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FPH exam > 5A individuals and teams > Flashcards

5A individuals and teams Flashcards

1
Q

Define team

A
  • there are many definitions of teams but most incorporate the idea of these being groups with a degree of mutual accountability
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2
Q

Team dynamics: what 3 things may effect the role an individual adopts within a team

A
  1. how the person wants to behave
  2. what the team expects of the person
  3. the groups task
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3
Q

Team dynamics: what did belbin describe?

A
  • belbin described 8 roles that should be represent by members of a team if it is to perform effectively
  • team members may perform multiple roles
  • the mnemonic ICE FIRST can be used
  • a 9th role ‘specialist’ was added later
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4
Q

Team dynamics: name Belbins 9 roles

A
  1. Implementer
  2. Coordinator
  3. Evaluator
  4. Finisher
  5. Innovator
  6. Resource investigator
  7. Shaper
  8. Teamwork

(9. specialist)

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5
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an Implementer

A
  • makes things happen
    -high degree of self discipline
  • delivers on time
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6
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an coordinator?

A
  • Default chair
  • steps back and sees the bigger picture
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7
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an Evaluator?

A
  • fair and even handed observers and judges of what is going on
  • can become almost machine like
  • can have difficulty inspiring themselves or others to be passionate about the task
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8
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an Innovator?

A

Come up with innovative and unusual solutions to problems

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9
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an Finisher?

A
  • perfectionist with a strong sense of duty
    -complete painstaking and unpleasant tasks which they think will improve quality
  • can frustrate other team members
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10
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an Resource Investigator?

A
  • vigorously pursue contacts and opportunities
  • excellent networker
  • tends to lose momentum towards the end of a project
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11
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an Shaper?

A
  • eager individual that provokes the team into action
  • may be insensitive to the feelings and perceptions of others
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12
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an Teamworker?

A
  • ensure everyone in the group is getting along
  • good listener and diplomat
  • talented at smoothing over conflicts
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13
Q

Team dynamics: Belbins 9 roles- what are the characteristics of an Specialist?

A
  • Person with a high level of skill in one particular discipline
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14
Q

Team motivation: what 2 factors are key for group motivation

A
  1. feedback - to remind team members of the importance of their groups task and their individual roles within it
  2. Leadership- a good leader develops team spirit and elicits a high level of commitment from team members
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15
Q

Team development: what is the 4 stage process of team development? what 5th stage was later added? who described it>

A
  • described by tuckman
  • 4 stages that new teams typically progress
  1. FORMING
    - tasks and rules are established, resources are acquired, reliance is placed in the leader
  2. STORMING
    - internal conflict develops
    - members resist the task emotionally
  3. NORMING
    - conflict resolves and cooperation develops
    - views are exchanged
    - Norms (new standards) are developed
  4. PERFORMING
    -teamwork is achieved
    - flexible roles are developed
    - solutions are found and implements
  5. ADJOURNING
    - team is disbanded when task is complete
  • this model recognises that teams do not start off fully formed and functioning
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16
Q

Team development: describe the graph associated with Tuckmans team development stages model

A
  1. Y axis= focus on the task
  2. X axis = relationship

line is a curved tick

initial forming, then storming at low point, then norming as line rises and performing when line at top

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17
Q

Successful teams: what 2 things did Handy describe successful teams achieving

A
  1. FORMAL GOALS - those set by the organization
  2. INFORMAL GOALS ie satisfying its teams psychosocial needs
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18
Q

Successful teams: what 4 traits do successful teams have? who described them?

A
  • described by Handy

1MEMBERS
- members have specific expertise and know their role
2. ORGANISATION
- team has a common purpose, a clearly defined task and a clear objective
3. LEADERSHIP
- leader who coordinates and takes responsibility
4 TEAMWORK
- members support each other, complement each other in skill and personality and are committed to accomplishing the task

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19
Q

Poor teamwork: Name 6 pitfalls that can lead to poor teamwork

A
  1. conflict
  2. criticism of individuals
  3. too much conformity to group think
  4. domination and poor listening by team members
  5. Lack of commitment, absenteeism, presenteeism
  6. disregard for deadlines
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20
Q

Poor teamwork: what us groupthink?

