CM6- Emma Ware

1. Discuss the typology of teams in health care. Provide an analysis of each element.

• Function or Purpose: Why has a team been created? There has to be a reason for a team to be created, is there a specific type of team that needs to be used to benefit an organization?
• Decisional Authority: Has a team been created to make decisions or is it just there to make recommendations? Teams have different levels of authority which can allow them to make suggestions to organizations. Some teams might think they have more authority to make decisions than they actually do, which can cause issues in the organization.
• Temporal Nature: This indicates how long a team will be working together. Some teams are put together for a limited amount of time to solve a problem, Some teams are permanent and do not dissolve, they are used throughout the life of an organization for multiple purposes.
• Time and Space: Some teams meet at a very specific time and place, but others may be ‘virtual’ and include members from all over the world operating in different time zones. Some teams do not mind letting people leave early or arrive late, but some teams like a more structured approach.
• Diversity: Teams need diversity for different perspectives and the use of others’ skillsets, but it can be difficult to create a functioning team with so many different types of ideas and opinions.
• Accountabilities: Can be internally and/or externally accountable. Are the members of a team accountable to one another for the work they complete? Some teams may report to each other, some may report to an external authority figure.
• Membership Fluidity & Boundary Permeability: Membership can be temporary or permanent, depending on the team. Members may leave frequently and may cause a lack of cohesiveness between team members. However, they can bring in many new ideas. Some teams even bring in members from other teams and organizations to cross their team border, brining in new opinions and thoughts.
• 2) Using the model of team effectiveness, describe each element.
• Performance: Do the team members have an appropriate amount of competence to complete the tasks required of them? This takes into account how well the team is completing its tasks.
• Member Satisfaction: Members need to feel like their work is appreciated and that their ideas are being taken into account.
• Quality of Work: Is the work worthy of commendation? If the required tasks are being completed, is the outcome something to be proud of?
• Capacity for Sustainability: How long can this team continue to work? The team needs to have an appropriate workload so that they become a permanent team, but do not get overloaded by their work.
• 3) What is context? What is environmental context, describe it in health care?
• Context: Context involves any occurrences, people or things that surround a specific event.
• Environmental Context: This context affects teams from pressures and events that exist outside of the team. These external pressures and events include: intergroup relationships and conflict, organizational culture and the larger external environment.
• Example: A hospital may have to deal with a rampant outbreak of illness that is mostly due to the external environment. Patients may have come in contact with unsanitary conditions or with contaminated food that is prevalent in the current environment. The hospital now has to deal with this outbreak internally due to one or two factors that are causing unsanitary conditions in the external environment.
• 4) What is context analysis? Using the context analysis model, provide an example in health care.
• Context analysis: Context analysis takes four dimensions into account when looking at the factors influencing certain teams/organizations/individuals. These dimensions are: Enabling Environment, Actors & Inputs, Interactions, and Outputs & Outcomes. When taking these dimensions into account, it is easier to see how certain factors and occurrences can affect events at an individual, institutional and national level.
• Example: In athletic training, it is common at my job to work alongside physicians and surgeons to help a player get back into participation. Enabling Environment: Many of the athletes I work with are international and have different fears/concerns about visiting the doctor. Most of these concerns are due to their cultural beliefs and teachings. Actors/Inputs: These athletes also have to understand who the new people are that they need to communicate with to get the care they need. They typically go through me (the ATC) first, then the doctor and then they have to be aware of their insurance company’s policies when needing to pay for any doctor visits or possible surgeries. Interactions: If the athlete is in need of a rehabilitation program, medication or surgery, they have to understand that this may affect their playing time. They will need to communicate with their coach, their parents, insurance companies and possibly their teachers at the college. Outputs/Outcomes: This can look at the advantages and disadvantages of going to the doctor and can attempt to quantify the overall effect. If an athlete is able to maintain his or her health by visiting the doctor, the social outcome would be affected, possibly changing this athletes’ view on doctor visits.
• 5) What is the Nominal Group Technique? What is the Delphi Technique? Provide examples of both.
• Nominal Group Technique (NGT): This is basically a method of brainstorming that quantifies any ideas or thoughts in order of importance/value. All members of a team or group come up with ideas to solve a problem and then these ideas are discussed by the entire group and then prioritized into a list. It is nice to use because it takes everyone’s opinions into account and forces all ideas to be discussed by the group.
• Example: If a group of individuals within a healthcare system is attempting to solve a problem but some of the individuals are more vocal than others, NGT may be beneficial. Physicians, nurses and other medical professionals will have varying opinions because of their skillsets and experience. NGT could combine these opinions and discuss all ideas without pushing one idea over another.
• Delphi Technique: This technique allows experts to try to solve a problem in small groups in 2 or 3 attempts. After each attempt, the experts are allowed to look at combined data between all small groups. With this information, they are able to try again, hopefully coming up with a consensus between all the small groups. This is usually done with a questionnaire or survey.
• Example: In healthcare, surveys may be given out to solve a problem involving management or administration, for example. Different departments heads could be given a survey and asked to come up with a solution. After comparing data with surveys from other department heads, a consensus would hopefully be made with the use multiple experts’ knowledge and expertise.
• 6) What are the stages of team development?:
• Forming: Members meet each other and discuss the purpose of the team’s formation/its goals. This stage MUST establish team goals and how they will start achieving these goals.
• Storming: Members start to disagree at this stage, certain individuals may try to steer the team in one direction, causing conflict. Conflict management might be necessary.
• Norming: Team members begin to come together again and resolve their conflicts. The team goals are emphasized and the team continues to make progress toward the end goal by making decisions, reiterating expectations and becoming more cohesive.
• Performing: The team members separate slightly to work on different areas of the ‘plan’ to achieve the overall goal. They have to improve constantly and work quickly. Team leaders have to keep the team members happy and working on the innovation of new ideas.
• Adjourning: This stage only happens if the team is temporary. This occurs when the assigned task is finished, but regret and extreme emotions can occur depending on the result of the implemented plan.
• 7) Answer the questions on pg. 154. (Question 1-3)

