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Trm in medicine
The document discusses team resource management in internal medicine. It covers concepts like what management is, the four functions of management (planning, organizing, leading, controlling), what a team is, characteristics of high performing teams, and leadership. It provides examples of the internal medicine department organizational chart and roles. It also discusses topics like effective communication, handling conflict, stress management, fatigue, and mutual support between team members.
Trm in medicine
- 1. Team Resource Management In Internal Medicine by Steve Chen Head of Department: 2000-2012 Doing something during my tenure is more important than tenure itself !
- 2. What is Management? Managementis the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).
- 3. planning planning is theprocess of setting goals and deciding best way to achieve them
- 4. organizing is theprocess of allocating and arranging human and other resources organising
- 5. leading leading is theprocess of influencing others
- 6. What is controllingabout? controlling
- 7. Management planning leading organising controlling Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).
- 8. Figure 1.1 Thefunctions of management (Bartol et al, 1998, p7)
- 9. What is aTeam ?
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- 11. A team is agroup of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodyski, 1995).
- 12. Teamwork is close cooperation between cross-trained employees who are familiar with a wide range of jobs in their organization
- 13. Team-building is high interactionamong group members to increase trust and openness
- 14. Project teams of5 to 12 members work best
- 15. 內科部人員組織圖 內科部 感控室 急診科 新陳代謝 腎臟科 腸胃科 神經內科 胸腔科 心臟科 科 N=12
- 16. 內科部人員 各專科 人數 職務說明 腎臟科 2 內科部主任 腸胃科 2 腸胃科主任兼品安會 執行秘書 心臟科 1 胸腔科 1 急診科 2 感染科 2 感染科主任兼感控委員會 執行秘書 神經內科 1 神經內科醫師兼出院準備 服務委員會執行秘書 新陳代謝科 1 內科技術員 3 兼行政助理 內科專科護理師 3
- 17. Common Characteristics ofHigh Performing Teams
- 18. Goals are clearlydefined and matched with measurable outcomes
- 19. 內科展望 FUTURE 1 社區型醫院 2 長期照護服務 3 區域教學醫院
- 20. Accurate effective 2-waycommunication
- 21. Leadership is sharedand participation encouraged
- 22. Effective decision makingand problem solving
- 23. Team identity andcohesiveness
- 24. Diverse backgrounds andexperience
- 25. Learn to livein harmony with different people
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- 27. They share acommon identity
- 28. 打造内科黃金團隊 SHARE Support Enjoy Honor Golden Team Respect Accuracy
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- 30. 99年科內部舉辦 Team ResourceManagement (TRM) 第一章 第二章 教學資源與管理 師資培育 Team 第三章 第四章 垮領域教學與 教學與研究成果 學術交流
- 31. 101年內科部舉辦教學能力提昇專業訓練課程 S Strengths W Weaknesses O Opportunities T Threats
- 32. Example text Example text Example text Example text Go ahead and replace it Go ahead and replace it Go ahead and replace it Go ahead and replace it with your own text. This with your own text. This with your own text. This with your own text. This is an example text. is an example text. is an example text. is an example text. Conclusion 教學專業 •A: 徐德福醫師 實證醫學 B: 楊令瑀醫師 用智慧型手機提升教學效能 •C: 凌憬峰醫師 如何營造正向教學環境 D: 黃金洲講醫 如何設計跨領域課程
- 33. 內科部學術討論會及個案討論會 Example text Example text Go ahead and replace it with your own text. Go ahead and replace it with your own text. This This is an example text. is an example text. Example text Example text Go ahead and replace it with your own text. Go ahead and replace it with your own text. This This is an example text. is an example text.