A
  • phenomenon occurs when a teams desire to reach a consensus takes priority over critical appraisal and proper discussion of ideas
  • although conflict can be detrimental to teamwork, productive conflict over ideas is important for enhancing creativity and preventing important factors being missed.
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21
Q

Poor teamwork: what symptoms did Janis describe of group think ( try to name 6)

A
  1. illusions of INVULNERABILITY- leading to over optimism and risk taking
  2. UNQUESTONED BELIEF - in the morality of the groups decisions
  3. STEROTYPING of those outside the group
  4. SELF CENSORSHIP- withholding ideas that may be contrary to the group
  5. illusions of UNANIMITY- false belief that all team members are in agreement
  6. pressure for CONFORMITY- pressure on members who question the groups ideas
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22
Q

What techniques have been used by sucessful organisations to stimulate creativity

A
  • brainstorming (thinking out loud in a non -critical environment)
  • suggestion boxes
  • away days
  • mind mapping (visual method for illustrating ideas)
  • reward (prizes for innovative ideas)
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23
Q

What 3 components has it been suggested companies need for creativity?

A
  • suggested by amabile
  1. motivation (esp intrinsic motivation, satisfying own needs)
  2. Expertise (technical, procedural and intellectual knowledge)
  3. Flexible thinking (how flexibly and imaginatively people approach problems)
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24
Q

Describe Rogers theory of diffusion innovation curve

A

No y axis
normal curve
divided into 5 sections
1. innovators
2. early adopters
3. early majority
4. late majority
5. laggards

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25
Q

what 5 factors did rogers say increased the likelihood that ideas would spread rapidly

A
  1. relatively advantageous
  2. can be tested
  3. compatible with existing systems
  4. simple
    5 visibly more efficacious
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26
Q

What measures have been introduced in the UK to increase the pace that new healthcare innovations are diffused?

A
  1. establishing academic heath science networks- to link research with healthcare delivery
  2. expand the role of NICE to provide implementation guidelines
  3. develop a web portal to share innovative practice
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27
Q

Name 5 barriers to creativity and innovation

A
  1. groupthink
  2. over familiarity
    3 fear of change
  3. uncertainty
  4. team conflict
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28
Q

what is interprofessional learning?

A
  • involves small group learning with different professionals allowing people to learn with, about and from one another
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29
Q

what report prompted interprofessional learning to gain momentum in the UK? what did it say?

A
  • the report into the Bristol royal infirmary (excess deaths in the paeds cardiac unit)
  • notes that multidisciplinary working/collaboration was poor.
  • the report made a number of recommendations to increase interprofessional learning to prevent professional rivalries
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30
Q

what is the DoH strategy on interprofessional learning and what does it commit to?

A
  • working together-learning together
  • commits to interprofessional learning for all healthcare professionals though out training and their career
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31
Q

Describe how public health in england is a good example of interprofessional working

A
  • the non medic route to public health consultancy recognises the skills of non-medics and enables medics and non-medics to apply through a common recruitment process to a common training pathway
32
Q

Give 5 potential advantages of interprofessional learning

A

1., improves communication between different professions
2. Reduces the formation of professional silos
3, promotes clinical debate by increasing awareness of different professional perspectives
4. improves teamwork through enhanced appreciation of others roles
5. improves patient care (ensures care is more patient centred)

33
Q

Name 3 potential disadvantages of interprofessional learning

A
  1. can reduce peer support (by reducing the traditional support networks)
  2. costly to reconfigure training and education programmes
  3. can be more logistically difficult to organise (more schedules to align)
34
Q

personal management: Name 3 tools to raise self awareness

A
  • annual appraisal
  • questionnaires such as myers-briggs
  • reflective practice
35
Q

Personal management: what were Covey’s 7 habits associated with good time management

A
  1. being proactive (taking control of your own environment)
  2. Beginning with the end in mind (consider your own aims)
  3. do first things first (prioritise the most important things)
  4. thinking win- win(do not adopt a confrontational approach)
  5. seeking first to understand, then to be understood
  6. synergising (recognizing the value of other peoples contributions)
  7. sharpening the saw (taking time out)
36
Q

personal management: what factors can increase stress

A
  • competition
  • job insecurity
  • demanding objectives
  • rapid change
37
Q

Personal management: why might difficult relationships with other people arise?