1: Turnover among team members can affect team performance because it can affect the cohesiveness of a team. If turnover is high, there will be new employees within a team more frequently than if turnover was low. New employees are important because they bring new ideas and opinions, but they can also create conflict. If a team is constantly having to get to know new members and learn how to work with them, team cohesiveness will decrease, making it harder to effectively complete projects.

• Team leaders may be able to minimize any potential negative impacts of turnover by attempting to understand how possible high turnover can affect a team and then attempt to anticipate when high turnover will occur. If a team leader is able to anticipate these events and warn their team members, the members may be able to create a plan to deal with high turnover, accepting new members and appreciating the new ideas they bring with them.

2: In this particular case, consumers/patients should be involved in the improvement teams being utilized. One of the main problems identified in the deaths of children in Ghana is the under utilization of healthcare and a lack of knowledge about different therapies/procedures. If the mothers of these children were involved in these teams, they could provide useful input about why healthcare isn’t being used and what they may need as individuals to increase utilization. They may also realize the necessity of education on life saving procedures and could help brainstorm ideas to implement educational programs into their community.

• If the mothers/consumers/patients are involved in these teams, team leaders and team members can use their perspectives and opinions to implement public health procedures to increase preventative medicine and education in the community. These improvement teams are helpful, but with the knowledge of people from the community, they can hopefully help more people and introduce more effective policies that people will actually be more likely to use.

3: Any obstacles faced by these improvement teams are most likely related to economic restrictions. The improvement team is likely to come up with many solutions to increase maternal education and decrease childhood deaths, but in a developing country (or within communities), these solutions may be difficult to implement.

