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Identify system barriers and facilitators of
effective team functioning
Examine strategies for improving systems to support team
functioning
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Participate in designing systems that
support effective teamwork
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Value the influence of system solutions in
achieving effective team functioning
(QSEN, 2016 Teamwork and Collaboration KSA's)
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pmdeadline.com
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Looking now at the last part of KSA’s for the QSEN competency Teamwork and Collaboration and how it affects the role of the nurse leader. This final section looks at the nurse leader's ability to recognize barriers and find innovative ways to overcome them, not alone, but by enlisting the aid of the team. This blog is not about placing blame or naming specific barriers, but about being aware of various factors or situations that contribute to ineffective teamwork and communication. Being a leader that can support and value the team while working together to solve any problem requires communication, so it only makes sense to develop a system that supports a strong communicative base (QSEN, 2016). Once the team members are able to determine the barriers and name the barriers only then are you able to look for effective solutions to remove the barriers.
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As mentioned in the previous post, the role of leadership is a crucial part of an organization’s success, and leaders that are able to manage stress effectively and facilitate understanding can reduce feelings of uncertainty (Stare, Pezdir, & Boštjančič, 2013). To do this one must have an effective communication plan in order. Just as it is simple to say the leader must be able to examine themselves and others, but a difficult task to actually do. The same truth exists with the development of communication strategies that reduce error and contribute to a culture of safety. Being able to ask the right questions can aid in uncovering the barriers, that impede effective communication. As a leader, motivating staff to do precisely this is the first part of this process (Hills, 2014).
Recognizing Barriers
With the diverse
nature that is inherent to medicine, increased patient complexity and more
focus on areas of specialization demands for effective communication and
teamwork are more important now than ever before. Yet, as more professionals enter
the workforce, less is being done to train professionals how to communicate in
collaborative teams (Weller, Boyd, & Cumin, 2014). Considering the nature of the services
provided by healthcare professionals, taking care of human lives, ensuring that
there is a smooth and seamless communication between the different members of
the team (doctors, nurses, patients, therapists, etc.) or transition from one area of care to the
next is of utmost importance. Many things can impede this transition and result
in an error that causes harm or death to the patient. There are multiple
barriers listed in research today, including physical, psychological, cultural,
gender and organizational, but again the point of this article is not to place blame
(Weller, Boyd, & Cumin, 2014; Hills, 2014).
The point instead is that when evaluating these barriers listening to
the team and establishing where they perceive the barriers are in their
specific organization is more important than making generalized
assumptions. Just as each person is
different and has unique needs and desires, each organization has a different
climate with different idiosyncrasies.
Regardless of what the barriers are, once they are discovered, name
them. Naming the barriers makes them
more concrete and tangible allowing it to be kept at the forefront of the
team's mind as they attempt to work out solutions (Hills, 2014).
Developing Solutions for the Recognized Barriers
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For any team to
function effectively, there must be a leader.
It is this leaders responsibility to inspire and provide the vision for
the team. Modeling positive behaviors
and communication techniques such as seeking help, communicating feelings and
providing clear, concise expectations helps to establish trust (Stare, 2013;
Hills, 2014). Drawing strength from
adversity, keeping faith and containing to gather input from the team maintains
that trust (Stare, 2013; Hills, 2014).
The leader needs to have a basic understanding of and coordinate all of
the tasks, monitor progression and keep the project moving; all while providing
support and reciprocal trust to the team (Weller, 2014; Hills, 2014). In the end, it is maintaining this positive
work environment and taking measures to reduce stress or keep it manageable
with concrete expectations and carefully modeled communication that will allow
the team to come up with strategies for barrier resolution (Stare, 2013; Hills,
2014; Weller, 2014).
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Conclusion
Considering the
last part of the KSAs section of the QSEN competency regarding Teamwork and
Collaboration we gain insight into the leader's role expectations for leading
the team to uncover and resolve barriers that inhibit effective
communication. As much of medical
research is aware, barriers in communication can be directly linked to patient
morbidity and mortality. With a strong
communicative foundation to build upon, understanding how to use the valuable
assets contained within every team, to uncover issues and then work together to
find a resolution. Knowing how to
respect and operate in a team are invaluable skills for a leader to poses and
can be carried, later into other areas of concern.
References
Hills, L. (2014). Overcoming the
Ten Most Common Barriers to Effective Team
Communication.
Podiatry Management, 33(3), 141-148 8p.
QSEN
(2016). Competencies. Accesses 19 May,
2016 http://qsen.org/competencies/
Stare, J., Pezdir, M., &
Boštjančič, E. (2013). Links between Perceived Leadership
Styles and
Self-reported Coping Strategies. Psihologijske Teme / Psychological Topics,
22(3), 413-4
Weller, J., Boyd, M., & Cumin,
D. (2014). Teams, tribes and patient safety:
overcoming
barriers to effective teamwork in healthcare. Postgraduate Medical Journal,
90(1061), 149-154. doi:10.1136/postgradmedj-2012-131168
