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MEDS 580 - Team - Final > Lecture 13 - Decision Making in Teams > Flashcards

Lecture 13 - Decision Making in Teams Flashcards

1
Q

What are three types of decisions?

A
  1. Individual clinical decision
  2. Team clinical decision
  3. Team management decision
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2
Q

The difference between a management decision and a clinical decision is that _________

A

management decisions do not pertain to a particular patient but rather how the team does its work

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3
Q

What are the four models for Decision Making in Teams

A
  1. Strong central authority
  2. Voting
  3. Unanimous agreement
  4. Consensus
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4
Q

Decision Making
Describe:

Strong Central Authority

A
  1. Decision made without team deliberation
  2. Often made in time sensitive situations like trauma
  3. Appropriate for situations of high risk in which rapid action is required to achieve desirable results or avoid serious adverse outcomes
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5
Q

Decision Making
Describe:

Voting

A
  1. Typically the option that wins the plurality of votes is the chosen option
  2. This is the most commonly used strategy in decision making
  3. Plurality will be the largest number of votes counted whether that is the majority or not

(Other options: each voter can be asked to rate each option on a scale, say, of 1 to 10. The ratings can then be averaged across all voters, and the option with the highest average rating is declared the winner. Or, the option with the highest median rating can be declared the winner.)

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6
Q

Decision Making
Describe:

Unanimous agreement

A

Unanimous Agreement that requires all team members to reach same conclusion on the matter

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7
Q

When is strong central authority for decision making good?

A

Appropriate for situations of high risk in which rapid action is required to achieve desirable results or avoid serious adverse outcomes

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8
Q

What is another option to voting?

A

Other options: each voter can be asked to rate each option on a scale, say, of 1 to 10. The ratings can then be averaged across all voters, and the option with the highest average rating is declared the winner. Or, the option with the highest median rating can be declared the winner.

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9
Q

Decision Making
Describe:

Plurality

A

The system in which the option with the most votes wins

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10
Q

What are some strengths and weaknesses for “Voting” decision making?

A

Disadvantages:

  1. Does not measure conviction
  2. Sometimes a complacent majority can overrule a passionate minority and create resentment

Advantages:

  1. Rapid, simple method
  2. Does not heavily invest a single person
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11
Q

What are some strengths and weaknesses for “Unanimous Agreement”

A

Advantages:

  1. Forces team members to listen to each other and find alternatives that work for everyone
  2. Builds support for implementation of the decision

Disadvantages:

  1. Team may not be able to make a decision
  2. Can create a time demanding process that ends in stale-mate
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12
Q

What does consensus mean in regards to “Decision Making”?

A

Consensus

  • Relaxed version of unanimous agreement
  • Does not require positive affirmation from all team members but rather acceptance
  • “agreement by general acceptance rather than positive affirmation”
  • Allows for team members to voice their opposition but still being willing to accept it
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13
Q

Choosing a Method for Making Decisions:

Extreme urgency/high risk

A

Strong central authority

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14
Q

What method of decision making would a template team use?

A

Strong central authority

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15
Q

What method of decision making would a True team use?

A

Consensus

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16
Q

T/F

Teams can change their decision making

A

True

  • Consensus often switches to voting or unanimous decision
  • When ill effects or high risk for some team members will result from one or more of the choices being considered
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17
Q

What are the six decision making hazards?

A
  1. Allowing Personality Factors, Status, or Hierarchy to Interfere with Deliberation (Strong personalities can suppress other’s opinions)
  2. Production Blocking (Nascent ideas can be swept under the rug, adequate time not given to think them through (listening prevents new thoughts)
  3. Group Polarization (Discussion often intensifies viewpoints. Also makes groups more likely to make more extreme decisions (either taking more risk or being more cautious)
  4. Hidden Profile (Refers to the phenomenon that more attention is paid to info that is already widely shared with the group prior to the beginning of the discussion)
  5. Defensive routines (Habits of thought and discussion that serve to protect the self-esteem of team members and the status quo in a team. Ex:: assigning blame or downplaying negative outcomes)
  6. Groupthink (Agreement that occurs because the team values consensus more highly than it values coming to a good decision)
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18
Q

List five Methods for Improving Decision Making

A
  1. Using Evidence (Provides guidance for clinical practice as well as common ground amongst specialties)
  2. Constructive Controversy (Clearly opposing sides must be involved. Solutions assigned to various team members who must generate arguments in favor of the proposed solution and synthesize what they have learned so that both sides can come to an agreement)
  3. Devil’s Advocacy (A team member critiques either a particular point of view or all viewpoints on the topic. Note: This person does not actually have to believe what they are saying)
  4. Encouragement of Minority Viewpoints
  5. Negative Brainstorming (Once a decision has been made, the team must think of all the reasons they should NOT do it)
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19
Q