• If the teams involve the patients/consumers, there may be a significant amount of diversity within the team. If conflict stemming from diversity is not recognized and overcome, this could lead to the dissolution of the team. Regarding the economic issue, the team may have trouble coming up with income appropriate solutions, and if this issue is not addressed and anticipated, it could lead to the team feeling unable to complete the required task.
• If a team is in danger of dissolving, the team leader needs to focus on team cohesiveness and member satisfaction. If a team is not able to come together and discuss new ideas and thoughts without conflict or respect, there is little hope that they will stay a team. A team leader may reward the team for working together well and coming up with solutions as a team, which can promote cohesiveness. To help with member satisfaction, the team leader should make a point to listen to the ideas of all members to make them feel appreciated, and the leader should expect other members to do the same for one another.
• 8) What is the gist and database? How can you apply it?:
• A gist is the ‘essence’, or the key idea that summarizes a verbatim. The verbatim is the larger data that the gist is summarizing into one essential line. The verbatim is basically the database, and the gist is the index that acts as a smaller part of the database (verbatim). The database (verbatim) is necessary for the index (gist) to appear. When a ‘gist’ is used, it helps trigger any knowledge from the verbatim.
• A gist and database can be applied when attempting to explain a concept to a nursing or athletic training student as a preceptor. I have a student that I work with at the college, and I know whenever they ask me a question, that they have learned about it in class. Therefore, when they ask me a question, I usually give them the ‘gist’ of the full answer (or verbatim), because I know they have the verbatim (database) in their head and textbooks from class! It is efficient for me to explain the essence of the concept without going into excessive detail, and it triggers the database to ‘open’ for the student, helping them remember what they have learned and how to apply it.
• 9) What did you learn from watching The Strategic Leader in a VUCA World?: I learned that an administrator, a ‘boss’ or a superior is not going to care much about the majority of your presentation, essay, announcement, etc. unless it has an interesting and engaging headline. I had knowledge of gists and verbatims before watching this video, but hearing Bunch apply them to real world situations was interesting. It is easy to come up with a one-line gist for a process or complex idea, but if the gist isn’t interesting or compelling, most people reading it will be unlikely to delve into further research (the verbatim/database) on the topic.
• 10) What is the difference between a Soldier and a Scout Mindset?:
• Soldier: A soldier is someone who acts on reflexes. Thus, the actions are usually unconscious. Soldier mindset is also known as ‘motivated reasoning’, which is a type of reasoning that is influenced by our own ideas and fears. This can be extremely dangerous because people may examine certain thoughts and ideas in a biased way without meaning to be biased. Emotions that contribute to soldier mindset are tribalism and defensiveness.
• Scout: Scout mindset is mostly based on finding the most accurate information and seeing what’s really there. Scouts do not mind finding evidence that contradicts their original opinion, they do not mind changing their opinion and they don’t feel like a change in opinion makes them feel like they are ignorant. Scouts stay grounded and do not feel like their self esteem is directly connected to whether they are right or wrong on certain topics. Scout mindset is regulated by emotions, just like soldier mindset, but the emotions are different. Scouts are typically curious and intrigued by puzzles and they do not get defensive when they might be wrong or confused.
• 11) What did you learn from reading and watching: Why you think you’re right, even when you’re wrong?: After reading/watching this, I realized that most people I interact with, including myself, have a Soldier Mindset. No one likes to be wrong, and it is common for many people to get their feelings hurt after an argument, even if they end up learning new information and can grow in their competence about a certain topic. I found it interesting that the Scout Mindset also has emotions which contribute to it, just like the Soldier Mindset. I can personally relate to the Soldier Mindset, so I know and recognize the emotions that come alongside that mindset, but realizing that you can still have biases and strong emotions with the Scout Mindset is beneficial because it makes me feel like I can change and become more of a ‘scout’ when I attempt to examine a problem while being unbiased.
• Plectica Map:
  • Discuss the typology of teams in health care. Provide an analysis of each element.
  • Function or Purpose: Why has a team been created? There has to be a reason for a team to be created, is there a specific type of team that needs to be used to benefit an organization?
  • Decisional Authority: Has a team been created to make decisions or is it just there to make recommendations? Teams have different levels of authority which can allow them to make suggestions to organizations. Some teams might think they have more authority to make decisions than they actually do, which can cause issues in the organization.
  • Temporal Nature: This indicates how long a team will be working together. Some teams are put together for a limited amount of time to solve a problem, Some teams are permanent and do not dissolve, they are used throughout the life of an organization for multiple purposes.
  • Time and Space: Some teams meet at a very specific time and place, but others may be ‘virtual’ and include members from all over the world operating in different time zones. Some teams do not mind letting people leave early or arrive late, but some teams like a more structured approach.
  • Diversity: Teams need diversity for different perspectives and the use of others’ skillsets, but it can be difficult to create a functioning team with so many different types of ideas and opinions.
  • Accountabilities: Can be internally and/or externally accountable. Are the members of a team accountable to one another for the work they complete? Some teams may report to each other, some may report to an external authority figure.