- 34. Example text Example text Example text Example text Go ahead and replace it Go ahead and replace it Go ahead and replace it Go ahead and replace it with your own text. This with your own text. This with your own text. This with your own text. This is an example text. is an example text. is an example text. is an example text. Conclusion 學術專業 • 每週二四上午7:30至8:30於內科部會議室: 個案討論會(Case discussion conference) • 週一下午3:30至4:00於內科部會議室: 死亡暨併發症討論會(Mortality and morbidity conference • 週一下午3:00至4:00於內科部會議室: 專業學術討論會 (Journal meeting)
- 35. 內科部指標性服務 癌篩 糖尿病 +CKD 照護網 肝炎防 治
- 36. Multi-Team System(MIT) Contingency ice Patient Contingency team Coordinating Ancillary team service Example text This is an example Core team text. Administration
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- 38. Shared mental models Leadership Situation monitoring STEP IMSAFE . Shared mental models Communication Collaboration 2 challenge rule DESC
- 39. What is Leadership? Managementis the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).
- 40. The process of influencing others to achieve organizational goals (Bartol et al, 1998).
- 41. Leadership is notjust about power! 41
- 42. Innovates Administers An original A copy Develops new things Maintains existing things People focus System and structure focus Inspires trust controls Long term Short term Asks what and why? Asks how and when Eye on the horizon Eye on the bottom line Does the right thing Does the thing right Leaders Managers
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- 45. Debriefs: 事後檢討 短暫(<3 minutes)且立即 非正式資訊交換及回饋 由領導者主導, 建立免責環境 正確回顧及記錄重要事件過程 分析事件發生原因: action and inaction 團隊成員討論下一次該如何做 improve outcome?
- 46. The definite guideto getting the right things done 了解你的時間 我可以有什麼貢獻 善用人之所長 先做最重要的事 做有效的決策 Peter F Drucker
- 47. Leadership: different typesof personnel igh How to manage ? 2 3 1. Give orders 2. Give directions 3. Empower 4. Encourage Confidence 1 4 Competence
- 48. Eisenhower principle: diffrerentthings igh How to manage ? 2 3 1. Forget about it 2. Do it later 3. Do it now 4. Delegate Importance 1 4 Urgency
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- 51. 醫療主管提昇 Team ≠ Teamwork Effort≠Effect Price≠Value 教育是社會價值最高因素 時間是實現價值最高因素
- 52. Communication model Standard phraseology Sender Receiver Keep it simple and specified (KISS) Complete, Clear, Brief, Timely
- 53. Different points ofview 站在病人角度表達立場 衝突是自然並非一定不好 可幫助學習及成長
- 54. Types of communicationfailures Occasion Content Audience Purpose Significant Incomplete Issues left Timing individuals Inaccurate unresolved excluded
- 55. Two Challenge Rule 至少二次確認你的表達及主張是被聽到 如果建議仍不被接受採取更進一步之方法 告知相關主管:use CUS words! I am Concerned and Uncomplicated; this is a Safety issue!
- 56. Conflict from personalfactors C S E Consequences D Suggest Express Describe Let's DESC it !
- 57. Conflict Handling Styles Avoiding Compromise Competition Accommodation Collaboration
- 58. Most grievances arenever raised with management Why?
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- 61. Information transfer strategy Handoff:交班 ISBAR Call-out: 主動呼叫 Check back: 確認
- 62. ISBAR Introduction Situation Background Assessment Recommendation
- 63. Check back Accept and Verify Initiate feedback message was message confirmation received
- 64. Situation Monitoring Situation Monitoring Shared Situation mental Awareness model
- 65. STEP Status of patient Team members Environment Progress toward goal
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- 68. Stress Management 1. Organizational Level 2. Individual Level
- 69. Stress Management at the Organizational Level setting reasonable work plans and schedules delegating responsibility and increasing independence clarifying responsibilities, authority, and performance criteria clarifying goals, procedures, and decision criteria giving consideration and support in leadership
- 70. Stress Management forthe Individual stress management program relaxation training diversions from work-related problems
- 71. Fatigue 24小時沒休息(相當酒測值 0.1)), 會影響工作積效 航空界飛行時數限制:8Hr/D 美國住院醫師工作規則: 24Hr/Shift; 80Hr/week
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- 73. Mutual support 任務支援 降低錯誤發生 透過充分溝通任務正確完成 培養相互支援風氣 Achain is only as strong as its weakest link
- 74. Error management model Error • Trap Undesired state • Mitigate Accident • Avoid