HLSC661: Facilitative Leadership, Coaching and Mentoring Assignment Sample

• Subject Code : HLSC661

ASSIGNMENT 3: Report

Contents

Effective teamwork in healthcare 

Benefits of transformational leadership in healthcare 

Observing behavior 

Collective responsibility 

Identify Possible Strategies 

Choose Measures to check improvement 

Identify and Deal With Barriers 

Overcoming the barriers to effective teamwork in healthcare 

Leadership challenges and opportunities 

Clinical management 

Technical expertise 

Day to day leadership 

Project sponsorship 

Conclusion 

Reference 

Introduction

Successful teams create effectual and appropriate results; however, it is significant that the team members show the effectual procedure to attain these outcomes. Furthermore, team growth involvement upsurge competencies and procedure, thus leading to improvement in proximal and distal result. Necessary training, guidance, and effective leadership are required in order to achieve the necessary outcomes.  The evidence specified that effectual teamwork in healthcare delivery can have an instant and optimistic effect on patient protection. The significance of effective teams in healthcare is escalating due to different factors including the rising complexity and specialization of care, increasing chronic diseases, international personnel shortage and many more. Also, medical practice has usually determined the individual physician as solely accountable for patient care; but in today's scenario, patients are infrequently looked after by just one health expert. The intricate medical systems identified that effectual teamwork is necessary for reducing unfavourable events caused by miscommunication with others caring for the patients and misunderstanding of their role and tasks. The particular essay will focus on identifying the team issues that affect the overall quality of healthcare. It will further provide effective strategies that may improve the overall performance and quality of care. Finally, the conclusion will summarise the overall findings.

Effective teamwork in healthcare

Effectual teams have an associate who respects the talent and viewpoint of every person in addition to their expert contributions. Furthermore, efficient teams support a variety of views among members. Also, effectual team leaders facilitate and organize the activities of other team members by accepting the management roles and setting priorities and making the right choice. It is highly essential to identify the flaws that may affect the overall effectiveness of the team members. With the help of continuous monitoring and evaluation, the leaders can identify the flaws that may hinder the overall processes (Kholed, Hassan, Ma’on & Hamid, 2017).  To practice effectively in a healthcare organization, one should have an apparent understanding of other member’s skills, their educational background, achievement, and limitations. Teamwork in healthcare is highly crucial to improve the overall processes. Each service provider must be knowledgeable of the ability of another affiliate. The necessity to establish the faith and respect of other team affiliates derives from a central feature of teamwork; no individual is accountable for all aspects of the patient's care and consequently, each member should have the self-belief that other team associates are able to fulfill their tasks. It has been identified that teamwork and communication issues are the root cause of adverse events in healthcare. Furthermore, teamwork problems can be classified in relation to administering well being of staff, workplace pressure, nurturing cooperation, and the design of the safety management system. It is highly essential to address the intricacy of teamwork problems in healthcare. The evidence stated that team offers the guarantee to improve clinical care as they can aggregate, adapt, unite and apply a better amount and diversity of facts to make choice, resolve problems,  make ideas,  and implement tasks in the most effective manner (Sortedahl, Wical, & Benike, 2018).

Benefits of transformational leadership in healthcare

Transformational leadership is highly effective and efficient in managing the issue of teamwork in an organization (Hintenach & Howe, 2020). Furthermore, transformational leaders can inspire assurance, staff admiration, and communicate faithfulness through a common vision, resulting in augmented output, reinforce employee confidence and job contentment. Evidence highlighted that leadership styles are highly linked with quality care and connected measures. Any change in leadership requires ability to altering not just the physical atmosphere, but also the idea and practice of nurses and other healthcare workers offering healthcare in that setting. Transformational leadership is considered as the precursor to attaining safety in different industries. Additionally, transformational leadership is attained by the precise behavior of leaders. Initially, leaders take the initiative in creating and making a promise to associations with followers (Moore, Everly, & Bauer, 2016). This attempt involves the formation of an ongoing mechanism that supports two-way communication and the exchange of information and idea. 

