Case Study Team and Team Processes
In the case study Team and Team Processes, Nurse A and Nurse B have two different concepts of what is team work. Johnson (2009) states that,” a team is a type of group. Consequently, all teams are groups, but not all groups are teams.
The following three interventions will discuss conflict management, role conflict, and striving toward the same goal. This paper will discuss the case study variances in Nurse A and Nurse B teams. In the following paper I will classify a minimum of three interventions to recommend addressing concerns expressed by Nurse B.
The interventions being discussed are conflict management, role conflict, and striving toward the same goal. In closing, the recommended interventions will be justified and explanation. A group consists of two or more people who interact with each other and share a common purpose (Erofeev, Glazer, & Ivanitskaya, 2009). A team is a type of group (Erofeev, Glazer, & Ivanitskaya, 2009). Teams are a critical fragment of any group, particularly within healthcare organization.
Each person on a team plays a vital role in ensuring that all needs are met, task are completed daily, and patients are being cared for properly. Teams are an important portion of any organization, particularly within healthcare. Each person on a team plays a vibrant part in confirming all organization prerequisites are met, undertaking are complete regularly, and patients are properly being cared for. Teamwork and collaboration between all health professionals results in high quality clinical care, and increased job satisfaction for staff (Begley, 2009).
When team members disagree on the same goal, usually it ends in conflict among the team. Healthcare managers understand it is important to control and manage conflicts within the organization. The fundamentals to positive conflict management is for both teams to assist in solving the conflict and problem oppose to proving each other wrong. In the case study Nurse B express concerns regarding working with equivalent staff members of the surgical team. The moral and atmosphere of the team is increasingly deteriorating.
In addition, the team’s job contentment and desire to go to work has severely been impacted. For a team to be effective providing quality care, the atmosphere of the team should be received and respected. Better outcomes will be achieved when team members perceive supportive team atmosphere and an empowering team contact with clear and jointly developed goals, an appropriate mix of skill and expertise, and rewards links to team performance (Proenca 2007). After additional analysis of the case study, conflict management among team members should always be addressed.
Resolving conflict can be a continuous balancing act for healthcare staff because it is demanding and confusing. Conflict management is vital for the success of healthcare organizations. Learning, as an organization, to constructively manage and succeed in conflict situations is a foundational construct of leadership and management (Ledlow, 2009). Currently six different conflict styles exist: (1) accommodating, (2) avoiding, (3) collaborating, (4) competing, (5) compromising and (6) problem solving.
The surgical team displays conflict style of avoiding “potential disruption outweighs the benefits of resolution, gathering information supersedes immediate decision making, others can resolve the conflict more effectively and issues seem a result of other issues,” (Ledlow, 2009). Nurse B instead of having to contract the Physician Assistant regarding the issues, should have been comfortable enough to address the concern with the physician. The surgical team of Nurse B is experiencing role conflict.
Conflict arises when a focal person’s ideas of his or her requirements are incongruent with expectations from roles set members (Erofeev, Glazer, & Ivanitskaya, 2009). In healthcare organization it is important for all staff to know and understand his or her role. For Nurse B team to be an effective and successful team each member should identify what type of teams is essential and mutually allows the job to get done. When the teams comes together the effort will demonstrate group cohesion. Once the team is established, each member must continuously try to strive towards the same objectives and goals.
A good recommendation for Nurse B surgical team is Intervention techniques. Intervention always help to improve situations among the team. Intervention can be wither conflict resolution or training sessions, team structure made by changes, and developing guidelines identifying team members roles. Intervention provides training for team members on what procedures are current and procedures no longer being utilized. Goal setting training leads to greater effectiveness at the individual level and improved team efficiency (Erofeev, Glazer, & Ivanitskaya, 2009).
In conclusion, the surgical team of Nurse B will be effective once team’s members identify his or her conflicts and works as a team, consequently refining the effectiveness and value of the unit. In a team, individuals’ actions are interdependent and coordinated, each member has a specified role, and members share common task goals or objectives (Erofeev, Glazer, & Ivanitskaya, 2009). Conflict management and role conflict can hinder the success of a team. Role conflict arises when a focal person’s ideas of his or her requirements are incongruent with expectations from role set members (Erofeev, Glazer, & Ivanitskaya, 2009).
Communication and trust is important to any team with a healthcare organization. A key element to healthy group dynamics is role expectation or communication. Healthcare manager’s role is to ensure that every person of the team understands what his or her role are. . Healthcare administrators must take steps to design better teams, train team members to work together, manage team performance, structure the work performed by the team and provide support to team members (Erpfeev, Glazer & Ivanitskaya, 2009).