Teams and Team Processes: Group Dynamics

Teams argon often depicted as a conclave of people sharing leadership of and working unitedly on a specific project, whereas a assort (but not a ag convention) consists of individuals who work independently and are led by a strong, focused individual (Erofeev, Glazer, & Ivanitskaya, 2009). In the health care organization, it is important to have a group of people working together as a well a group. Each mortal individu eithery need to fully understand what his or her role is in a group or team, if not there will be conflicts. Teams and Team Processes Group Dynamics What is a group? A group consists of two or to a greater extent people who interact with each otherwise and share a common purpose (Erofeev, Glazer, & Ivanitskaya, 2009). A team is a type of group (Erofeev, Glazer, & Ivanitskaya, 2009). Teams are an necessary part of any organization, especially within the healthcare organization. Each individual on a team plays a vital role in ensuring that all needs are met, ch ore are completed daily and patients are being cared for properly. Teamwork and collaboration between all health professionals results in high step clinical care, and increased job satisfaction for provide (Begley, 2009).When team members do not agree on the self comparable(prenominal) goal, conflicts will arise. It is important for healthcare managers to discover and management all conflicts within the organization. The key to successful conflict management is for each side to first stop trying to make each other wrong, and then to find solutions that approximate each sides goals (Haraway & Haraway III, 2005). In the case study presented, prevail B voices concerns about working with fellow staff members of the surgical team.The atmosphere and moral for the team is steadily declining. In addition the job satisfaction and passion to go to work has also been impacted. In ordinance for a team to be effective and provide quality care, the atmosphere of the team needs to be welcome d and appreciated. Better outcomes will be achieved when team members discriminate supportive team atmosphere and an empowering team contact with clear and jointly developed goals, an appropriate mix of skills and expertise, and rewards linked to team performance (Proenca, 2007).After get ahead review of the case study, conflict management among team members needs to be addressed. Resolving conflict back often be like a eonian balancing act among the opposing needs and interests conflict can be unpleasant and stressful (Haraway & Haraway III, 2005). Conflict manage is essential 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).There are six polar conflict styles (1) accommodating, (2) avoiding, (3) collaborating, (4) competing, (5) elastic and (6) problem solving. After reading the case study, the surgical team is displayi ng 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).Instead of going to the Physician Assistant, Nurse B should feel cheerful 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. Role conflict arises when a central persons ideas of his or her requirements are incongruent with expectations from roles set members (Erofeev, Glazer, & Ivanitskaya, 2009). It is vital for each person to know what his or her role is. There are quatern types of role conflicts (1) intrarole, (2) intrasender, (3) interole and (4) inersender.The general distinction between these four types of conflict is whether the focal person is perceiving the incongruence with his or her own standards or value s (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 imbibe 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 catch to create and agree upon the rules of the group. Finally 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 surgi cal team will have group cohesion.Group cohesion refers to a shared vision, oneness of goals and objectives, pride in group membership, and collective group identity (Erofeev, Glazer, & Ivanitskaya, 2009). After the team has been established, each team member must continue to strive toward the same goal. Intervention technique is a good recommendation for Nurse B surgical team. Intervention helps to improve situations. An intervention can be a procreation 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 reliable and the procedures not being used. Goal setting training leads to greater effectiveness at the individual level and improved team 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 improving 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 hinder 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 dynamics is communication or role expectation trust is developed when team members experience seemingly predictable situations, exchange information about oneself with others, reciprocate, and clear-cut 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 take steps to design better team s, 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).