On an ongoing basis, leaders play a key role in preserving and promoting the association with their followers. Understanding of supporter’s needs, requests, and motivation can be protected only through the ongoing communication and exchange of data and facts. Experts modify and promote the cause; value and objective of supporters by addressing their requirements and provide information about common goals. Though a transformational leader plays the main role in attaining the purpose; transformational leadership recognizes that leader and team are engaged in a common project and therefore are dependent on each other. The effectiveness of leaders and leadership is measured by the degree to which probable alteration is accomplished and human requirements and outlook are contented (Jairath et al., 2018). A leadership method that aims to attain a communal objective rather than individual objective and aims to change all personnel both executive and staff in a recreation of the superior cooperative idea can be the most competent and effectual means of attaining extensive and essential organizational change. In practicing transformational management, leaders need to connect executives and personnel in a constant association based on the frequently held objective of patient protection, and converse with and educate executives and employees on this superior combined purpose. The ongoing teamwork of your medical employees is significant to the successful operation of your ability and the delivery of quality action to your patients. Ongoing learning can assist progress a medical practitioner’s capability to collaborate with other workers, partners, and advisors both on location and distantly (Ulrich, 2017). Teamwork and communication inside your health practice can augment office efficiencies as well as advance the patient experience. Furthermore, there are different ways through which a transformational leader can diagnose issues such as:

Observing behavior

The leader must observe verbal and nonverbal communication. The leaders must use exact behavior as raw data for interference, diagnosis, and intervention (Neumann, Davis & Littles, 2019). Furthermore, it is also necessary to compare the behavior to ground rules.

Collective responsibility

Collective responsibility dealing with the issues associated with management and decision making for your mutual unit. Furthermore, widespread education and training have to be dispersed among members to improve their performance. Failure to address any type of conflict can cause more issues to occur and influence the overall confidence of your staff. 

Identify Possible Strategies

There are numerous other foundations for novel thoughts or a different way of doing things both in and outside of healthcare. Therefore, development teams must attempt to enlarge and preserve methodical ways of recognizing effectual explanation.

Choose Measures to check improvement

When a group creates its objective, it usually states one or additional performance metrics to evaluate whether advancement leads to enhancement (Mao & Woolley, 2016). These actions must be connected both to the better aim and to the interference itself. For instance, if the objective is to speed professional referral, you might assess the time it takes to acquire a reaction from the expert headquarters or consent from the fitness plan.

Identify and Deal With Barriers

The team will require taking a close look at the emotional, physical, and the technical obstacle as it has to address in order to accomplish its plan. Barriers to improvement come in many guises. Emotional barricades such as fear of alteration, fear of breakdown, grief over the loss of common procedure, or fear of loss of supervise or influence can be a noteworthy obstacle to conquer. Another common barrier contains the following:

1. Lack of essential administration proficiency.

2. Lack of guidance in consumer service, quality enhancement process, or clinical areas such as doctor-patient statement.

3. Insufficient recruitment levels.

4. Poor information expertise system.

5. Out-of-date or misguided organizational strategy. 

Overcoming the barriers to effective teamwork in healthcare

Improving teamwork has become a top priority in healthcare organizations. It is necessary for the leaders to design effective strategies that may help to reduce the issues and improve the performance of each team member (Shuffler & Carter, 2018). With the help of effective communication and collaboration, leaders can identify the issues that affect the overall progress of team members. Efforts to enhance excellence need to be a measure to show whether enhancement efforts lead to transform in the primary outcome or add to the outcome in diverse parts of systems. The rationale for determining superiority augmentation is the faith that superior performance imitate high-quality practice, and that comparing among service providers and organizations will promote enhanced performance. The intricacy of the healthcare system and delivery of services, the unpredictable nature of healthcare and the business differentiation and interdependence amongst clinicians and method make assessment quality intricate (Dirks, 2019). One of the challenges in using actions in healthcare is the credit discrepancy connected with elevated level cognitive analysis, optional choice-making, problem-solving, and empirical data. Furthermore, measures of superiority and protection can track the expansion of the quality enhancement plan using an external standard. Benchmarking in healthcare is described as the frequent and mutual discipline of calculating and evaluating the outcomes of key work procedures with those of the finest performers in assessing organizational performance (White, Brown & Terhaar, 2019). There are two sorts of benchmarking that can be used to assess patient wellbeing and value performance. Internal benchmarking is used to identify optimum practices in an association, to evaluate finest practices in the organization, and to compare present practice over time. The information and statistics can be situated on a control plane with a statistically derived higher and lower control perimeter.  

