TEAMS

The Art and Science of Managing Quality

Teams

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Definition: Teams

“A specially constituted group

chosen to address an issue that
impacts operations of a process.”

Usually consists of five to eight people

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 The TEAM
• The team is the basic unit of quality
structures.
• No single individual can improve quality.
• Managing teams is an art and science.
• Success in managing quality teams is the
foundation of any quality improvement
initiative

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 Optimizing Team Performance

“Every team needs to mature to

achieve peak performances.
Teams go through four stages
of growth as they mature:”

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 Stages of Team Growth

• Forming
• Storming
• Norming
• Performing

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Optimizing Team Performance
“Teams don’t work
effectively without
EMPOWERMENT”

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 Management Responsibility
• Helps the team determine boundaries or
constraints on authority
• Helps the team secure needed resources
(time, budget, expertise)
• Works with team leader to secure support
from other departments
• Assures that the team comes up with an
“implementable solution”

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 Team Responsibility
Accept or identify improvement projects
Investigate the cost of poor quality
Describe the specific problems/opportunities
Gather and analyze data
Identify root causes
Develop alternative processes
Apply alternative processes and track results
Recommend replication
Feedback helpful experiences (lessons learned)
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 Team Leader
• Role
– Guide team to reach established goal (s)
– Provides direction and support to Team
• Key Responsibilities
– Coordinates & conducts Team meetings
– Encourages member participation
– Interacts with CQI Council on Team issues/programs
– Functions as an equal Team Member

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 Team Facilitator
• Role
– Promotes effective team dynamics
– Serves as consultant/coach to the Team
• Key Responsibilities
– Provide training in QI concepts & methods
– Assist team members in building strengths
– Assist Team Leader in team process

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 Team Facilitator

– Not a member of the team,

– Keep the team focused
– Seek opinions of all team members
– Coordinate ideas and test for consensus
– Assist team in applying Ql tools and techniques
– Summarize key points
– Provide feedback to the team

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 Team Member
• Role
– Shares knowledge & expertise of process/issues
• Key Responsibilities
– Active participant in team process
– Performs assignments
– Represents/communicates with the work group

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 The Role of Teams in Quality Management

• QI Teams must be considered "management teams,"

comprised of appropriate staff at all levels;
• Initial Ql Teams are the instruments of organizational
education related to:
– Teamwork;
– Use of scientific method and tools;
– Cooperation within and between teams and with management,
physicians, and governing body;
– Moving decision-making process to the operational level;
– Developing internal experts and trainers.

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 Determining When a Team is Needed

A team is needed:
• To achieve a common purpose and better results than
individuals working alone would achieve;
• To maximize the expertise and perspectives available in
the organization;
• When Participative management is the leadership style;
• When a planned change or new process design will
impact current work practice.

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 Determining When a Team is Needed

• When the problem or process has many "owners" of its

complexity or outcomes;
• When successful implementation of the problem solution
or process design/redesign depends on buy-in from
persons across the organization;
• When resistance to change is high, but change is
inevitable.

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 Ql TEAM STRUCTURE
Types of QI Teams
According to authority :
Functional ( intact ): Organized to improve processes in a
given important function, e.g., patient assessment, medication
use, infection control, environment of care, information
management;

Cross-Functional: Organized to cross the boundaries of

existing organizational structures, be that functions,
departments, or disciplines. Most "functional" teams are
actually cross-functional because they cross department or
discipline lines, even though their focus is on one function,
e.g., information management;
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 Types of QI Teams

Clinical: Organized around a clinical condition, DRG,

diagnosis, or procedure, to improve all associated processes
of care and service on a prioritized basis, perhaps through a
Strategic Quality Initiative. Clinical path development is a
common task;
Operational: Organized to improve management and support
(non-clinical) services or perhaps Strategic Quality Initiatives;
According to time :
Ongoing ( permanent): These teams can be functional,
clinical, or operational, and are mostly cross-functional and
interdisciplinary in composition.

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 Types of QI Teams

• Ad hoc ( temporary ): These teams are formed to

address one important issue or task which is felt to be a
"special cause" and fixable (or a Strategic Quality
Initiative).
• Ad hoc teams are comprised of those with the most
knowledge of, and information about, the issue under
study.
• Generally, once the project is complete and the process
change or new design has been implemented and been
proven to work, the team disbands.

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 Types of QI Teams

According to purpose or mission :

Improvement team : concerned with improving the
effectiveness of process
Work teams : concerned with products and services
according to degree of autonomy :
Self managed teams : teams are free to make decisions
concerning their key issues
Work teams : leaders make decision for group members
According to physical presence :
Physical teams
Virtual teams
 Ql TEAM PROCESS
• Building a Real "Team"
• Educating the Team
• Defining Purpose and Process
• Using Effective Discussion Skills
• Constructing a Problem or Opportunity Statement

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 Evaluating Team Performance

• Develop measures to evaluate performance in three

areas:
– Task completion: How did we meet our objectives?
– Team dynamics: How did we perform together?
– Individual performance: What did I contribute?
• Develop performance measures to:
– Assess progress at each stage of the task;
– Measure team performance;
– Evaluate overall effectiveness in task and personal
achievements.

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 Fundamental Principles of Meeting Management

Limit the participants (5 is a good working group);

Define the role of the Chair in relation to the other
meeting members;
Limit issues; Prepare a working Agenda
Arrange for minutes to be taken;
Arrive early;
Unite with the group; Start on time;
Begin the meeting with confidence and strength.

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 Fundamental Principles of Meeting Management

• Be sensitive to the time and the feelings and comfort

needs of the group;
• Be on the lookout for emotional buildups;
• Seek contributions;
• Make people feel important;
• Clarify;
• Take on one issue or task at a time;
• Protect the weak;

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 ‫” إن اهلل‬
‫ال يغير ما بقوم‬
‫حتى يغيروا‬
‫ما بأنفسهم“‬
‫‪Dr.Fahad Al-Omari‬‬
‫‪24‬‬
‫‪Quality week 2011‬‬