A
  • difficult situations (ie large organizational change)
  • personality clashes (different personality types)
  • inappropriate behaviour (should be managed through appropriate appraisal and feedback)
38
Q

Personal management: what did Jessop say people should do before, during and after a meeting?

A

BEFORE
- decide on your own aims
- research other attendees and consider what their aims might be and how you might influence them?
- build relationships
- if setting up your won meeting consider timing (plenty of notice), venue, agenda (distributed early)

DURING
- listen first to gauge the mood
- use words carefully
- realise when your objectives have been met and stop arguing
- use summary statements and sound bits to help put across message
- don’t read papers in a meeting

AFTER
- fulfil any promises or tasks assigned
- send out minutes with action points

39
Q

Effective management: Feedback

A
  • how feedback is delivered is crucial
  • managers should practice
  • feedback should be on observed, specific behaviours and delivered non-confrontationally in order to promote realistic behaviour change
  • criticism sandwich ‘good-bad-good’
40
Q

Effective management: listening. what did Iles say about assessing the success of an organization. What is management by walking about?

A
  • iles said the success of an organisation can be assess byt eh speed at which bad news travels upwards

MANAGEMENT BY WALKING ABOUT
- managers set aside weekly diary time to walk through departments and have impromptu chats
- can be very effective especially in difficult times
- on walkabouts managers should be prepared to: listen, explain organization policy, offer on the spot assisstance

41
Q
A
42
Q

what is leadership?

A

development and communication of a shared vision to colleagues in order to achieve constructive change

43
Q

Leadership: what 3 processes did Kotter identify to associated with successful leadership?

A
  1. establishing direction
  2. Aligning people
  3. motivating and inspiring
44
Q

Leadership: what 3 things are successful leaders able to encourage?

A
  1. appropriate risk taking
  2. Recognition of reward and success
  3. empowerment that allows other leaders to emerge
45
Q

Leadership: what is the principle aim of a manager and how is that achieved (there is a mnemonic)

A
  • management and leadership are distinct.
  • the principle aim of a manager is to maximise output of the organization by:
    1. Controlling
    2. Leading
    3. Organising
    4. Planning
    5. Staffing
46
Q

Delegation: what is delegation?

A
  • the process of assigning authority and responsibility of a specific task to another person
  • whilst the manager may delegate tasks the ultimate responsibility for these tasks cannot be delegated
47
Q

delegation: what 3 rules did Iles describe when delegating

A
  1. manager must be confident that the employee understands the task
  2. Manager and employee must be confident the employee has the necessary skills and resources
  3. manager must provide feedback to the employee
48
Q

Delegation: management by objectives. Who described it and what is it? what are the advantages (3) of this method?

A
  • Drucker described the technique of management by objectives
  • instead of tasks managers delegate goals and employees are set a target
  • employees are free to choose strategies of how to accomplish these goals

ADVANTAGES
- prevents managers loosing sight of the organisations objectives
- all employees participate in strategic planning
- organisations performance can be readily measured against defined objectives.

49
Q

Communication: what are the 3 functions of communication within an organisation (there is a mnemonic)

A

IMP

  1. INNOVATION (stimulate change and development of new ideas)
  2. MAINTENANCE (preservation of values and relationships that bind the organisation)
  3. PRODUCTION (direction, coordination and control of activities)
50
Q

Communication: describe formal and informal methods of communication

A

FORMAL
-delivered through so called official channels

INFORMAL
- information passed among colleagues in an unstructured way (ie coffee room chat)

51
Q

Communication: describe vertical and diagonal methods of communication

A

DIAGONAL
- no obvious line of authority exists through which the information may be communicated

VERTICAL
- the principle channel by which detail of strategies, policies and tactics permeate from decision makers down to the front line

52
Q

communication: describe verbal and non-verbal methods of communication

A

VERBAL
-can be oral or written
- oral may be face to face or remote
- written can be to one (email) or to many (open letter)

NON-VERBAL
- body language, cues
- organizations also convey impressions through non-verbal communication (eg branding design, maintenance of buildings)

53
Q

communication: What are Monroe’s 5 steps for a persuasive speech/ presentation

A
  1. GET ATTENTION (ie with an emotive story or dramatic stat)
  2. ESTABLISH THE NEED (provide evidence for the extent of the problem and demonstrate its importance)
  3. SATISFY THE NEED (provide a detailed description of a viable solution to the problem)
  4. VISUALISE THE FUTURE
    (describe what would happen if nothing is done)
    5 ACTION (provide the audience with specific actions you want them to take, this may be to meet again to discuss plans)
54
Q

Negotiation: what is negotiation?1

A
  • the skill of resolving situations where 2 parties have conflicting desires
55
Q

Negotiation: what 4 fundamental principles of negotiation did Fisher and Ury describe?

