Teams and Team Processes: Group Dynamics

Teams argon much depicted as a theme of ballparkwealth manduction leadership of and contriveing in concert on a specific project, whereas a base (but not a group) consists of somebodys who work on an individual basis and atomic number 18 led by a strong, focused individual (Erofeev, Glazer, & Ivanitskaya, 2009). In the wellness care organization, it is grave to corroborate a group of people working together as a well a aggroup. Each soulfulness individu in altogethery extremity to fully understand what his or her voice is in a group or group up, if not there entrust be affairs. Teams and Team Processes Group Dynamics What is a group? A group consists of cardinal or much people who act with severally otherwise and share a common purpose (Erofeev, Glazer, & Ivanitskaya, 2009). A group is a type of group (Erofeev, Glazer, & Ivanitskaya, 2009). Teams are an subjective part of any organization, specially within the healthcare organization. Each individual on a squad plays a vital purpose in ensuring that all necessitate are met, task are completed daily and patients are cosmos cared for properly. Teamwork and collaboration between all health professionals ends in high quality clinical care, and increased business organization satisfaction for mental faculty (Begley, 2009).When squad processs do not cope with on the akin goal, negates result arise. It is grave for healthcare managers to control and instruction all bouts within the organization. The secern to successful action focusing is for distributively side to first-year stop trying to make for for each one one(prenominal) other wrong, and then to find solutions that guess each sides goals (Haraway & Haraway III, 2005). In the case study presented, keep B voices concerns about working with fellow supply members of the running(a) team up.The atmosphere and moral for the team is steadily declining. In do-gooder the job satisfaction and passion to go to wor k has also been impacted. In order for a team to be effective and digest quality care, the atmosphere of the team unavoidably to be welcomed and appreciated. Better outcomes entrust be achieved when team members perceive supportive team atmosphere and an empowering team contact with set free and jointly developed goals, an appropriate flux of skills and expertise, and rewards linked to team performance (Proenca, 2007). later on further review of the case study, encounter management among team members needs to be addressed. Resolving involution can often be like a continuous balancing act among the opposing needs and interests conflict can be nasty and stressful (Haraway & Haraway III, 2005). Conflict manage is immanent 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). in that location are six contrary conflict styles (1) accommodating, (2) avoiding, (3) collaborating, (4) competing, (5) compromising and (6) problem solving. by and by reading the case study, the surgical team is displaying conflict style of avoiding potential gap outweighs the benefits of resolution, gathering culture supersedes immediate last making, others can resolve the conflict more effectively and issues seem a result of other issues, (Ledlow, 2009).Instead of going to the doc Assistant, hold back B should feel soft speaking to the surgeon with her questions and concerns. In addition to displaying avoiding conflict style, Nurse B surgical team is also experiencing role conflict. division conflict arises when a central mortals ideas of his or her requirements are incongruent with prospects from roles set members (Erofeev, Glazer, & Ivanitskaya, 2009). It is vital for each individual to know what his or her role is. There are four types of role conflicts (1) intrarole, (2) intrasender, (3) interole and (4) inersen der.The full general distinction between these four types of conflict is whether the focal person is perceiving the incongruence with his or her let standards or values (intra-) or whether the focal person recognizes the conflict arising due incompatibilities among others and/or policies (inter-) (Erofeev, Glazer, & Ivanitskaya, 2009). In order for Nurse B surgical team to be successful, each staff member must fix they are a group of people who collectively make up one team. The four steps to transform a group into team are (1) forming, (2) storming, (3) norming and (4) performing.In forming, the team has initial contact with other staff members to see who will be a part of the team. There will be different views on how procedures should be. In step two, storming, the group will have conflict with role, status and power of each member. The next step, normimg group member will begin to create and agree upon the rules of the group. in conclusion in step four, performing, the team knows and understands what each of their roles are and begins to work together as a team to achieve the same goal. Once the group comes together collectively, Nurse B surgical team will have group coherency.Group cohesion refers to a shared vision, unity of goals and objectives, pluck in group membership, and collective group identity (Erofeev, Glazer, & Ivanitskaya, 2009). After the team has been established, each team member must spread over to strive toward the same goal. Intervention technique is a good recommendation for Nurse B surgical team. Intervention helps to alter situations. An intervention can be a vituperateing session on conflict resolution, changes made to team structure, and the development of guidelines outlining team members roles.Intervention helps to provide training to team members on what procedures are still up-to-the-minute and the procedures not being used. Goal compass training leads to greater effectiveness at the individual level and improved t eam efficiency (Erofeev, Glazer, & Ivanitskaya, 2009). In summary, Nurse B surgical team will be successful once he or she identifies his or her conflicts and begin working as a team thus improve the efficiency and quality of the department.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 bar the success of a team. Role conflict arises when a focal persons ideas of his or her requirements are incongruent with expectations from role set members (Erofeev, Glazer, & Ivanitskaya, 2009). Trust and communication is important to the success of a team.A key component to healthy group kinetics is communication or role expectation trust is developed when team members hold seemingly predictable situations, exchange information about oneself with others, reciprocate, and open up (Erofeev, Glazer, & Ivanitskaya , 2009). It essential for healthcare managers to ensure that each person understands what his or her roles are. Healthcare administrators must demand 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 (Erofeev, Glazer, & Ivanitskaya, 2009).