Health care delivery structures that are functioning to progress patient practice can face various difficulties, showing the need to support change in behavior and practice across numerous levels and regions of the organization. Nevertheless, the procedure of preparation, evaluation, and finally spreading those alterations does not have to be devastating (Grol & Wensing, 2020).  Health care associations can take benefit of recognized philosophy and methods to excellence enhancements, which are already recognizable to the service provider concerned in clinical quality enhancement. One significant pace that is often ignored is the communication of accomplishment throughout the association—to organizational professionals as well as medical and directorial personnel. By discuss the flourishing task, the team assists to strengthen the traditions of quality enhancement, build trustworthiness for the interference, recompense those implicated, and advance the increase of effectual modernism.

The organization leaders can also:

1. Use interpersonal communication to persuade the work of enhancement team.

2. Highlight flourishing modernism in employee’s newsletter, personnel and board meetings.

3. Strengthen the significance of the plan by developing an effective team meeting or visiting the unit concerned in the plan.

Leadership challenges and opportunities

Businesses and government are findings new ways to reduce the cost and improve the quality of care in healthcare. Furthermore, it is necessary to provide effective guidance and support to the healthcare workers so that they can provide quality care to the patients. In addition, healthcare workers must be prepared to lead their teams at the time of change. With the help of necessary training and support the healthcare organization can enhance the services in the most effective manner (McCarty et al., 2019). The future of organizational sustainment in healthcare entails expert leaders to plan for any possible problem. Furthermore, the leaders must expect to witness different challenges such as policy changes, technological advancements, and ethical issues. Several pieces of evidence highlighted that technological development will present other challenges with programming, control and support issues. The leaders must take the necessary steps to assess and develop professional skills to remain proficient. Also, experts specified that communication and teamwork skills are highly crucial for improving healthcare services. When clinical and nonclinical staff collaborates effectively, teams can enhance their performance, eliminate medical errors and upsurge patient satisfaction (White, Brown & Terhaar, 2019). There is a major focus on improving healthcare to ensure superior quality, better access and value for money. In recent years effective training programs have been developed to provide necessary training about formal quality improvement approaches. 

Some evidence highlighted that critical quality improvement tools include adaptive leadership, analytics, evidence-based practices, adoption, and financial alignment. Furthermore, the quality improvement method focuses on activities that enhance the population's health, guarantee healthcare affordability and distribute the best practices to the patients. The overall framework focuses on three aspects such as improving the health of the population, improving patients' experience and reduces the per capita cost of healthcare (Franck, Roes, Schepper & Timmermans, 2018). The main aim of this framework is to optimize health systems' performance. For instance: Courage Kenny Rehabilitation Institute (CKRI) is an example of assessing the issues in healthcare. The goals of this institute are to deliver the best care across the continuum by achieving measurable improvements in length of stay and emergency department visits. In addition, the activities like audit and feedback, goal setting can assist in developing a clear need for improvement and monitor the overall process.

The institute of healthcare improvement recommends that every team must have one member who has the following roles:

Clinical management

The individual has the power to test and execute the change and to resolve any matter that may affect the overall processes. These team members must understand how the alteration will influence clinical care procedures and the impact of these changes on the overall productivity and quality.

Technical expertise

This team member must have a deep knowledge of the procedures and areas. Furthermore, the team may require a different type of technical proficiency such as technical skills in QI processes, health information technology systems needed to sustain the proposed change and particular areas affected by any issue (Ellis, 2018). For instance: a team executing rigorous care management for citizens with poorly controlled diabetes may require technical knowledge in change management, the clinic’s electronic health evidence and the patient treatment procedure that will use. 

Day to day leadership

This member is the head of the quality enhancement team and guarantees the effective conclusion of the team's tasks like data collection, analysis, and change execution. The individual should work closely with other members in order to identify the issues and provide necessary guidance to them. 