A
  1. SEPERATE THE PEOPLE FROM THE PROBLEM
    - agree of common framing of the problem and make sure both parties are talking to each other
  2. FOCUS ON INTERESTS, NOT POSITIONS
    - interests represent what people really want or need,
    - positions is what is adopted to achieve these interest
    - people may adopt extreme positions to counteract opponents
  3. INVENT OPTIONS FOR MUTUAL GAIN
    - it does not have to a win for one and a loose for the other
  4. INSIST ON OBJECTIVE CRITERIA
    - use third party precedents or guidance to understand what is ‘fair’ or accepted in a given situation
56
Q

Negotiation: describe a model of different negotiating styles

A
  • A model from Forsyth identifies 5 different negotiating styles
  • it is depicted by a 4 square grid with ‘Desire to meet ones own needs on one side- high/low’ and ‘desire to meet the other party’s needs on the other side - high/low’

High desire to meet own needs and high desire to meet others needs = win-win (collaborating)

high desire to meet own needs and low desire to meet others needs= win-lose (competing)

Low desire to meet own needs low desire to meet others needs = lose-lose (avoiding)

Low desire to meet own needs and high desire to meet others needs = lose-1in (accommodating)

in the middle = partial win-partial win (compromising)

57
Q

Influencing: what is influencing

A
  • mobilising resources that modify the behaviour of others
58
Q

Influence: by what 3 means can behaviour change be achieved through influencing?

A
  1. CONFORMITY (changing social norms leads to changes in individual behaviours)
  2. COMPLIANCE (a request for change in behaviour)
  3. OBEDIENCE ( an order to change behaviour)
59
Q

Influence: describe Covey’s circles of concern Vs circles of influence model

A
  • every person has a circle of concern (the range of issues that they emotional involvement with)
  • every person has a smaller circle of influence (a smaller range of issues that the person has the power to alter)
  • people who are proactive have positive energy and concentrate on their cirle of influence- they enlarge this and become more powerful
  • people who are reactive have negative energy and focus on their circle of concern, this is to the detriment of the size of their circle of influence
60
Q

what is public health advocacy?

A
  • a field in public health that seeks to develop and shape public opinion in a strategic way
61
Q

what 10 steps did chapman identify when acting as a public health advocate?

A
  1. Identify the public health objective
  2. Attempt to find a win-win outcome
  3. Identify the key decision makers and how they can be influenced
  4. Identify the strengths and weaknesses of both sides of the argument
  5. Set out media objectives
    6, choose how to frame the key issue
  6. Identity symbols and ‘word pictures’ to illustrate the argument
  7. compose ‘sound bites’
  8. Personalise the topic by addressing the issue from the perspective of an ordinary citizen
  9. Mobilise large numbers of sympathisers rapidly
62
Q

What is power?

A

the ability to make choices or influence outcomes

63
Q

What is authority?

A

the right to make decisions and issue orders

64
Q

Authority: According to weber what 3 ways can authority manifest?

A

1 TRADITIONAL AUTHORITY
authority is derived from preserved customs ie medical royal colleges

  1. CHARISMATIC AUTHORITY
    authority comes from the personality and leadership qualities of the individual
    - ie Nelson Mandela, Adolf Hitler
  2. RATIONAL-LEGAL AUTHORITY
    authority is derived from the powers that are bureaucratically and legally attached to certain positions ie chief medical officer
65
Q
A
66
Q

Roles: what 4 different types of role did Belbin propose all people fulfil?

