1. Health Care Team
Lesson 1: Teamwork

2. Medical Therapeutics Standard
3) Differentiate between the common members of the patient care team summarizing the individual roles and the interrelatedness of the team members as it relates to quality patient care. Prepare an informative artifact to explain the concept of team-based care to a patient

3. Lesson 1– Health Care Teams
Every employee at a health care facility is a member of a health care team.
All members of the team must work as a cohesive unit to provide the best possible health care for patients.
Health Care Teams
Every employee at a health care facility is a member of a health care team. Some members of the team, such as nurses and therapists, work directly with patients. Other members, like billing officers and housekeepers, have very little contact with patients. But all members of the team must work as a cohesive unit to provide the best possible health care for patients.

4. Lesson 1– Effective Teams
Characteristics of effective health care teams:
Mutual respect
Healthy interpersonal relationships
Open communication
Frequent conferences
Team identity
Positive interactions
/watch?v=dh60rnIMU7M
Effective Teams
Health care teams are organized to care for specific needs of patients. For example, a hospital may have a team of surgeons, a team of pediatric nurses, or a team of administrative officers. In order to provide patients with quality care, each team must function properly. The following list contains characteristics of effective health care teams:
Mutual Respect: Team members must have respect for each other. Respect must be given to the various opinions, contributions, and expertise of all team members. Hurtful criticism is never appropriate. Respect also includes being considerate of differences in ethnicity, culture, age, gender, lifestyle, or economic status.
Healthy Interpersonal Relationships: Team members must make every effort to get along and to create healthy relationships. This includes being cooperative, supportive, honest, and responsible.
Open Communication: It is important that team members feel free to express their opinions. This involves using suitable verbal and nonverbal communication. Likewise, team members must be attentive listeners when another member is speaking.
Frequent Conferences: Conferences, or meetings, are used to keep all team members aware of a patient’s status. Conferences are also used to outline the duties of each team member and to establish goals. Effective teams must hold frequent conferences and encourage open discussion.
Team Identity: Every team member must perform tasks with a sense of team identity. Team identity is recognizing oneself as part of a whole and working toward a common purpose. This sense of identity allows the team to collaborate to solve problems and respond well to emergency conditions.
Positive Interactions: Health care workers must remain positive in their interactions with teammates. This requires hard work and dedication because it is not always easy to be encouraging and optimistic. Even though these traits may not come naturally, team members must commit themselves to showing patience, open-mindedness, and professionalism in all interactions.

5. Lesson 1– Conflict Resolution on a Team
Conflicts are natural
There are several strategies for conflict resolution
Negative strategies have winners and losers
Positive strategies use compromising which is negotiating to reach a mutual agreement
Positive strategies are more desirable in the long-run.
Negative strategies are not always bad.
Open communication is a central for most conflict resolutions.
Conflict Resolution on a Team
Team members are bound to have differing opinions from time to time. Conflicts are natural and do not indicate that a team is unsuccessful. However, the difference between an average and an excellent team is how they resolve conflicts.
There are several strategies for conflict resolution. Some strategies use a more positive approach while others use a more negative approach.
The more negative strategies, such as a boss dictating a solution to a conflict, generally have winners and losers. The more positive strategies involve compromising where both sides win to some degree. Compromise is negotiating to reach a mutual agreement.
Using positive strategies is more desirable in the long-run. But, negative strategies are not always bad because they provide a way to quickly resolve time sensitive conflicts.
Regardless, one central aspect needed for most conflict resolutions is open communication. Without open communication, an understanding of the underlying issues and resolution is not possible.

6. Lesson 1– Conflict Resolution Strategies
Avoidance strategy
One side basically ignores a conflict.
Quickest way to a resolution
Must let go of the issue. If not it may
lead to a more serious conflict.
Accommodation strategy
One side withdraws and agrees with the other side.
Quick way to a resolution
Only a temporary solution because root cause still exist.
Forcing strategy
One side decides they must prevail at all costs.
Should use as a last resort.
Can create resentment in the long-term.
Conflict Resolution Strategies
There are five general strategies of conflict resolution. They can be referred to as: avoidance, accommodation, forcing, compromise and collaboration.
Avoidance strategy is when a person basically ignores a conflict. This is the quickest way to resolve a conflict. This strategy can only be successful if the issue causing the conflict is trivial and not worth the effort. However, if this is not true, then avoiding the conflict may actually lead to a more serious conflict in the future.
Accommodation strategy is when a person withdraws from the conflict and agrees to the wishes of the other people involved. This strategy should be used when a conflict needs an immediate resolution, the issue is of lesser importance or the person needs time to think more about the situation. Like Avoidance, this strategy may only be a temporary solution because the root cause of the conflict still exists.
Forcing strategy is when a person decides their position must prevail in a conflict. Since this strategy imposes a resolution on others, it should only be used as a last resort. This strategy can be used to quickly resolve a conflict if the person has the authority to impose their decision. However, in the long-term, relying on this strategy can create resentment in a team.

