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Patient Centred Care > Week 2: Teamwork, Leadership & Personal Assumptions > Flashcards

Week 2: Teamwork, Leadership & Personal Assumptions Flashcards

1
Q

Describe team

A

Individuals who work inter-dependently to achieve a common goal, using shared rules, guidelines & ethics, with mutual trust and accountability for the outcomes

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2
Q

Describe Team work

A

Working together cooperatively and effectively

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3
Q

Describe Health Team

A

A team of practitioners who work together to prevent health problems or disability, maintain good health, improve health and/or maximise ability

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4
Q

What are the benefits of working in a team?

A
  1. Assist consumers
    - Navigate the complexity of the healthcare system
    - Better manage their health
    - More effectively access and use resources
  2. Inter-professional learning
    - Occurs when two or more professions learn about, from and with each other to enable effective collaboration
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5
Q

List 5 characteristics of effective teams

A
  1. Mutual trust & respect
  2. Shared goals
  3. Clearly defined roles
  4. Sharing of knowledge & skills
  5. An optimistic attitude
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6
Q

What are the hardest parts of working in a team?

A
  • Building trust
  • Lack of clarity & communication
  • Unclear goals
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7
Q

What are the skills you value most highly in team members?

A
  • Integrity
  • Shared goals
  • Mutual trust & respect
  • Sharing of knowledge & skills
  • Effective, honest, timely communication
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8
Q

What are the types of knowledge?

A
  1. Explicit
  2. TACIT/implicit
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9
Q

List 6 explicit knowledge

A
  • Facts
  • Data
  • Results
  • Procedures
  • Usually documented
  • ‘Easier’ to teach & learn
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10
Q

List TACIT/implicit knowledge

A
  • Processes
  • Techniques
  • Insights
  • Intuitions
  • Gut feelings
  • Rarely documented
  • Comes from experience
  • Usually left to figure it out by yourself
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11
Q

What is leadership?

A
  • The art of motivating a group of people to work towards achieving a common goal
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12
Q

List 4 main roles of a leader

A
  1. Facilitate the team’s activities
  2. Provide the right processes
  3. Resolve conflict
  4. Provide feedback
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13
Q

What are the 5 leaderships?

A
  1. Lead self
  2. Engage others
  3. Achieve outcomes
  4. Drive innovation
  5. Shape system
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14
Q

List the capabilities of ‘lead self’ in leadership

A
  • Is self-aware
  • Seeks out & take opportunities for personal development
  • Has strength in character
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15
Q

List the capabilities of ‘engage others’ in leadership

A
  • Values diversity & models cultural responsiveness
  • Communicates with honesty and respect
  • Strengthens consumers, colleagues and others
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16
Q

List the capabilities of ‘achieve outcomes’ in leadership

A
  • Influences & communicates the direction
  • Is focussed & goal oriented
  • Evaluates progress and is accountable for results
17
Q

List the capabilities of ‘drive innovation’ in leadership

A
  • Champions the needs for innovation and improvement
  • Builds support for change
  • Positively contributes to spreading innovative practice
18
Q

List the capabilities of ‘shape system’ in leadership

A
  • Understands and applies systems thinking
  • Engages & partners with consumers and communities
  • Builds alliances
19
Q

If conflict is manages, what can it improve?

A
  • Awareness and understanding
  • Creativity
  • Cohesion
  • Commitment
  • Outcomes
20
Q

What are different approaches to manage conflict. Describe each one briefly.

A
  1. Competitive
    - Domination, with only one acceptable outcome
  2. Collaborative
    - Mutual agreement
  3. Compromising
    - Mutually acceptable, expedient resolution
  4. Avoidance
    - No discussion - Low care-factor, may allows ‘cooling off’
  5. Accommodating
    - Yielding to others views, diplomatic
21
Q

What are the six steps to deal with conflict management?

A
  1. Obtain the correct information and clarify the needs of all parties (active listening)
  2. Consider different perspectives & situations and show you value others and their rights (respect)
  3. Use a communication style appropriate to the situation (flexibility)
  4. Brainstorm possible solutions to meet needs, and aim for win-win (creativity)
  5. Create a plan describing who will do what, where and by when, either verbally or in a document (clarity of roles & responsibilities)
  6. Follow through and acknowledge your own constraints/limitations (manage expectations)
22
Q

Why do HCPs often find giving feedback difficult?

A
  • Fear that it will make things worse
  • Have received feedback themselves that was poorly delivered
  • Comments may seem judgemental
  • Is difficult to provide ‘negative’ feedback – it might be perceived as implying ‘failure’
23
Q

List 4 features of constructive feedback?

A
  1. Specific
  2. Supportive
  3. Problem solving
  4. Timely
24
Q

List 4 features of destructive feedback?

A
  1. Vague, blanket statements
  2. Blame the person
  3. Threatening or attacking
  4. Pessimistic, with no hope for improvement
25
Q

How should you provide formal feedback?

A
  1. Prepare carefully
  2. Be specific
  3. Don’t accuse, exaggerate or be judgemental
  4. Restrict to things you know for certain (speak for yourself)
  5. Respect other’s emotions
26
Q

How should you structure feedback?

A
  • The S-B-I-R model can be used for giving both positive and negative feedback:
27
Q

Identify what is the SBIR model?

A
  • Situation (objective description of time/place)
  • Behaviour (behaviour/action that was observed)
  • Impact (what was felt/thought by the recipient about that behaviour)
  • Request (how to remedy this)
28
Q

Apart from physical appearance, what are some other things you may have observed people make assumptions about?

A
  • Choice of career/hobbies
  • Someone’s personal lifestyle
29
Q

What harm can the stereotyping of people do?

A
  • Inflict emotional pain/damage
  • Leads to under performance
  • Toxic/not safe environment
30
Q

Define assumptions?

A
  • An unconscious bias that creates prejudice
  • Judgemental communication that limits trust and rapport
31
Q

What does assumptions limit?

A
  • The ability to understand others
  • Empathy
  • Acceptance
  • An equal partnership in a healthcare relationship
32
Q

You are a member of a team that has received a poor performance rating in the most recent review.
a) Discuss four reasons why the team may be performing poorly?

A
  1. Not clear defined roles
  2. Team may not be sharing their knowledge & skills
  3. Lack of clarity & communication
  4. Not demonstrating effective, honest and timely communication
33
Q

You are a member of a team that has received a poor performance rating in the most recent review.
b) Provide three examples of changes you could implement if you were appointed team leader and asked to improve performance. Explain why each change might positively influence team outcomes.

A
  1. Team leader seeks out & take opportunities for personal development
    - This actively reflects on their performance as a leader and assumes responsibility for engaging in learning and growth
  2. Builds support for change
    - Influences informed discussion on health issues in every encounter, encourages diverse voices and consumer involvement and advocates for better outcomes
  3. Builds alliances
    - Promotes understanding, respect & trust between different groups, professions, organisations, sectors and points of view to enable effective collaboration, enhance connectivity, and minimise unintended consequences
34
Q

List and briefly describe AIDET system

A

Acknowledge (to show respect for the patient and establishes trust)

Introduce (yourself, by name and role)

Duration (to manage patient expectations)

Explanation (what you will be doing and why?)

Thank you (thank the person or acknowledge any cooperation or assistance & support)

Patient Centred Care (8 decks)

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