Project sponsorship

This individual acts as the link between the authority and the quality development team. However, the particular member did not involve in day to day practices but he/she may join the process periodically (Díaz, Shelton, Anderson & Gibert, 2019). Furthermore, this member can also provide necessary assistance to the team members and eliminate any barriers that may affect the overall improvement process.

Conclusion

It has been concluded from the overall report that it is necessary to diagnose team issues that may affect the overall processes in healthcare. The analysis specified that transformational leadership is highly effective in improving the overall process and provide necessary guidance to the team. With the help of this leadership practice, healthcare organizations can enhance the performance of teams. It has been identified that leaders play a major role in implementing necessary changes in order to improve existing practices in healthcare. With the help of necessary training and support the organizations can also improve the performance of teams and resolve the team's issue in a most effectual manner. In order to assess the team issue, the leaders must identify the behavior of team members and provide necessary guidance to them. 

Reference

Díaz, D. A., Shelton, D., Anderson, M., & Gibert, G. E. (2019). The Effect of Simulation-Based Education on Correctional Health Teamwork and Communication. Clinical Simulation in Nursing, 27, 1-11.

Dirks, J. L. (2019). Effective strategies for teaching teamwork. Critical care nurse, 39(4), 40-47.

Ellis, P. (2018). Leadership, management and team working in nursing. Learning Matters.

Franck, E., Roes, L., De Schepper, S., & Timmermans, O. (2018). Team resource management and quality of care. In The Organizational Context of Nursing Practice (pp. 217-237). Springer, Cham.

Grol, R., & Wensing, M. (2020). Effective implementation of change in healthcare: a systematic approach. Improving Patient Care: The implementation of change in health care, 45-71.

Hintenach, A. M., & Howe, J. L. (2020). Interprofessional Care: Why Teamwork Matters. In Geriatric Practice (pp. 491-500). Springer, Cham.

Jairath, N. N., Peden-McAlpine, C. J., Sullivan, M. C., Vessey, J. A., & Henly, S. J. (2018). Theory and theorizing in nursing science: Commentary from the nursing research special issue editorial team. Nursing research, 67(2), 188-195.

Kholed, S. N. S., Hassan, N. M., Ma’on, S. N., & Hamid, N. Z. A. (2017). Teamwork and Collaboration in Healthcare: Elements of Inter-Professional Teamwork. Advanced Science Letters, 23(11), 10834-10837.

Mao, A. T., & Woolley, A. W. (2016). Teamwork in health care: maximizing collective intelligence via inclusive collaboration and open communication. AMA journal of ethics, 18(9), 933-940.

McCarty, C. A., Barnes, R., Thomas, M., Sande, J., & Ouellette, A. (2019). Ethics Committees: Team Perspectives and Organizational Responses. Journal of Christian Nursing, 36(3), 180-184.

Moore, J. M., Everly, M., & Bauer, R. (2016). Multigenerational challenges: Team-building for positive clinical workforce outcomes. Online journal of issues in nursing, 21(2).

Neumann, J. L., Davis, L., & Littles, K. (2019). Ethical Issues Related to New Cellular Therapies and the IMPACT on Nursing Practice. Biology of Blood and Marrow Transplantation, 25(3), S431.

Rosen, M. A., DiazGranados, D., Dietz, A. S., Benishek, L. E., Thompson, D., Pronovost, P. J., & Weaver, S. J. (2018). Teamwork in healthcare: Key discoveries enabling safer, high-quality care. American Psychologist, 73(4), 433.

Shuffler, M. L., & Carter, D. R. (2018). Teamwork situated in multiteam systems: Key lessons learned and future opportunities. American Psychologist, 73(4), 390.

Sortedahl, C., Wical, S. H., & Benike, J. (2018). Promoting evidence-based practice through a live online nursing journal club: It takes a team. Journal of Hospital Librarianship, 18(1), 15-30.

Ulrich, B. (2017). Using Teams to Improve and Performance. Nephrology Nursing Journal, 44(2).

White, K. M., Dudley-Brown, S., & Terhaar, M. F. (Eds.). (2019). Translation of evidence into nursing and healthcare. New York: Springer Publishing Company.