7. Lesson 1– Conflict Resolution Strategies (continued)
Compromise strategy
Tries to find a solution that partially satisfies each person.
Can provide a rather quick resolution to a difficult conflict.
Collaboration (Win/Win) strategy
Identifies the needs of each person and the root cause.
People then work together to investigate multiple options.
Goal is to find a common solution that meets everyone’s concerns.
Best long-term solution to any conflict and builds the strongest team.
Most time consuming.
Conflict Resolution Strategies
Compromise strategy tries to find a solution that partially satisfies each person. Since each person partially get what they want, it is a more positive strategy. Additionally, it can provide a rather quick resolution to a difficult conflict. This strategy is a way to build more team trust while trying to find a longer term solution.
Collaboration, or Win/Win strategy identifies the needs of each person and the root cause of the conflict. The people then work together to investigate multiple options and find a common solution that meets everyone’s concerns. This strategy is the best, long-term solution to any conflict. It also builds the strongest team by reinforcing a high level of mutual trust and respect between individuals. Unfortunately, this strategy is the most time consuming.

8. Conflict Resolution Examples
be.com/watch?v=f_ 9eH8Ox-eU
be.com/watch?v=yl zqhpU4WyQ

9. Health Care Team
Lesson 2: Team Roles

10. Lesson 2– Team Roles
In every team or group, members take on certain roles.
These roles are not formally assigned to individuals. Rather, the roles are naturally acquired by team member according to personality type.
Three categories:
Task roles
Maintenance roles
Self-centered roles
Team Roles
In every team or group, members take on certain roles. These roles are not formally assigned to individuals. Rather, the roles are naturally acquired by team members according to personality type. In 1948, Kenneth Benne and Paul Sheats identified three categories of roles:
Task Roles
Maintenance Roles
Self-centered Roles

11. Lesson 2– Task Roles
Task roles are functions that are required for completing a task.
These roles are mostly positive in nature. However, it is possible for roles to become overused or dominant. This can cause dissention in a team.
Task Roles
Task roles are functions that are required for completing a task. These roles are mostly positive in nature. However, it is possible for roles to become overused or dominant. This can cause dissention in a team. The following list contains descriptions of prominent task roles:

12. Lesson 2– Task Roles (Continued)
Initiator: Suggests new ideas and provides direction.
Information Seeker: Asks for facts and clarification.
Information Giver: Provides helpful and relevant information.
Opinion Seeker: Asks for the opinion of the team.
Opinion Giver: States personal beliefs and opinions.
Elaborator: Expands upon the ideas of others.
Evaluator: Acts as the critical thinker and identifies problems.
Clarifier: Summarizes ideas and pulls concepts together.
Energizer: Motivates the team to take action.
Recorder: Keeps written records of team goals and ideas.
Procedural Technician: Assists with preparation and provides materials.
Task Roles
Initiator: Suggests new ideas and provides direction.
Information Seeker: Asks for facts and clarification.
Information Giver: Provides helpful and relevant information.
Opinion Seeker: Asks for the opinion of the team.
Opinion Giver: States personal beliefs and opinions.
Elaborator: Expands upon the ideas of others.
Evaluator: Acts as the critical thinker and identifies problems.
Clarifier: Summarizes ideas and pulls concepts together.
Energizer: Motivates the team to take action.
Recorder: Keeps written records of team goals and ideas.
Procedural Technician: Assists with preparation and provides materials.

13. Lesson 2– Maintenance Roles
Maintenance roles are needed to sustain the team.
They are mainly positive traits that enhance the team’s productivity.
They also strengthen a team’s interpersonal relationships.
Maintenance Roles
Maintenance roles are needed to sustain the team. They are mainly positive traits that enhance the team’s productivity. They also strengthen a team’s interpersonal relationships. The following list contains descriptions of important maintenance roles:

14. Lesson 2– Maintenance Roles
Encourager: Provides positive feedback.
Harmonizer: Resolves conflict and monitors team unity.
Compromiser: Offers solutions that everyone agrees on.
Tension Releaser: Relieves tension through friendly humor.
Gatekeeper: Encourages all members to participate.
Observer: Evaluates group progress.
Follower: Accepts and supports team ideas.
Maintenance Roles
Encourager: Provides positive feedback.
Harmonizer: Resolves conflict and monitors team unity.
Compromiser: Offers solutions that everyone agrees on.
Tension Releaser: Relieves tension through friendly humor.
Gatekeeper: Encourages all members to participate.
Observer: Evaluates group progress.
Follower: Accepts and supports team ideas.