  • Membership Fluidity & Boundary Permeability: Membership can be temporary or permanent, depending on the team. Members may leave frequently and may cause a lack of cohesiveness between team members. However, they can bring in many new ideas. Some teams even bring in members from other teams and organizations to cross their team border, brining in new opinions and thoughts.
  • Using the model of team effectiveness, describe each element.
  • Performance: Do the team members have an appropriate amount of competence to complete the tasks required of them? This takes into account how well the team is completing its tasks.
  • Member Satisfaction: Members need to feel like their work is appreciated and that their ideas are being taken into account.
  • Quality of Work: Is the work worthy of commendation? If the required tasks are being completed, is the outcome something to be proud of?
  • Capacity for Sustainability: How long can this team continue to work? The team needs to have an appropriate workload so that they become a permanent team, but do not get overloaded by their work.
  • What is context? What is environmental context, describe it in health care?
  • Context: Context involves any occurrences, people or things that surround a specific event.
  • Environmental Context: This context affects teams from pressures and events that exist outside of the team. These external pressures and events include: intergroup relationships and conflict, organizational culture and the larger external environment.
  • Example: A hospital may have to deal with a rampant outbreak of illness that is mostly due to the external environment. Patients may have come in contact with unsanitary conditions or with contaminated food that is prevalent in the current environment. The hospital now has to deal with this outbreak internally due to one or two factors that are causing unsanitary conditions in the external environment.
  • What is context analysis? Using the context analysis model, provide an example in health care.
  • Context analysis: Context analysis takes four dimensions into account when looking at the factors influencing certain teams/organizations/individuals. These dimensions are: Enabling Environment, Actors & Inputs, Interactions, and Outputs & Outcomes. When taking these dimensions into account, it is easier to see how certain factors and occurrences can affect events at an individual, institutional and national level.
  • Example: In athletic training, it is common at my job to work alongside physicians and surgeons to help a player get back into participation.
  • Enabling Environment: Many of the athletes I work with are international and have different fears/concerns about visiting the doctor. Most of these concerns are due to their cultural beliefs and teachings.
  • Actors/Inputs: These athletes also have to understand who the new people are that they need to communicate with to get the care they need. They typically go through me (the ATC) first, then the doctor and then they have to be aware of their insurance company’s policies when needing to pay for any doctor visits or possible surgeries.
  • Interactions: If the athlete is in need of a rehabilitation program, medication or surgery, they have to understand that this may affect their playing time. They will need to communicate with their coach, their parents, insurance companies and possibly their teachers at the college.
  • Outputs/Outcomes: This can look at the advantages and disadvantages of going to the doctor and can attempt to quantify the overall effect. If an athlete is able to maintain his or her health by visiting the doctor, the social outcome would be affected, possibly changing this athletes’ view on doctor visits.
  • What is the Nominal Group Technique? What is the Delphi Technique? Provide examples of both.
  • Nominal Group Technique (NGT): This is basically a method of brainstorming that quantifies any ideas or thoughts in order of importance/value. All members of a team or group come up with ideas to solve a problem and then these ideas are discussed by the entire group and then prioritized into a list. It is nice to use because it takes everyone’s opinions into account and forces all ideas to be discussed by the group.
  • Example: If a group of individuals within a healthcare system is attempting to solve a problem but some of the individuals are more vocal than others, NGT may be beneficial. Physicians, nurses and other medical professionals will have varying opinions because of their skillsets and experience. NGT could combine these opinions and discuss all ideas without pushing one idea over another.
  • Delphi Technique: This technique allows experts to try to solve a problem in small groups in 2 or 3 attempts. After each attempt, the experts are allowed to look at combined data between all small groups. With this information, they are able to try again, hopefully coming up with a consensus between all the small groups. This is usually done with a questionnaire or survey.
  • Example: In healthcare, surveys may be given out to solve a problem involving management or administration, for example. Different departments heads could be given a survey and asked to come up with a solution. After comparing data with surveys from other department heads, a consensus would hopefully be made with the use multiple experts’ knowledge and expertise.
  • What are the stages of team development?:
  • Forming: Members meet each other and discuss the purpose of the team’s formation/its goals. This stage MUST establish team goals and how they will start achieving these goals.
  • Storming: Members start to disagree at this stage, certain individuals may try to steer the team in one direction, causing conflict. Conflict management might be necessary.
  • Norming: Team members begin to come together again and resolve their conflicts. The team goals are emphasized and the team continues to make progress toward the end goal by making decisions, reiterating expectations and becoming more cohesive.
  • Performing: The team members separate slightly to work on different areas of the ‘plan’ to achieve the overall goal. They have to improve constantly and work quickly. Team leaders have to keep the team members happy and working on the innovation of new ideas.
  • Adjourning: This stage only happens if the team is temporary. This occurs when the assigned task is finished, but regret and extreme emotions can occur depending on the result of the implemented plan.
  • Answer the questions on pg. 154. (Question 1-3)

