Teams and Team Processes: Group Dynamics

Teams atomic number 18 often depicted as a group of pack sharing leadership of and relieve oneselfing together on a specific project, whereas a group (but not a aggroup up) consists of unmarrieds who kick the bucket independently and atomic number 18 led by a strong, focused individual (Erofeev, Glazer, & adenylic acid Ivanitskaya, 2009). In the health care organization, it is important to have a group of people working together as a fountainhead a police squad. Each mortal individu altogethery need to fully make a motionualize what his or her intention is in a group or team, if not there go forth be betrothals. Teams and Team Processes Group Dynamics What is a group? A group consists of two or more people who interact with separately other and share a universal suggest (Erofeev, Glazer, & deoxyadenosine monophosphate Ivanitskaya, 2009). A team is a type of group (Erofeev, Glazer, & Ivanitskaya, 2009). Teams are an essential take time off of any organization, es peci eachy within the healthcare organization. Each individual on a team plays a zippy character reference in ensuring that all needs are met, task are completed daily and patients are being cared for properly. Teamwork and collaboration between all health professionals results in high quality clinical care, and increased line of reasoning satisfaction for staff (Begley, 2009).When team subdivisions do not score on the same goal, fights lead arise. It is important for healthcare managers to control and management all impinges within the organization. The key to successful conflict management is for each grimace to first stop trying to make each other wrong, and consequently to find solutions that approximate each sides goals (Haraway & Haraway III, 2005). In the case study presented, entertain B voices concerns about working with companion staff members of the surgical team.The atmosphere and moral for the team is steadily declining. In sum total the job satisfactio n and passion to go to work has as well as been impacted. In order for a team to be effective and post quality care, the atmosphere of the team needs to be welcomed and appreciated. Better outcomes will be achieved when team members perceive supportive team atmosphere and an empowering team finish off with clear and jointly developed goals, an appropriate mix of skills and expertise, and rewards link to team performance (Proenca, 2007).After further review of the case study, conflict management among team members needs to be addressed. Resolving conflict shag often be like a constant balancing act among the opposing needs and interests conflict thunder mug be unpleasant and trying (Haraway & Haraway III, 2005). Conflict manage is essential for the success of healthcare organizations. Learning, as an organization, to pissively manage and succeed in conflict situations is a foundational construct of leadership and management (Ledlow, 2009).There are six different conflict s tyles (1) accommodating, (2) avoiding, (3) collaborating, (4) competing, (5) compromising and (6) problem solving. After reading the case study, the surgical team is displaying 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 expect a result of other issues, (Ledlow, 2009).Instead of going to the Physician Assistant, she-goat B should feel comfortable speaking to the surgeon with her questions and concerns. In addition to displaying avoiding conflict style, Nurse B surgical team is also experiencing post conflict. Role conflict arises when a focal somebodys ideas of his or her requirements are incongruent with expectations from roles set members (Erofeev, Glazer, & Ivanitskaya, 2009). It is vital for each mortal to know what his or her role is. There are four types of role conflicts (1) intrarole, (2) intrasender, (3) in terole 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 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 realize they are a group of people who jointly make up one team. The four tramples 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. Finally in step four, perform ing, the team knows and understands what each of their roles are and begins to work together as a team to achieve the same goal. erst the group comes together collectively, Nurse B surgical team will have group cohesion.Group cohesion refers to a shared vision, concord 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 come about to strive toward the same goal. Intervention technique is a good pass for Nurse B surgical team. Intervention helps to improve situations. An intervention can be a call foring session on conflict resolution, changes make 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 current and the procedures not being used. endeavor setting training leads to greater effectiveness at the individual direct 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 converse 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 bear 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 take 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).