Define creativity vs. innovation

A

Creativity is the generation of novel ideas, plans, and solutions to problems

Innovation is the application of creativity in the form of a new product or service

(1. Creativity is not a required characteristic of teams
2. Creativity often used in management teams
3. For healthcare teams, creativity can avoid groupthink , premature consensus, and suppression of novel ideas)

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20
Q

Team Creativity vs Individual Creativity

A
  • A team of creative individuals may not be a creative team if individual creativity is stifled
  • Having a creative leader does not ensure a creative team

Bottom line: implement processes that support team creativity

Some suggestions:
individual behaviors are questioning, observing others, experimenting, and networking
Find outside interests, diversity searches for solutions to problems , be adaptable and open to new Ideas

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21
Q

What is the basis for creativity?

A

Being able to make associations across seemingly unrelate ideas

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22
Q

T/F

Creativity is a competence that can be learned

A

True

The personality trait of openness makes individuals more likely to be creative

23
Q

What trait makes people more likely to be creative?

A

Openess

24
Q

T/F

Creativity is linked to innovation

A

True

25
Q

Define:

Psuedocreativity

A

Novelty that derives from nonconformity, lack of discipline, blind rejection of what already exists

  • Creativity has boundaries; not every idea will be innovative
  • Teams should generate realistic ideas
26
Q

What are two ways people process creativity differently?

Critical vs Creative Thinking

A
  1. Critical thinking - cognitive search for one answer to a problem through logical thinking and mathematical processes
  2. Creative thinking - starting with one problem but coming up with many different possible solutions that may vary in practicality
27
Q

What are two ways people process creativity differently?

Exploration vs Exploitation

A
  1. Exploration - searching for new possibilities through experimentation, discovery, and innovation
  2. Exploitation - Exploitation involves refining and extending existing products and services
28
Q

What are two ways people process creativity differently?

Exploration vs Exploitation

A
  1. Exploration - searching for new possibilities through experimentation, discovery, and innovation
  2. Exploitation - Exploitation involves refining and extending existing products and services
29
Q

What are some steps to build a team culture of creativity?

A
  1. Specify realistic creativity as a team goal
  2. Select for and encourage diversity
  3. Build support for creativity in team activities and processes
  4. Increase the base of relevant knowledge
  5. Challenge the team
  6. Stop working
30
Q

Building a Team Culture of Creativity
Explain:

Specify Realistic Creativity as a Team Goal

A
  • Requires a team commitment with creativity/innovation as a team goal
  • Team leaders are important in this step
  • Easy for teams to say “we are not creative” so it must be accepted that the culture will be set against this attitude
  • Important to establish that creativity is not easy to achieve
31
Q

Building a Team Culture of Creativity
Explain:

Select for and Encourage Diversity

A
  • Diversity of perspective is key to creativity in a team (Note that Interprofessional teams by definition have diverse perspectives)
  • Research demonstrates that teams with members with diverse backgrounds outperform homogenous teams (Note: Generate more arguments, apply more strategies, detect more novel solutions, and integrate multiple perspectives)
  • Creating diverse teams often falls to the team sponsor
32
Q

Building a Team Culture of Creativity
Explain:

Build Support for Creativity in Team Activities

A
  • Participation as a team norm is important (Note: Important for higher power team members not to stifle the discussion and not stifle others ideas and opinions)
  • Creative members must understand that they need to help less creative members along
  • Have a positive attitude towards problem solving
33
Q

Building a Team Culture of Creativity
Explain:

Improve the Base of Relevant Knowledge

A
  • Creativity more likely to emerge when it is informed by facts and knowledge about an issue (Note: Hold educational sessions)
  • Improve learning, share best practices, and explore how other teams are handling similar issues (Ex: try to include journal reading and travelling to conferences)
34
Q

Building a Team Culture of Creativity
Explain:

Challenge the Team

A
  • Leaders must set high standards for quantity and quality for creative ideas
  • Remain open to new ideas
  • Teams must be able to process and think about new ideas
  • Must understand that rejection of ideas is necessary
35
Q

Building a Team Culture of Creativity
Explain:

Stop Working

A
  • Devote formal team time to creativity.
  • Work to “stop” refers to the traditional view of work as critical thinking, convergent thinking, and exploitation as opposed to work that involves creative and divergent thinking and exploration
  • The formal delineation by the leader of a shift in thinking is sometimes helpful
36
Q

T/F

The formal delineation by the leader of a shift in thinking is never helpful

A

False

The formal delineation by the leader of a shift in thinking is SOMETIMES helpful

37
Q

What are the steps for brainstorming?