  1: Turnover among team members can affect team performance because it can affect the cohesiveness of a team. If turnover is high, there will be new employees within a team more frequently than if turnover was low. New employees are important because they bring new ideas and opinions, but they can also create conflict. If a team is constantly having to get to know new members and learn how to work with them, team cohesiveness will decrease, making it harder to effectively complete projects.

  • Team leaders may be able to minimize any potential negative impacts of turnover by attempting to understand how possible high turnover can affect a team and then attempt to anticipate when high turnover will occur. If a team leader is able to anticipate these events and warn their team members, the members may be able to create a plan to deal with high turnover, accepting new members and appreciating the new ideas they bring with them.

  2: In this particular case, consumers/patients should be involved in the improvement teams being utilized. One of the main problems identified in the deaths of children in Ghana is the underutilization of healthcare and a lack of knowledge about different therapies/procedures. If the mothers of these children were involved in these teams, they could provide useful input about why healthcare isn’t being used and what they may need as individuals to increase utilization. They may also realize the necessity of education on life saving procedures and could help brainstorm ideas to implement educational programs into their community.

  • If the mothers/consumers/patients are involved in these teams, team leaders and team members can use their perspectives and opinions to implement public health procedures to increase preventative medicine and education in the community. These improvement teams are helpful, but with the knowledge of people from the community, they can hopefully help more people and introduce more effective policies that people will actually be more likely to use.

  3: Any obstacles faced by these improvement teams are most likely related to economic restrictions. The improvement team is likely to come up with many solutions to increase maternal education and decrease childhood deaths, but in a developing country (or within communities), these solutions may be difficult to implement.

