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Chapter 18
Building Teams Through
Communication and Partnerships
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc.
Objectives
 Evaluate differences between a group and a team.
 Value four key concepts of teams.
 Demonstrate an effective communication interaction.
 Identify at least five communication pitfalls.
 Apply the guidelines for acknowledgement.
 Compare a setting that uses the “rules of the game”
versus your current clinical setting.
 Develop an example of a team that functions
synergistically.
 Discuss the importance of team to patient safety and
quality.
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 2
Definitions
 Groups
 Teams
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 3
Foundations for Creating Teams
 Commitment
 Communication
 Connectedness
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 4
Communicating Effectively
 Stress
 Stress response model
 Communication barriers
 Communication pitfalls
 Communication guidelines
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 5
Communication Barriers
 Distractions
 Inadequate knowledge
 Poor planning
 Differences in perception
 Emotions and personality
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 6
Communication Pitfalls
 Advice giving
 Making others wrong
 Defensiveness
 Judging the other person
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 7
Communication Pitfalls (Cont.)
 Patronizing
 Giving false reassurance
 Asking “why” questions
 Blaming others
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 8
Key Concepts of Team
 Conflict resolution
 Singleness of mission
 Willingness to cooperate
 Commitment
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 9
Three Key Questions
 Am I in or out?
 Do I have any power or control?
 Can I use, develop, and be appreciated for
my skills and resources?
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 10
Attributes of Effective and
Ineffective Teams
 Working environment
 Discussion
 Objectives
 Listening
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 11
Attributes of Effective and Ineffective
Teams (Cont.)
 Ability to handle conflict
 Decision making
 Criticism
 Leadership
 Assignments
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 12
Attributes of Effective and Ineffective
Teams (Cont.)
 Feelings
 Self-regulation
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 13
Positive Communications
 Group agreements
 Trust
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 14
Qualities of a Team Player
Maxwell (2002) identified 17 characteristics that
make a good team player: adaptable,
collaborative, committed, communicative,
competent, dependable, disciplined, enlarging,
enthusiastic, intentional, mission conscious,
prepared, relational, self-improving, selfless,
solution-oriented, tenacious.
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 15
Synergy
 Team members work together to produce
extraordinary results that could not have been
achieved by one individual. 2 + 2 = 5
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 16
How to Create Synergy
 Clear purpose
 Active listening
 Compassion
 Telling the truth
 Being flexible
 Committing to resolution
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 17
What Kills Synergy
 A self-appointed expert
 Knows it all and is righteous
 Someone who doesn’t speak up
 Knows a great deal but doesn’t share knowledge
and information
 A loner
 Someone who doesn’t want to be a team player or
cooperate with others
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 18
Benefits of Effective Teams
 Establishment of goals and objectives
 Allocation of the work to be performed
 Manner in which a group works: its
processes, norms, and decision-making and
communication patterns
 Relationships among the people doing the
work
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 19
The Role of Leadership
Truly progressive leaders understand that
leadership and followership are not
necessarily a set of skills; rather, these are
qualities of character, a manifestation of a
person’s own being.
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 20
Summary
We all work in teams; we all communicate. We
need to be skillful at building teams and
strengthening our communication skills.
All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 21

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Chapter 018

  • 1. Chapter 18 Building Teams Through Communication and Partnerships All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc.
  • 2. Objectives  Evaluate differences between a group and a team.  Value four key concepts of teams.  Demonstrate an effective communication interaction.  Identify at least five communication pitfalls.  Apply the guidelines for acknowledgement.  Compare a setting that uses the “rules of the game” versus your current clinical setting.  Develop an example of a team that functions synergistically.  Discuss the importance of team to patient safety and quality. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 2
  • 3. Definitions  Groups  Teams All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 3
  • 4. Foundations for Creating Teams  Commitment  Communication  Connectedness All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 4
  • 5. Communicating Effectively  Stress  Stress response model  Communication barriers  Communication pitfalls  Communication guidelines All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 5
  • 6. Communication Barriers  Distractions  Inadequate knowledge  Poor planning  Differences in perception  Emotions and personality All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 6
  • 7. Communication Pitfalls  Advice giving  Making others wrong  Defensiveness  Judging the other person All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 7
  • 8. Communication Pitfalls (Cont.)  Patronizing  Giving false reassurance  Asking “why” questions  Blaming others All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 8
  • 9. Key Concepts of Team  Conflict resolution  Singleness of mission  Willingness to cooperate  Commitment All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 9
  • 10. Three Key Questions  Am I in or out?  Do I have any power or control?  Can I use, develop, and be appreciated for my skills and resources? All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 10
  • 11. Attributes of Effective and Ineffective Teams  Working environment  Discussion  Objectives  Listening All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 11
  • 12. Attributes of Effective and Ineffective Teams (Cont.)  Ability to handle conflict  Decision making  Criticism  Leadership  Assignments All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 12
  • 13. Attributes of Effective and Ineffective Teams (Cont.)  Feelings  Self-regulation All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 13
  • 14. Positive Communications  Group agreements  Trust All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 14
  • 15. Qualities of a Team Player Maxwell (2002) identified 17 characteristics that make a good team player: adaptable, collaborative, committed, communicative, competent, dependable, disciplined, enlarging, enthusiastic, intentional, mission conscious, prepared, relational, self-improving, selfless, solution-oriented, tenacious. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 15
  • 16. Synergy  Team members work together to produce extraordinary results that could not have been achieved by one individual. 2 + 2 = 5 All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 16
  • 17. How to Create Synergy  Clear purpose  Active listening  Compassion  Telling the truth  Being flexible  Committing to resolution All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 17
  • 18. What Kills Synergy  A self-appointed expert  Knows it all and is righteous  Someone who doesn’t speak up  Knows a great deal but doesn’t share knowledge and information  A loner  Someone who doesn’t want to be a team player or cooperate with others All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 18
  • 19. Benefits of Effective Teams  Establishment of goals and objectives  Allocation of the work to be performed  Manner in which a group works: its processes, norms, and decision-making and communication patterns  Relationships among the people doing the work All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 19
  • 20. The Role of Leadership Truly progressive leaders understand that leadership and followership are not necessarily a set of skills; rather, these are qualities of character, a manifestation of a person’s own being. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 20
  • 21. Summary We all work in teams; we all communicate. We need to be skillful at building teams and strengthening our communication skills. All items and derived items © 2015, 2011 by Mosby, Inc., an imprint of Elsevier Inc. 21

Editor's Notes

  1. Think of a team to which you have belonged that operated smoothly and effectively. Group is a number of individuals assembled around some unifying purpose or relationship, such as the PTA or students in the SON. Team is a group of people with a high degree of interdependence and a focus on a specific goal or objective. It includes ongoing positive relationships and a supportive environment.
  2. Commitment is a passion for the project or mission of the team that allows team members to do whatever it takes to reach the objective. This can be seen in what is required to successfully achieve JCAHO accreditation or Magnet™ designation. Communication is the verbal and nonverbal interaction that occurs in the team. These interactions are respectful and honest, and members listen actively to the thoughts and feelings of other team members. Disagreements are handled in a way that honors each person and looks creatively for a win-win solution. Connectedness is the positive supportive relationships that facilitate clear and effective communication.
  3. [See Box 17-1 on communication pitfalls to lead the discussion with students. Have them give examples they have experienced of each of these pitfalls and ask them how it felt when these behaviors were exhibited to them.]
  4. [Have students describe behaviors seen within each of these categories.]
  5. [Have the students discuss each of these based on the discussion of synergy in the text.]