A
  1. Introduce all ideas are welcome and will not be evaluated during the session; the more ideas the better
  2. Give members quiet time to jot down ideas
  3. Keep central idea displayed somewhere else
  4. Allow for lulls/silence; good ideas sometimes emerge after silence
  5. Assessment and prioritization can only occur after an extensive list of ideas has been made
  6. Leaders must monitor and facilitate
38
Q

What are some other tools for fostering creativity

A
  1. Brain-Writing - Refers to writing ideas down on paper/digitally and are distributed to the group and ideas are added to these papers. Avoids production blocking
  2. Negative Brain storming - Why shouldn’t we do this
  3. Scenario Planning - Forecasting future outcomes, what will happen if certain things are chosen
39
Q

Rift Valley Fever affects which animals

A

Cattle
Goats
Humans

40
Q

Rift Valley Fever is borne/carried by what insect?

A

Mosquito (Aedes and Culex)

  • Infected mosquitoes can then pass the virus to livestock and humans; particularly in livestock, a high level of virus in the bloodstream is reached which then infects other mosquitoes
41
Q

What are the symptoms of Rift Valley Fever?

A

Usually asymptomatic or mild fever, headache, myalgias, or liver problems

In severe cases (~1%), can progress to visual impairment, hemorrhagic fever, or meningoencephalitis

42
Q

Rift Valley Fever is found in where?

A

East Africa, West Africa, and the Middle East

Virus from the Bunyaviridae family

43
Q

Describe the 2006-2007 Rift Valley Fever outbreak?

A
  • Occurred in Kenya, Somalia, Tanzania, Sudan, and Madagascar caused more than 200,000 human infections and led to roughly 500 deaths.

In Kenya alone, the outbreak cost $32 million in livestock losses and international export bans.

44
Q

What was the most serious outbreak of Rift Valley Fever?

A
  • 1950-1951 and resulted in the death of roughly 100,000 sheep.
45
Q

Describe the 1997 Rift Valley Fever outbreak?

A

An outbreak in 1997 caused 170 hemorrhagic fever-associated deaths and approximately 27,500 infections.

46
Q

How is the Rift Valley Fever transmitted by Mosquitoes?

A
  • Infected mosquitoes can pass the virus to livestock and humans; particularly in livestock, a high level of virus in the bloodstream is reached which then infects other mosquitoes
  • Livestock can also pass the virus to humans with blood contact
  • RVF causes increased abortion rates in cattle and other animals
47
Q

T/F

Rift Valley Fever causes increased abortion rates in cattle and other animals

A

T

48
Q

Describe the enzootic cycle of Rift Valley Fever

A

Local enzootic transmission of RVF occurs at low levels in nature during periods of average rainfall.

The virus is maintained through transovarial transmission from the female Aedes mosquito to her eggs and through occasional amplification cycles in susceptible livestock.

49
Q

Describe the epizootic-epidemic cycle of Rift Valley Fever

A

Occurs with abnormally high rainfall that allows mosquitos to flourish.

Infected mosquitoes feed on livestock

Humans get exposedd to livestock blood and tissue during slaughtering and birthing activities.

50
Q

How is Rift Valley Fever connected to the weather?

A
  1. El Nino causes warming in the Pacific Ocean which then alters global weather patterns, including increased rain in East Africa
  2. Usually semiarid areas located in the region receive more than average rainfall
  3. “Dambos” which are low lying wetlands with grasses and shrubs often surrounded by woodlands, become inundated with water
  4. Increased water promotes vegetation growth, which provides more areas suitable for mosquitos as well as stimulating the hatching of mosquito eggs
51
Q

“Dambos”

A

Low lying wetlands with grasses and shrubs often surrounded by woodlands, become inundated with water

El Nino causes above-normal rainfall. Excessive, sustained rainfall awakens the eggs of mosquitoes infected with Rift Valley fever that can remain dormant for up to 15 years in dried-out dambos

52
Q

How long can RVF stay dormant in dried out dambos?

A

15 years

53
Q

How can technology be used to fight diseases?

A
  • Remote sensing data enable scientists to study the earth’s biotic & abiotic components
  • Can use this to explore whether environmental factors are associated with disease vectors and human transmission risk.

Technologies used:

  1. Landsats Multispectral Scanner
  2. Thematic Mapper
  3. National Oceanic & Atmospheric Administration’s
  4. Advanced Very High Resolution Radiometer
54
Q

What are some benefits of early notification when it comes to diseases and the weather

A
  1. Animal vaccination - WHO advises that a sustained animal vaccination program can prevent animal RVF outbreaks, which precede human outbreaks. (WHO warns that vaccination must precede RVF activity, since vaccinators may inadvertently spread the virus among animals.)
  2. Vector control - WHO also recommends larviciding measures at mosquito breeding sites (which are predicted in the RVF Monitor) as an effective form of vector control, if applied before breeding sites become widespread with flooding

MEDS 580 - Team - Final (10 decks)

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