Lecture 2

Leadership in Healthcare
 TeamWork

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How would you de ne a Team?
 What is a Team

• A team is a group of people with complementary skills who are committed to

a common approach for which they hold themselves mutually accountable,
working together to achieve a common goal.
Types of Teams

• Cross Functional Teams

• Virtual Teams
• Task Force
• Committee
CFT

• A start-up company has received new funding from its angel investors. Thus,
the company wishes to make appropriate funding reallocation to develop its
new sales department. Accordingly, a cross-functional team has been created
with members from each existing department. Together, the members
represent their own departments and determine how to reallocate the new
funding.
Virtual

• The virtual Yelp Community Team is a perfect example of virtual teams.

Accordingly, at Yelp, there are remote full-time community managers (in big
cities) and remote, part-time community ambassadors (in small cities), who all
act as local representatives of the company. Thus, these remote positions
connect the entire community of Yelp's users, business owners, and
representatives without needing physical appearance.
Task Force

• A task force team is often formed temporarily to tackle speci c business

issues. Thus, after resolving the issues, a task force team will dissolve.

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Committee

• A committee often consists of management team members performing

speci c organizational tasks. Often, a committee is long-term and can exist
for many years or even decades within organizations.
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 The Challenge

• Formal teamwork educational training for physicians and nurses is rare.

• Developing teams and facilitating team activities and recognised competence
for healthcare management.

• There is little formal preparation for teamwork in undergrad and post grad
health education
Clinical Vs Managerial

• Why physicians and nurses don’t go along well?

Benefits of effective teams

• What are the bene ts?

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 Higher Level Managers

• E ective communication
• Increased Productivity
• Decrease patient wait time
• Increased job satisfaction
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The cost of teamwork

• Meeting time - losing time

• Loss of Autonomy
• Risk - Putting your trust in someone else
Tuchman Stages

• Forming
• Storming
• Performing
• Norming
• Adjourning
Your New Team Role

• Who's going to be the leader?

• Who are our teammates?
• Where are we gonna meet?
• Goals?
• Deadlines?
• What’s my role?
Good Managers

• A good manager should not mind a lot of questions.

• Coaching and mentoring.
• Thoughtful observations from a new perspective
 Your New Team Role

• Knowledge and skill to do the task

• Authority for decisions
• To speak on a problem rst hand.
• De ned role on a team
• Ability to calm people down
• Sense of humour
• Good reputation
• How do you feel about everyone
• Organisational goals
• Emotions
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 Leadership and emotions

• Enthusiasm
• Con dence
• Optimism
• Empathy
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Participative work climate

• Important in healthcare
• Pitch in to help others
 Eisenhardt, kagwaj and bourgeois (97)
E ective teams characteristics

• Work with more information

• Multiple alternatives
• Common goals
• Humour
• Balance power structures
• Focused on facts
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Crew Resource management

• What if a crew on an airline doesn’t work together as a team?

Conflict Management on Teams

• Bargaining
• Voting
• Problem solving
• Research
• Third party mediation