PERLS:

CODE 1-04
Self-Evaluation through reflective writing

The University of Health Sciences (UHS) has initiated a step towards module-based

Medical learning with the vision of making the future doctors well-oriented and multi-talented in

all aspects having professionalism, ethics and all other qualities that are the need of the hour. I am

the Pioneer of this modular system and I am presenting a little self-evaluation regarding this

system:

To be honest, initially I found this system very burdensome and challenging to adjust in. I

had no know-how that how to study or how to cover all the vast topics that were included in the

curriculum. The seniors shared some of their experiences of medical study but they couldn’t guide

me effectively regarding this system as they were a part of conventional system. I consulted many

professors, they did their best to make me understand what the modular system really is. But still,

it proved not much helpful.

I used to cram each and every word written in the books that was really un-effective and

time-consuming but still unknown about the main points that those long paragraphs actually aimed

to provide. I was still in the dilemma of how to begin studying effectively that the college

scheduled the module exam. I got myself in a fix and I became very depressed that how I would

cover and memorize all the topics, I began to change my strategy and started gripping the main

point of the topic.

When I appeared in the exam and had a look on the questions, it began to flash in my mind

the actual steps that I should follow while studying. I realized that I should also do MCQs practice.

I realized that my way of studying was extremely wrong and unfruitful. I focused too much on

cramming the words instead of co-relating the things which was the real purpose of modular

system. Then somehow I performed the module exam, but afterwards I initiated clinical based

learning and co-relating and integrating the topics that were same in different subjects that

benefited me a lot.

Onwards, instead of limiting myself to a single book, I made a step to study multiple books

on a topic and before giving a read, I took lecture on that particular topic and then studying from
The book left me with a comprehensive understanding of that topic. I also started making my own

notes, at-first it was very time consuming but later I figured out that these notes help me to have a

quick go through of all the topics in relatively a limited timeline. And afterwards my performance

in block 1 and block 2 was very amazing and I was very confident and eventually secured rank

among first five toppers.

In short, it was really a very tough time to sort out how to study but I learnt the technique

that is needed and day-by-day my performance, my knowledge and my methodology is getting far

better. It is rightly said, “Man is to work hard and to reward is Divine.

Teams – types, stages of development

and barriers to effective teamwork
A team is defined as a group of people who perform interdependent tasks to
work toward accomplishing a common mission or specific objective.

Some teams have a limited life: for example, a design team developing a new
product, or a continuous process improvement team organized to solve a
particular problem. Others are ongoing, such as a department team that meets
regularly to review goals, activities, and performance.

An organization with many teams requires careful alignment. As teams and

individuals link with other teams, the principles of developing understanding
and trust will apply, but the structure will get more complex (Figure 1).
Understanding the many interrelationships that exist between organizational
units and processes, and the impact of these relationships on quality,
productivity, and cost, makes the value of teams apparent.

THE THREE TYPES OF TEAMS

Many of today’s team concepts gained popularity in the United States during
the 1970s through the use of quality circles or employee involvement
initiatives. However, these initiatives were often seen as separate from normal
work activities, not as integrated with them.
Three primary types of teams are typically used within the business
environment:

1) Process Improvement Teams

Process improvement teams are project teams that focus on improving or developing specific
business processes. These teams come together to achieve a specific goal, are guided by a well-
defined project plan, and have a negotiated beginning and end.

2) Work Groups or Natural Teams

Work groups, sometimes called "natural teams," have responsibility for a
particular process (e.g., a department, a product line, or a stage of a business
process) and work together in a participative environment. The degree of
authority and autonomy of the team can range from relatively limited to
full self-management. The participative approach is based on the belief that
employees will be more productive if they have a higher level of responsibility
for their work.

3) Self-Managed Teams
Self-managed teams directly manage the day-to-day operation of their
particular process or department. They are authorized to make decisions on a
wide range of issues, such as safety, quality, maintenance, scheduling, and
personnel. Their responsibilities also include processes traditionally held by
managers, such as goal-setting, allocation of assignments, and conflict
resolution.

THE VALUE & BENEFITS OF TEAMS

Team processes offer the following benefits to the organization:
-Synergistic process design or problem solving
-Objective analysis of problems or opportunities
-Promotion of cross-functional understanding
-Improved quality and productivity
-Greater innovation
-Reduced operating costs
-Increased commitment to organizational mission
-More flexible response to change
-Increased ownership and stewardship
-Reduced turnover and absenteeism
-Individuals can gain the following benefits from teams:
-Enhanced problem-solving skills
-Increased knowledge of interpersonal dynamics
-Broader knowledge of business processes.

STAGES OF TEAM DEVELOPMENT:

As a way to improve teamwork and help companies become

more efficient, researcher Bruce Wayne Tuckman published
“Tuckman’s Stages” in 1965. It talked about the four stages of
development all teams move through over time: forming,
storming, norming, and performing.

In 1977, Tuckman and doctoral student Mary Ann Jensen

added a fifth stage called adjourning to make it the “five
stages of team development.”

Here’s how each stage works:

 Forming: This is where team members first meet. It’s
important for team leaders to facilitate the introductions and
highlight each person’s skills and background. Team members
are also given project details and the opportunity to organize
their responsibilities.

 Storming : At this stage, team members openly share ideas

and use this as an opportunity to stand out and be accepted by
their peers. Team leaders help teams in this stage by having a
plan in place to manage competition among team members,
make communication easier, and make sure projects stay on
track.

 Norming : By now, teams have figured out how to work

together. There’s no more internal competition, and
responsibilities and goals are clear. Each person works more
efficiently because he or she has learned how to share their
ideas and listen to feedback while working toward a common
goal.

 Performing : There’s a high level of cohesion and trust

between team members. Teams are functioning at peak
efficiency with less oversight from team leaders. Issues still
come up, but at this point, teams have strategies for resolving
problems without compromising timelines and progress.

 Adjourning : Teams complete their project and debrief on

what went well and what could be improved for future
projects. Afterwards, team members move on to new projects.
Now let’s look at how to use this model to amplify the
strengths within your remote marketing team so that projects
are successful and completed on time.
Barriers to Effective Teamwork:
Poor Communication: Inadequate information sharing can lead to
misunderstandings. Differences in communication styles and
preferences.
Lack of Trust: Trust is crucial for collaboration. Distrust can arise from
past experiences or uncertainties.
Conflict: Differences in opinions and values can lead to conflict.
Unresolved conflict can hinder productivity.
Role Ambiguity: Unclear roles and responsibilities can lead to
confusion. Lack of clarity can result in duplication or neglect of tasks.
Limited Resources: Inadequate resources (time, budget, personnel)
can strain teamwork. Teams must learn to manage resources
effectively.
Cultural and Diversity Issues: Differences in cultural backgrounds and
perspectives. Requires efforts to understand and appreciate diversity.
Leadership Issues: Ineffective leadership can lead to directionless
teams. Micromanagement or lack of guidance can be detrimental.
Resistance to Change: Teams may resist changes in processes or
goals. Change management strategies are essential.
Overcoming these barriers requires open communication, fostering
trust, addressing conflicts constructively, providing clear roles, and
promoting a positive team culture. Successful teams continuously
adapt and evolve, recognizing that overcoming challenges is part of
the journey toward effectiveness.