Introduction to healthcare quality management

Book- (Spath, P. (2018). Introduction to healthcare quality management (3rd ed.). Chicago, IL: Health Administration Press.
ISBN 978-1567939859)
Details- Of the ground rules listed in critical concept 7.1, which three are most important for a team to adopt, and why? When choosing the rules, consider your past experiences working with a team or a decision-making group. (25 points)
Use the template in exhibit 7.2 to create a charter for an improvement project involving a healthcare process that you are familiar with. Complete as many sections of the charter as possible. (25 points)
If you were the team leader of the group described in the following case study, how would you refocus and re-motivate the team toward the improvement goal? (50 points)
When members were recruited for the improvement project, they were clearly told that the team’s work would be additional to their regular work responsibilities but that they had to treat it as a high priority. They were expected to complete team assignments on time and were required to attend meetings. Despite being aware of these clear expectations, by the third week of the project, team members started arriving late to meetings, making excuses for not having completed their assigned tasks, and neglecting to return the leader’s phone calls.
References to 7.1 and 7.2- Improvement project teams
Improvement Project Team•A group of people working together to implement an improvement or solve a problem•The team consists of:–Team sponsor–Team leader–Team members–Facilitator–Recorder–Timekeeper
Team Sponsor•Charters the improvement team•Provides initial improvement goals•Monitors team progress•Supports the team and clears away barriers
Team Leader•Often the process owner–Organizes the project–Chairs team discussions–Keeps the project focused on goals–Establishes the meeting schedule–Serves as a liaison between the team and the team sponsor
Team Members•Five to ten people with personal and detailed knowledge of some part of the performance problem•Share responsibility in achieving improvement goals–Participate in discussions, decision making, and other team tasks. Team Members•Five to ten people with personal and detailed knowledge of some part of the performance problem•Share responsibility in achieving improvement goals–Participate in discussions, decision making, and other team tasks
Other Team Positions•Some improvement teams include–Facilitator (helps manage discussions about the process during team meetings)–Recorder (captures ideas, decisions, action items, and assignments in writing) –Timekeeper (keeps track of time during project meetings) Other Team Positions•Some improvement teams include–Facilitator (helps manage discussions about the process during team meetings)–Recorder (captures ideas, decisions, action items, and assignments in writing) –Timekeeper (keeps track of time during project meetings)
Team Meetings•First meeting–Review goals and project charter–Establish ground rules–Define time schedule for project completion•Subsequent meetings–Advance through the improvement model to achieve project goals
Stage 1: FormingCharacteristics of forming:–Interactions are polite and superficial; open conflict is rare.–Group thinking (conformity of opinion) tends to dominate.–Members rely on the leader for direction.–Project goals are not clear. Role of team leader: –Introduce members to project goals and the timeline for completion.–Help members become acquainted.–Allow time for members to get comfortable with one another while still moving the project along.–Establish ground rules. Stage 2: StormingCharacteristics of storming:–Participation increases; members want some influence on the project. –Group thinking decreases; open conflict increases.–Members are more critical and question how and why decisions are made.–Members may challenge the team leader directly or indirectly. Role of team leader:–Clarify team’s role in achieving project goals.–Address conflicts as they surface; review and enforce ground rules.–Revisit purpose of the improvement project.–If necessary, engage project sponsor in resolving conflicts. Stage 2: StormingCharacteristics of storming:–Participation increases; members want some influence on the project. –Group thinking decreases; open conflict increases.–Members are more critical and question how and why decisions are made.–Members may challenge the team leader directly or indirectly. Role of team leader:–Clarify team’s role in achieving project goals.–Address conflicts as they surface; review and enforce ground rules.–Revisit purpose of the improvement project.–If necessary, engage project sponsor in resolving conflicts.
Stage 3: NormingCharacteristics of norming:–Members are more friendly, more supportive of one another.–Ground rules that may have been overlooked in the beginning are now taken more seriously.–Subgroups may be formed to move the project along faster.–Conflict is handled openly and constructively. Role of team leader:–Encourage members to spend less time generating ideas and more time making decisions. –Keep the team on track toward the improvement goals.–Provide time for discussion and feedback. Stage 3: NormingCharacteristics of norming:–Members are more friendly, more supportive of one another.–Ground rules that may have been overlooked in the beginning are now taken more seriously.–Subgroups may be formed to move the project along faster.–Conflict is handled openly and constructively. Role of team leader:–Encourage members to spend less time generating ideas and more time making decisions. –Keep the team on track toward the improvement goals.–Provide time for discussion and feedback.
Stage 4: PerformingCharacteristics of performing:–All contributions are recognized and appreciated.–Members develop a sense of cohesiveness and team identity.–Project goals are achieved; the team may look for additional improvement opportunities. Role of team leader:–Take a less directive and more supportive role.
Improvement Teams•Teams of people are personally involved in improving performance.•The team environment must foster interaction and open communication.–Such an environment promotes the generation of new ideas and continuous improvement.

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