This document outlines the objectives and content of a presentation on building successful coalitions and project teams. The presentation discusses the benefits of collaboration, including resource sharing, expertise, and collective leverage. It emphasizes establishing clear goals and purposes for any coalition or project team. Successful teams require a culture of teamwork, shared understanding, accountability, and a blame-free environment where human errors are addressed through system improvements rather than blame. The presentation provides guidance on establishing team charters and processes to support project goals.

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Unity is Strength:
The PowerofCollaboration
Kevin Warren
President/CEO
Texas HealthCare Association
Melody Malone,PT, CPHQ, MHA
Quality Improvement Consultant
TMF HealthQuality Institute
Objectives
At the conclusion of the session, participants
should be able to:
 Recognizethebenefitsof forming coalitions for
a common purpose.
 Apply a plan to form a successful coalition.
 Form project teamsfocused on achieving
specific outcomes.
 Implement a project teamfocusedon achieving
a specific outcome.
OurProcess…Today
Project TeamSpecific
Process
Purpose Players
Community Focus

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Benefits
 Resource Sharing
 Knowledge /Expertise
 CommunityPresenceandTrust
 Opportunitiesforcommunitycohesion
 SharedResponsibility(andRisk)
 Collective Leverage /Bargaining
 Mitigate “GroupThink”
“Knowledge is of two kinds. We know a
subject ourselves, orwe know where we can
find information upon it.”
Samuel Johnson, 1775
What’s theGoal?
Improvementof some components,processes,
or outcomes?
OR
Complete systemtransformationtoensure
successeverytime?

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Purpose(s)ofExternal Coalition
Building?
 CensusGrowth?
 Clinical Improvement?
 ReducingRehospitalizations?
 Specializedservice delivery?
 Staff retention/recruitment?
 Policydevelopment?
 CommunityInvolvement/Outreach?
DeterminingtheNeed (“Reflection”)
ConsiderThis…
Organizational Description: Environment, Service Offerings, workforce profile,
Assets, Regulatory Requirements, M/V
KeyCustomers: Their requirements and how do you know?
Competitive Environment: Organizational Position, Success Factors, Data
Sources
Strategic Planning: Your Strategic Challenges / Advantages and why
are they important?
Performance Improvement: How do you measure success/opportunity?
Source: AHCA/NCAL NationalQuality Award
Bronze Application Criteria
Being Effective
 Be specific(purpose,timeline,structure)
 Have a Plan
 Make it Measurable
 Take Ownership
 OpenCommunication
 Feedback

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“What endures is youreffect on other
people and the kind of world, organization
and culture that you've helped to create.”
Jeffrey Pfeffer
Stanford University
Building organizational
momentumthrough
meaningfulrelationships
with front-linestaffas
daily problemsolvers
What wewant is to:
 Maximize efficiencyandeffectiveness
 Retainstaff
 Ensure thatemployeesare fullyengagedon
a dailybasis
 Avoidharm
 Be successful

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Questions:
 Whendidyoulearnhow tobe on a team?
• RedRover, RedRover
• Sports
• School
•Did everyonepulltheirweight?
MoreQuestions:
 Do youhave teamworknow?
• On the floor?
• In a QI team/PIPteam?
• In your leadershipteam?
MoreQuestions:
 What’sthe barriertoteamwork?
• Hierarchy
• Language
• Education/knowledge(formal/informal)
• Shared purpose
• Hidden agendas
• Turnover

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First Things First
 We have tocreate a culture of teamwork.
Let’s watch a movie
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So…
 How easyis it to connect to:
•Individuals
Empathy
 Fuelsconnection
 Perspectivetaking
 Stayingoutof judgment
 Recognizingemotioninothersand
communicatingthat
Empathy
 FeelingWITHpeople
 A vulnerablechoice
 I have toconnectwithinmyself toasimilar
experience
– Dr.Brené Brown