A
  1. TEAM
    - the distinct way in which people behave and relate to others in a team
  2. FUNCTIONAL
    - duties and processes according to professional title (ie nurse, surgeon)
  3. PROFESSIONAL
    - the qualifications, knowledge and skill bought by an individual
  4. WORK
    - the tasks and responsibilities undertaken by each person
67
Q

Conflict: name 3 principle methods for conflict resolution. Name 5 other conflict resolution principles)

A
  1. MEDIATION
    - a form of negotiation led by an informal third party
  2. ARBITRATION
    - a form of medication where both parties agree to be bound by the decision of the impartial third party
  3. NEGOTIATION
    - a discussion aimed a reaching an agreement

Combating disinformation
Honesty
Identification of shared values
Mutual respect
Shared objectives

68
Q

Change: why are healthcare systems subject to almost continuous change (3 reasons)

A
  1. innovations
  2. structural reconfigurations
  3. changing population and needs
69
Q

Change: what different attitudes to change are there? Who described them? (there is a mnemonic)

A
  • described by Binney and Williams
    HO-HUMBLE

1.HONEST OPPONENTS
- declare their resistance and openly challenge the need for change

  1. HIDERS AND REFUGEES
    -ignore or try to hide from change- often through fear or lack of interest
  2. UNDERGROUND OPPONENTS
    - Actively try and block changes
  3. MISSIONARIES
    -please to embrace change
    - they adopt change, adapt to it rapidly and actively encourage others to do so
  4. BELIEVERS
    - understand the merits of change and believe in them
    - a little more cautious as they can see the benefits and the risks
  5. LIP SERVICE (PEOPLE WHO PAY)
    - acknowledge that change is probably necessary
    - typically not active in supporting or adopting it
  6. EMMIGRANTS
    - simply leave, wanting nothing to do with the changes
    - would rather seek employment elsewhere
  7. EMMIGRATORS
70
Q

Change: Name 5 frameworks that can be used for IMPLEMENTING change in an organisational

A
  1. Social learning theory
  2. Diffusion of innovation
    3 Organisational change theory
  3. social constructivist theory ( eg appreciative enquiry method)
  4. PDSA cycles
71
Q

Change: social learning theory (aka social cognitive theory)

A
  • Bandura 1997
  • model focuses on 3 determinants of behaviour

1 RECIPROCAL DETERMINISM
- the continuous, complex and subtle interactions between peoples behaviour and their environment

  1. SOCIAL NORMS
    - the effects of social and cultural conventions on behaviour
  2. COGNITIVE FACTORS including:
    - observational learning (humans learn not just by doing but by watching other peoples behaviour and the rewards they get for those behaviours)
    - Expectations (used to describe the capacity of an individual to anticipate and value the outcome of a particular behaviour, capacity varies between individuals ie young women who believe smoking helps with weight loss are more likely to quit if given info on other weight management strategies)
    - self efficacy (a persons perceived ability to control their behaviour. Person and environment specific ie someone may be confident they can not drink at home but not when out).
72
Q

Change: organisational change theory

A
  • concerns processes and strategies for increasing the chances that healthy policies and programmes will be adopted and maintained in formal organisations
  • involves:
    1. problem definition (awareness stage)
    2 Initiation of action (adaptation stage)
    3. Implementation of change
    4. Institutionalisation of change
73
Q

Change: Diffusions of innovations theory

A
  • normal curve with:

1.INNOVATORS 2.5%
First to embrace change

  1. EARLY ADOPTERS 13.5%
    PArt of the first sizeable wave of public who take up change
  2. EARLY MAJORITY (34%)
    typically have watched and waited before either seeing the benefits or summoning the confidence to take change
  3. LATE MAJORITY (34%)
    Follow in due course, less change orientated and need more convinving
  4. LAGGARDS (16%)
    Show little interest in change, do not want to get involved
74
Q

change: diffusion of innovation theory- what 5 factors make it more likely change will be adopted quickly?

A
  1. relatively advantageous
  2. Simple
  3. Amenable to being trialled
  4. visibly more efficacious
  5. compatible with existing systems
75
Q

Change: what is social constructivist theory (eg appreciative enquiry model)

A
  • reality is created through the language used
  • for example in the appreciative enquiry model , the act of asking questions of a group influences the group to start its own enquiry and discussions which in turn prompts change
  • it assumes that improvements can be created through the process of enquiry
  • it focuses on positives not problems
  • it is designed to influence attitudes and thinking

FPH exam (29 decks)

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