15. Lesson 2– Self-Centered Roles
Self-centered roles are often negative and may hinder a team’s progress.
These roles are usually adopted by team members who feel that they have nothing to contribute. A team leader must redirect these members so that the team does not become unproductive.
Self-Centered Roles
Self-centered roles are often negative and may hinder a team’s progress. These roles are usually adopted by team members who feel that they have nothing to contribute. A team leader must redirect these members so that the team does not become unproductive. The following list contains descriptions of several self-centered roles:

16. Lesson 2– Self-Centered Roles
Aggressor: Gives negative feedback and hurtful comments.
Dominator: Monopolizes discussion and manipulates others.
Blocker: Resists the team’s ideas without reason.
Recognition Seeker: Boasts about personal achievements.
Help Seeker: Acts helpless to avoid work.
Confessor: Seeks emotional support.
Clown: Goofs off and uses inappropriate humor.
Deserter: Withdraws and does not contribute.
Special Interest Pleader: Presents irrelevant personal interests.
Self-Centered Roles
Aggressor: Gives negative feedback and hurtful comments.
Dominator: Monopolizes discussion and manipulates others.
Blocker: Resists the team’s ideas without reason.
Recognition Seeker: Boasts about personal achievements.
Help Seeker: Acts helpless to avoid work.
Confessor: Seeks emotional support.
Clown: Goofs off and uses inappropriate humor.
Deserter: Withdraws and does not contribute.
Special Interest Pleader: Presents irrelevant personal interests.

17. Lesson 2– Incorporating Roles
Members of a health care team must learn to incorporate their personal strengths into useful team roles.
Likewise, team members must be able to recognize when their weaknesses may hinder the team.
Incorporating Roles
Team roles are present in health care facilities. Members of a health care team must learn to incorporate their personal strengths into useful team roles. For example, if a health care worker is a natural problem-solver, this worker may become the team’s evaluator or clarifier. Or if a health care worker is naturally encouraging, this worker may become the team’s energizer or encourager.
Likewise, team members must be able to recognize when their weaknesses may hinder the team. For example, suppose a health care worker likes to clown around and have a good time. This trait is not bad, but it may cause distractions to the team. This health care worker must learn to practice self-control and channel the energy into positive input that will benefit and enhance the team.

18. Teamwork
be.com/watch?v=D I4zp7yeuMU

19. Health Care Team
Lesson 3: Leadership

20. Lesson 3– Types of Leaders
Democratic Leaders – are team-oriented
Laissez-faire Leaders – allows individuals to function independently
Autocratic Leaders – takes full responsibility for the decision- making process
Types of Leaders
Leadership styles vary from person to person. Leaders are classified into three basic types: democratic, laissez-faire, and autocratic.
Democratic Leader: Democratic leaders are team-oriented. They listen to opinions of others and encourage all individuals to participate. Democratic leaders take responsibility for decisions by guiding the group to a solution.
Laissez-faire Leader: Laissez-faire is a French term which means “to let alone.” These types of leaders allow individuals to function independently. They enforce few rules and avoid making decisions unless they are absolutely forced to. Laissez-faire leaders take little responsibility for team actions.
Autocratic Leader: Autocratic leaders are sometimes called dictators because they maintain total rule. They do not ask for the opinion of the group, and they expect the group to follow without question. Autocratic leaders take full responsibility for the decision-making process.
There are advantages and disadvantages to each type of leader. For example, laissez-faire leadership may be very productive in a group of experienced surgeons. However, laissez-faire leadership would probably not be effective in a team of new volunteer workers. In general, democratic leaders are the most successful type of leaders.

21. Lesson 3– Characteristics of Leaders
Takes initiative
Respects others
Works well with a group
Leads by example
Understands personal strengths and weaknesses
Communicates successfully
Recognizes abilities in others
Maintains high standards
Conducts productive meetings
Keeps an open mind
Handles conflict appropriately
Adapts to change
Demonstrates integrity
Practices patience and self- control
Attributes success to the team
Characteristics of Leaders
Leadership requires certain character traits. It is true that some people may be born with natural abilities to lead. But this is not the only way to become a leader. Leadership traits can be learned. In fact, many leaders have become successful by dedicating themselves to hard work and practicing the principles of good leadership. Even people with natural leading abilities must work to maintain and improve their skills.
Most effective leaders demonstrate these traits:
Takes initiative
Respects others
Works well with a group
Leads by example
Understands personal strengths and weaknesses
Communicates successfully
Recognizes abilities in others
Maintains high standards
Conducts productive meetings
Keeps an open mind
Handles conflict appropriately
Adapts to change
Demonstrates integrity
Practices patience and self-control
Attributes success to the team

22. Lesson 3– Attitude to Avoid
Inflexible
Short tempered
Close minded
Judgmental
Prejudiced
Attitude of superiority
Lazy
Unapproachable
Disrespectful
Attitudes to Avoid
Several character traits should never be seen in leaders. These negative traits could be destructive to the team and even prevent the team from achieving goals. Leaders must make sure that the following traits and attitudes are not displayed in the workplace:
Inflexible
Short tempered
Close minded
Judgmental
Prejudiced
Attitude of superiority
Lazy
Unapproachable
Disrespectful