Week 2: Teamwork, Leadership & Personal Assumptions

Question 1

Describe team

Answer 1

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

Question 2

Describe Team work

Answer 2

Working together cooperatively and effectively

Question 3

Describe Health Team

Answer 3

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

Question 4

What are the benefits of working in a team?

Answer 4

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

Question 5

List 5 characteristics of effective teams

Answer 5

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

Question 6

What are the hardest parts of working in a team?

Answer 6

• Building trust
• Lack of clarity & communication
• Unclear goals

Question 7

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

Answer 7

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

Question 8

What are the types of knowledge?

Answer 8

1. Explicit
2. TACIT/implicit

Question 9

List 6 explicit knowledge

Answer 9

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

Question 10

List TACIT/implicit knowledge

Answer 10

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

Question 11

What is leadership?

Answer 11

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

Question 12

List 4 main roles of a leader

Answer 12

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

Question 13

What are the 5 leaderships?

Answer 13

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

Question 14

List the capabilities of ‘lead self’ in leadership

Answer 14

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

Question 15

List the capabilities of ‘engage others’ in leadership

Answer 15

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

Question 16

List the capabilities of ‘achieve outcomes’ in leadership

Answer 16

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

Question 17

List the capabilities of ‘drive innovation’ in leadership

Answer 17

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

Question 18

List the capabilities of ‘shape system’ in leadership

Answer 18

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

Question 19

If conflict is manages, what can it improve?

Answer 19

• Awareness and understanding
• Creativity
• Cohesion
• Commitment
• Outcomes

Question 20

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

Answer 20

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

Question 21

What are the six steps to deal with conflict management?

Answer 21

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)

Question 22

Why do HCPs often find giving feedback difficult?

Answer 22

• 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’

Question 23

List 4 features of constructive feedback?

Answer 23

1. Specific
2. Supportive
3. Problem solving
4. Timely

Question 24

List 4 features of destructive feedback?

Answer 24

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

Question 25

How should you provide formal feedback?

Answer 25

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

Question 26

How should you structure feedback?

Answer 26

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

Question 27

Identify what is the SBIR model?

Answer 27

- 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)

Question 28

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

Answer 28

- Choice of career/hobbies - Someone’s personal lifestyle

Question 29

What harm can the stereotyping of people do?

Answer 29

- Inflict emotional pain/damage - Leads to under performance - Toxic/not safe environment

Question 30

Define assumptions?

Answer 30

- An unconscious bias that creates prejudice - Judgemental communication that limits trust and rapport

Question 31

What does assumptions limit?

Answer 31

- The ability to understand others - Empathy - Acceptance - An equal partnership in a healthcare relationship

Question 32

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?

Answer 32

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

Question 33

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.

Answer 33

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

Question 34

List and briefly describe AIDET system

Answer 34

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)