Assignment 1: Team Building
Note: In Week 1, the Instructor assigned you to a team. You will work with your team to complete this Assignment. Be sure to collaborate via your team’s Group Discussion Forum.
Teamwork is ubiquitous in the work world today. Teams work together both face-to-face and around the world as technology provides more and more opportunities for distance collaboration. The intricacies of forming effective working teams can be daunting because the stakes are often very high. Much time, effort, and other resources can be wasted if a team is not cohesive, communicative, motivated, accountable, and goal-oriented. When the project to be tackled is important and costly, as is often the case in health care, failure can be devastating to an organization, both in terms of outcomes and morale.
Health care administrators work in an environment that is particularly impacted by interprofessional efforts. Building an effective work team requires a great deal of insight, attention, and skill. For this Assignment, examine the following scenario and focus on effectively selecting team members, concepts of team management, and principles of team dynamics.
Scenario: You are the newly appointed chief operating officer for Thomason Health System (THS), a large health care delivery system that will be acquiring and implementing a new information technology system: “Electronic Medical Records” (EMRs). The organization has many and differing opinions about EMRs, but the CEO and the board of directors want you to establish an onboarding team that will help facilitate the organization-wide adoption of this new technology. Your main responsibility is to identify five team members from a short list of candidates and facilitate the launch of an effective team through conflict resolution and team building. This team will present a unified message and facilitate cultural change within the greater organization.
To prepare for this Assignment:
- Review the provided scenario, as well as the “Thomason Health System Background” and “Thomason Health System Bios” documents in this week’s Learning Resources.
- As a team, begin preparing a strategic proposal to present to Thomason Health System’s board of directors.
In a 5- to 7-page strategic proposal, address the following:
Part I: Team Creation
- Identify the five different onboarding team members you have selected. Note: These are not the members of the team you have been assigned to in this course; rather, they are the team members you selected from the “Thomason Health System Bios” document in the Learning Resources.
- Justify the reason for your selections and exclusions for the onboarding team, using the principles of interprofessional teams.
- Explain the different roles and responsibilities each team member will have as a part of the onboarding team.
Part II: Team Building
- Outline a team building plan using team building principles (i.e., Team STEPPS).
- Analyze potential challenges in the process of creating an effective onboarding team.
- Select techniques that will be used by the COO and within the team to identify, negotiate, and resolve conflicts.
- Describe an engagement plan to keep the onboarding team motivated and cohesive.
Part III: Engaging the Organization
- Explain how the onboarding team will apply principles of group dynamics to engage THS staff in the implementation and adoption of EMRs.
- Identify at least two appropriate strategies the onboarding team will use to address resistance to adopting EMRs by the THS staff.
- Create a plan for assessing the effectiveness of the onboarding team in three months, six months, and one year.
- Create a plan for assessing THS staff’s engagement in the adoption of EMRs at three months, six months, and one year.
Note: The proposal to the board should be 5–7 pages, not including the title and reference pages. Include tables and charts as appropriate. Your Assignment must be written in standard edited English in a voice and style consistent with the audience. Be sure to support your work with specific citations from this week’s Learning Resources and at least three additional scholarly sources. See the rubric for additional requirements related to research and scholarly writing.
Thomason Health System Background
There is a significant shift towards an integrated healthcare system that provides coordinated care while trying to eliminate the gaps in shared information and communication that affect patient safety and care. Effective integrated systems have comprehensive care and preventive services that increase the organization’s capacity to be patient-focused across the continuum of care. Leadership, teamwork, and communication are essential for a successful integrated healthcare system that can manage the delivery of seamless and well-coordinated care for patients.
Responding to this trend is Thomason Health System (THS), a non-profit organization that has recently made the transition to a fully integrated healthcare system. THS is located in a suburb of Houston, Texas, and consists of one hospital, five clinics, one hospice facility, and 800 staff members (78 administrators, 132 doctors, 220 nurses, 160 technicians, 85 facilities, and 125 support staff). THS’s mission is to practice medicine and care as an integrated team of compassionate, multi-disciplinary physicians, nurses, and health professionals who are focused on the complete health needs of the patients. According to the American Medical Association (AMA), developing an accountable integrated healthcare organization will help an organization monitor patient needs and outcomes, use performance data and indicators for organizational and staff assessment, and implement new forms of reimbursement that result in improved quality while keeping costs checked.
Under the leadership of CEO Maggie Tweedy, MD, THS will undergo a huge information technology infrastructure update with electronic medical records (EMR) system and policy. EMR will provide crucial information when treating individual patients throughout different points of care as well as provide data regarding the effectiveness of treatments and staff within the system. Both the Joint Commission (JC) and the Institute of Medicine (IOM) have stated that EMRs will also significantly contribute to the collection of empirical and longitudinal evidence without creating an undue burden on the organization. The Health Information Technology for Economic and Clinical Health Act and the Patient Protection and Affordable Care Act place new importance on the widespread adoption and meaningful use of EMRs.
However, there have been instances of hesitation from the staff, and several staff members have vocalized their displeasure and lack of enthusiasm for EMRs. THS is committed to preserving the highest standards of care while the technology infrastructure is being updated, but understands the need for a cultural adoption. Unengaged staff will become dissatisfied and the lack of buy-in will interrupt communication, high-quality service, and workflow within the system. Before the roll out of EMRs, the board of directors has asked you to create an onboarding team charged with the cultural adoption of EMRs by THS
( resource must be cited in the paper).
Institute for Healthcare Improvement. (n.d.). Columbus Regional Hospital: Where a focus on safety promotes interdisciplinary teamwork. Retrieved from http://www.ihi.org/resources/Pages/ImprovementStories/ColumbusRegionalSafetyPromotesInterdisciplinaryTeamwork.aspx
Interprofessional Education Collaborative Expert Panel. (2011). Core competencies for interprofessional collaborative practice: Report of an expert panel. Washington, DC: Interprofessional Education Collaborative. Retrieved from https://www.aamc.org/download/186750/data/core_competencies.pdf
Interprofessional Education Collaborative Expert Panel. (2011). Core competencies for interprofessional collaborative practice: Report of an expert panel. Washington, D.C.: Interprofessional Education Collaborative. Photo Credit: Libby Frost/University of Minnesota Family Medicine and Community Health
Ostermeier, L. (n.d.). Building an integrated workforce: Keys to developing a strong team culture. Retrieved from https://www.besmith.com/sites/default/files/B.%20E.%20Smith%20White%20Paper_Building%20an%20Integrated%20Workforce-%20Keys%20to%20Developing%20a%20Strong%20Team%20Culture_0.pdf
Ostermeier, L. (n.d.). Building an Integrated Workforce: Keys to Developing a Strong Team Culture. Retrieved from https://www.besmith.com/sites/default/files/B.%20E.%20Smith%20White%20Paper_Building%20an%20Integrated%20Workforce-%20Keys%20to%20Developing%20a%20Strong%20Team%20Culture_0.pdf. Used with permission of B. E. Smith.