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So…
 How easyis it to connect to:
•Individuals
•Teams
CultureofTeamwork
 To beunderstood,you must first
understand
 InvestingInsidetheNursing
HomeWalls
First Things First
 Create aculture of teamwork
• We can’teat ouryoung– use empathy
• We have tobreakdownbarriers
• We have toforgive
• We have toask forforgiveness

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Successful QI Project Teams
 Needanorganizational culture of quality
 Needasharedmental model
 Have accountability
 Have a blame-freeenvironment
Blame-FreeEnvironment
 Humanerror isnotthe cause of accidents,it
isa symptomof deepertrouble.
 Humanerror isnot random.
 Humanerror isnot the conclusionof an
investigation,itisthe beginning.
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Human Factors
“HumanFactors”is abouthow featuresof our
tools,tasksandworkenvironmentscontinually
influence whatwe doandhow we doit.
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ThreeCategoriesofPerformance
Gaps
 The planitself wasinadequate toachieve
desiredoutcome (planningerror).
 The planis notexecutedproperly
(executionerror).
 There wasa deliberatedeparture from“safe”
practice (violation).
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Movingto a teamculture
 Fuel connections–empathy
 Grow knowledge,skillsandabilities
 Developasharedmentalmodel
 Be a learningorganization
 Coach andmentordaily
Onecaution!
 AvoidGroupThink
• Desirefor harmonyor conformity in the
group resultsin an irrationalordysfunctional
decision-making outcome.
 Watch out for:
• Suppression of individual opinions, and
• Creativethought

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TeamProcess
Team Members
Cognitions
Knowledge
“Think”
Behaviors
Skills
“Do”
Attitudes
Affect
“Feel”
TeamConflict
 Is ita bad thing?
 NO!
 Constructive conflictisacomponentof high-
functioningteams
ResolvingTeamConflict
 Understandandappreciatevarious
viewpoints
 Acknowledgethe conflict
 Discussthe impact
 Agree toa cooperativeprocess
 Agree tocommunicate

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TheSocial Age
Requiresustobe:
 More strategic
 More creative andinnovative
 More solutions-oriented
 And,doit faster!
PIP Team Charter
 Servesasa catalyst
 Givesdirectiontothe team
 Givesprotectionthe teamneedstosucceed
 Communicatestonon-teammemberswhat
isgoingon
PIP Team Charter
 Bringsthe teamtogetherforacommon:
• Mission
• Scope of operation
• Objectives
• Timeframe
• Consequences

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PIP Team Charter
 Project Name:
 TeamLeader:
 TeamMembers(resident/familyincluded?):
 Aim Statement:
 Sponsor:
 Frequency of reports:
 Timelines/deadlines:
 Other (Resourcelimitations?):
Let’s Build a Team
Let’s Build an Action Period

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“It's notwhetheryourglassisemptyorfull,it's
whatyoudo withitthatreallymatters.”
– SueNelson Buckley
About TMF
TMF HealthQualityInstitute focuseson
improvinglivesbyimprovingthe quality
of healthcare throughcontractswithfederal,
state andlocal governments,aswell asprivate
organizations.Formore than40 years,TMFhas
helpedhealthcare providersandpractitioners
ina varietyof settingsimprovecare fortheir
patients.
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About theQIO Program
Leadingrapid,large-scale changeinhealth
quality:
 Goalsare bolder.
 The patientisatthe center.
 All improversare welcome.
 Everyone teachesandlearns.
 Greatervalue isfostered.
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Contact
Melody Malone, PT, CPHQ, MHA
Quality Improvement Consultant
TMF HealthQualityInstitute
214-632-2238
Melody.malone@hcqis.org
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Patient Safety:Nursing Home Team
nhnetwork@tmf.org
1-866-439-5863
http://texasqio.tmf.org
This material was prepared by TMF Health Quality Institute, the Medicare Quality Improvement
Organization for Texas, under contract with the Centers for Medicare & Medicaid Services (CMS), an
agency of the U.S. Department ofHealth and Human Services. The contents do notnecessarily reflect
CMS policy. 10SOW-TX-C7-14-52