  • If the teams involve the patients/consumers, there may be a significant amount of diversity within the team. If conflict stemming from diversity is not recognized and overcome, this could lead to the dissolution of the team. Regarding the economic issue, the team may have trouble coming up with income appropriate solutions, and if this issue is not addressed and anticipated, it could lead to the team feeling unable to complete the required task.
  • If a team is in danger of dissolving, the team leader needs to focus on team cohesiveness and member satisfaction. If a team is not able to come together and discuss new ideas and thoughts without conflict or respect, there is little hope that they will stay a team. A team leader may reward the team for working together well and coming up with solutions as a team, which can promote cohesiveness. To help with member satisfaction, the team leader should make a point to listen to the ideas of all members to make them feel appreciated, and the leader should expect other members to do the same for one another.
  • What is the gist and database? How can you apply it?:
  • A gist is the ‘essence’, or the key idea that summarizes a verbatim. The verbatim is the larger data that the gist is summarizing into one essential line. The verbatim is basically the database, and the gist is the index that acts as a smaller part of the database (verbatim). The database (verbatim) is necessary for the index (gist) to appear. When a ‘gist’ is used, it helps trigger any knowledge from the verbatim.
  • A gist and database can be applied when attempting to explain a concept to a nursing or athletic training student as a preceptor. I have a student that I work with at the college, and I know whenever they ask me a question, that they have learned about it in class. Therefore, when they ask me a question, I usually give them the ‘gist’ of the full answer (or verbatim), because I know they have the verbatim (database) in their head and textbooks from class! It is efficient for me to explain the essence of the concept without going into excessive detail, and it triggers the database to ‘open’ for the student, helping them remember what they have learned and how to apply it.
  • What did you learn from watching The Strategic Leader in a VUCA World?: I learned that an administrator, a ‘boss’ or a superior is not going to care much about the majority of your presentation, essay, announcement, etc. unless it has an interesting and engaging headline. I had knowledge of gists and verbatims before watching this video, but hearing Bunch apply them to real world situations was interesting. It is easy to come up with a one-line gist for a process or complex idea, but if the gist isn’t interesting or compelling, most people reading it will be unlikely to delve into further research (the verbatim/database) on the topic.
  • What is the difference between a Soldier and a Scout Mindset?:
  • Soldier: A soldier is someone who acts on reflexes. Thus, the actions are usually unconscious. Soldier mindset is also known as ‘motivated reasoning’, which is a type of reasoning that is influenced by our own ideas and fears. This can be extremely dangerous because people may examine certain thoughts and ideas in a biased way without meaning to be biased. Emotions that contribute to soldier mindset are tribalism and defensiveness.
  • Scout: Scout mindset is mostly based on finding the most accurate information and seeing what’s really there. Scouts do not mind finding evidence that contradicts their original opinion, they do not mind changing their opinion and they don’t feel like a change in opinion makes them feel like they are ignorant. Scouts stay grounded and do not feel like their self esteem is directly connected to whether they are right or wrong on certain topics. Scout mindset is regulated by emotions, just like soldier mindset, but the emotions are different. Scouts are typically curious and intrigued by puzzles and they do not get defensive when they might be wrong or confused.
  • What did you learn from reading and watching: Why you think you’re right, even when you’re wrong?: After reading/watching this, I realized that most people I interact with, including myself, have a Soldier Mindset. No one likes to be wrong, and it is common for many people to get their feelings hurt after an argument, even if they end up learning new information and can grow in their competence about a certain topic. I found it interesting that the Scout Mindset also has emotions which contribute to it, just like the Soldier Mindset. I can personally relate to the Soldier Mindset, so I know and recognize the emotions that come alongside that mindset, but realizing that you can still have biases and strong emotions with the Scout Mindset is beneficial because it makes me feel like I can change and become more of a ‘scout’ when I attempt to examine a problem while being unbiased.
• Plectica Map: https://www.plectica.com/maps/LSIA3J1HH/edit/687WYJE5Y
• *I did not include a Tableau dashboard because I had tried one out last time and it is the same one, I just messed around with some of the features. I wasn’t sure what new data to put in since I followed the initial YouTube video the first time we looked at Tableau.