021 Walden University, LLC Page 6 of 6 Administration. (n. d.). Improvement teams. https://www.hrsa.gov/sites/default/files/quality/toolbox/508pdfs/improvementteam s.pdf

Strategies for Building Effective Teams

Collaborating teams are necessary to ensure patient safety and quality improvement while implementing clinical based guidelines that support best practices. The Institute for healthcare improvement (IHI) High impact leadership framework has two dimensions in which quality measures and metrics play a key role (Nash et al., 2019). Adaptive work represents the change in values, attitudes, and beliefs that are requires to put the technical work in place (Agency for Healthcare Research and Quality, 2017). Sustainable progress requires successful implementation of both the technical and adaptive aspects of any change initiative (Agency for Healthcare Research and Quality, 2017). Team members should be from different disciplines and show fluctuating levels of experience (Agency for Healthcare Research and Quality, 2017). Although the term leadership is commonly defined or associated with individual behaviors or features, every organization has a system of leadership that is defined by the values, behaviors, and actions that leaders, where and how to spend their time, energy, and attention (Nash et al., 2019).

References

Agency for Healthcare Research and Quality. (2017). Forming a comprehensive unit-based

            Safety program team: Facilitator guide.

https://www.ahrq.gov/hai/tools/mvp/modules/cusp/forming-cusp-team-fac-guide.html

Nash, D., Joshi, M., Ransom, E., & Ransom, S. (2019). The healthcare quality book:

            Vision, strategy, and tools (4th ed.) p 234, 304. Chicago, IL. p 41.

Hello Brittany,

You have done a wonderful work. The discussion post is insightful and detailed, and illustrating every aspect of the course requirements. I agree with you. Adding to the strategies of building effective team to support quality improvement (QI) initiative, it is important to define roles of the QI team (Harvey & Lynch, 2017). Usually, different personalities enable a team to operate effectively. Some team members are good communicators, some are organized, efficient, and others good at giving brighter ideas. Therefore, it is important to define roles beyond specific duties and consider the roles of the team holistically (Sanchez, 2021). A team can capitalize on the talents of individual members while creating a single unit with greater ability to realize great things. Key team roles that should be considered include creators who are individuals with ability to think of ideas, create solutions, and address challenges creatively. The other role is facilitators who are tasked with managing relationships both internally and externally. They are the bond that ties everything together. Champions as a role involve individuals who promote the QI ideas, organizing groups, and act as change drivers. Finally, implementers are tasked with being in charge of routine activities and administrative roles (Busse et al. 2019).

 

References

Busse, R., Klazinga, N., Panteli, D., Quentin, W., & World Health Organization. (2019). Improving healthcare quality in Europe: characteristics, effectiveness and implementation of different strategies. World Health Organization. Regional Office for Europe. https://apps.who.int/iris/handle/10665/327356

Harvey, G., & Lynch, E. (2017). Enabling continuous quality improvement in practice: the role and contribution of facilitation. Frontiers in public health, 5, 27. https://doi.org/10.3389/fpubh.2017.00027

Sanchez, M. (2021). Equity, diversity, and inclusion: Intersection with quality improvement. Nursing Management, 52(5), 14-21. doi: 10.1097/01.NUMA.0000743408.29021.85

Primary care clinics manage several chronic diseases, and diabetes is one such chronic disease requiring intense management. However, evidence suggests clinical practice gaps in diabetes care (Mukerji et al.,2019). As a family nurse practitioner and certified diabetes care specialist affiliated at a community clinic, applying a quality improvement (QI) strategy are apparent in improving such gaps in care delivery. One way of such an application is developing a QI team. Quality improvement teams are mechanism healthcare industry utilize to initiate and implement improvements within its organization (Rowland et al., 2018). This team comprises individuals from various disciplines and departments working together to identify problems, design solutions through testing, and implement a sustainable plan to accomplish the QI goals set in place (Rowland et al., 2018). Therefore, it becomes essential for a successful improvement effort to include the right people within the organization as team members suitable to meet the needs of the organization or department (Institute for Healthcare Improvement, 2021).

The effectiveness of the QI process often depends on the ability of the improvement team members to work well together with the healthcare system. Some of the qualities of a team member include but are not limited to the following: one respected by a broad range of staff, a team player, a good communicator and listener, a problem solver, creative, and one who is ready for change due to frustration with the current situation. (U.S. Department of Health and Human Services Health and Services Administration. (n.d.)). Additionally, it is also important to include members possessing three different kinds of expertise within the organization, namely system leadership, technical expertise, and day-to-day leadership, to drive improvement successfully (Institute for Healthcare Improvement, 2021).

The role of a strong leader is crucial because such a leader should understand the implications of the changes and the consequences of the proposed change to the organizational system; therefore, the leader should be one with clinical expertise with authority in the healthcare organization. For example, the medical director of the community primary care center’s primary is the QI leader of our organization. Secondly is selecting a technical expert knowledge about the care process, providing technical support, assisting with design, measuring tools, interpreting, and displaying data such as models for improvement, the plan do-study act cycles, workflow mapping (AHRQ, 2013).

Thirdly, is selecting day-to-day leadership. According to IHI (2021), this individual team member has a vital role because they oversee data collection, ensure implementation, and understand the system’s details and the effects of making changes in the system. Additionally, this individual should have a good working relationship with the leader and front-line clinician, or nurse manager fit such description. Lastly is the project sponsor, who can be the chief operating officer in an organization who may not necessarily participate with the QI team but stay apprised with teams’ progress because of the crucial position by serving as a link to the QI team and senior management in obtaining resources and help overcome barriers on behalf of the team (AHRQ, 2013).

Finally, stakeholders in a QI team are those staff members, physicians, such as nurses, Dietitians, medical assistants who have an interest and can influence the outcome of QI implementation. Organizations such as primary care clinics or any healthcare setting embarking on QI should seek and identify stakeholders who will buy in to change projects early to develop a positive relationship, thus preventing conflict and delays of project implementation from creating sustainable change in the organization (AHRQ, 2013).

References

Agency for Healthcare Research and Quality. (2013). Model 14. Creating quality improvement teams and QI plans. https://www.ahrq.gov/ncepcr/tools/pf-handbook/mod14.html

Institute for Healthcare Improvement. (n.d.). Science of improvement: Forming the team. http://www.ihi.org/resources/Pages/HowtoImprove/ScienceofImprovementFormingtheTeam.aspx

Mukerji, G., Halperin, I., Segal, P., Sutton, L., Wong, R., Caplan, L., Whitham, D., and Gilmour, J. A. (2019). Beginning a diabetes quality improvement project. Canadian Journal of Diabetes. 43(4): 234-240

Rowland, P., Lising, D., Sinclair, L., Baker, R. G. (2018). Team dynamics within quality improvement teams: a scoping review. International Journal for Quality in Health Care. 30(6), 416–422

U.S. Department of Health and Human Services Health and Services Administration. (n.d.). Improvement teams. http:// www.hrsa.gov/sites/default/files/quality/toolbox/508pdfs/improvementteams.pdf.