Teams, TeamSTEPPS, and Team Structures: Models for Functional Collaboration
Contents
Slide 1. Teams, TeamSTEPPS, and Team Structures: Models for Functional Collaboration
Slide 2. Rules of Engagement
Slide 3. Upcoming TeamSTEPPS Events
Slide 4. Help Line (312) 422-2609
Slide 5. Today's Presenter
Slide 6. No conflicts of interest
Slide 7. Objectives
Slide 8. Groups and Teams
Slide 9. No Slide Title
Slide 10. TeamSTEPPS Definition
Slide 11. No Slide Title
Slide 12. Team Structures
Slide 13. No Slide Title
Slide 14. No Slide Title
Slide 15. No Slide Title
Slide 16. Hierarchy
Slide 17. Strengths of Hierarchies
Slide 18. Liabilities of Hierarchies
Slide 19. Where hierarchies are successful
Slide 20. No Slide Title
Slide 21. No Slide Title
Slide 22. No Slide Title
Slide 23. Heterarchy
Slide 24. Decisions and Communication
Slide 25. Strengths of Heterarchies
Slide 26. Liabilities of Heterarchies
Slide 27. No Slide Title
Slide 28. No Slide Title
Slide 29. No Slide Title
Slide 30. Holacracy
Slide 31. Decisions and Communication
Slide 32. Strengths of Holacracies
Slide 33. Liabilities of Holacracies
Slide 34. No Slide Title
Slide 35. Possibilities to consider
Slide 36. Learning to be on a team
Slide 37. Paradigm Shift to Team Approach
Slide 38. Teams and Communication
Slide 39. Ultimately
Slide 40. References
Slide 41. Contact Information
Slide 42. Questions and Answers
Slide 1
Teams, TeamSTEPPS, and Team Structures: Models for Functional Collaboration
February 8, 2017
Slide 2
Rules of Engagement
- Audio for the webinar can be accessed in two ways:
- Through the phone (*Please mute your computer speakers).
- Through your computer.
- A Q&A session will be held at the end of the presentation.
- Written questions are encouraged throughout the presentation and will be answered during the Q&A session
- To submit a question, type it into the Chat Area and send it at any time during the presentation.
Slide 3
Upcoming TeamSTEPPS Events
- Master Training Courses
- Registration for courses through June 2017 now open.
- Registration opening on January 18 for courses in April-June 2017.
- National Conference
- June 14-16, 2017
- Downtown Hilton, Cleveland, OH.
- Registration open and filling up fast!
Slide 4
Help Line (312) 422-2609
Or email: AHRQTeamSTEPPS@aha.org
Slide 5
Today's Presenter
- William (Bill) Gordon, DMin, MDiv
- Faculty, Department of Interprofessional Healthcare Studies
- Rosalind Franklin University of Medicine and Science
North Chicago, IL
Slide 6
No conflicts of interest
I have no conflicts of interest to declare in relationship to this presentation
Slide 7
Objectives
- Learn to analyze team structures by reviewing an organizational diagram, hypothesizing the assets and challenges to relationships, communication, and accountability.
- Differentiate between hierarchy, heterarchy, and holacracy as models of team organizational strategies
- Evaluate these structures utilizing the TeamSTEPPS domains of leadership, situation monitoring, mutual support, and communication.
- Consider possibilities of hybridized organizational models for task or time specific teams.
Slide 8
Groups and Teams
In a group, focus is on individual results
- People are free to act independently, regardless of the behavior of others
Slide 9
No Slide Title
In a team, success belongs to the whole, not to individuals
- People are interdependently related, rather than being independent.
Slide 10
TeamSTEPPS Definition
Two or more people who interact dynamically, interdependently, and adaptively toward a common and valued goal, have specific roles or functions, and have a time-limited membership.
Slide 11
No Slide Title
Two or more people who interact dynamically, interdependently, and adaptively toward a common and valued goal, have specific roles or functions, and have a time-limited membership.
- This definition is largely behavioral, describing how members interact.
- It does not, by definition, require a team to be interprofessional or even multidisciplinary.
Slide 12
Team Structures
How teams are structured or organized may affect:
- How team members understand relationships to one another.
- How communication flows.
- Levels of personal accountability (based on decision-making strategies).
Slide 13
No Slide Title
The Hierarchy diagram: This is a bubble diagram with one ball at the top with arrows pointing to 5 balls beneath it.
* Variations are possible, largely based on leadership styles and skills.
Slide 14
No Slide Title
A more complex hierachy bubble diagram where the top of one bubble is connected to one of the bottom bubbles of another. It goes down about 5 levels. There is a "you are here" sign and an arrow pointing at one of the very bottom bubbles.
- Relationships.
- Communication.
- Personal Accountability.
Slide 15
No Slide Title
A more complex heirarchy bubble diagram where the top of one bubble is connected to one of the bottom bubbles of another group. It goes down about 5 levels. There is a "you are here" sign and an arrow pointing at one of the very bottom bubbles. There is a "the vision is here (heroic model)" and an arrow pointing to the very top bubble.
Slide 16
Hierarchy
- Characterized by "single node ascendancy" (Hero)
- One person or group is in charge.
- In compliance driven hierarchies, power distribution is seen as "power-over" rather than "power-shared".
- Election to leadership is often based factors such as longevity/seniority.
The Hierarchy diagram: This is a bubble diagram with one ball at the top with arrows pointing to 5 balls beneath it.
Slide 17
Strengths of Hierarchies
Efficiency and Familiarity
- Very efficient model for the transfer of information to a group of limited size (i.e. small)
- Hierarchies can structure information flow.
- Many organizational structures in our culture are built on hierarchies.
Slide 18
Liabilities of Hierarchies
The Hierarchy diagram: This is a bubble diagram with one ball at the top with arrows pointing to 5 balls beneath it.
Communication
- Can be compromised by lack of trust and lack of access to decision-makers.
Disengagement
- Lack of power at the edges may impact "buy-in".
Poor accountability
- As long as compliance-driven orders are received, workers can defer to having followed those instructions, and are not considered culpable.
Slide 19
Where hierarchies are successful
- Public safety.
- Military.
- Emergent situations where information flow is uni-directional.
- Teaching/education.
Hierarchies in and of themselves are not bad.
Non-reflective use or abuse of power within hierarchies amplifies their liabilities.
The Hierarchy diagram: This is a bubble diagram with one ball at the top with arrows pointing to 5 balls beneath it.
Slide 20
No Slide Title
- Leadership: Potentially less- or non-collaborative, may not foster a relational model
- Situation Monitoring: May be difficult to see the "big picture" as relationships are defined by position
- Mutual Support: Depending on leadership, lateral access/communication may be difficult
- Communication: Can be compromised by poor lateral communication and by filtering effects of passing information through layers of organization
The TeamSTEPPS triangle with an arrow pointing from each box inside to its corresponding definition in the text.
Slide 21
No Slide Title
- Relationships.
- Communication.
- Personal Accountability.
The Heterarchy diagram where the bubbles are more weblike and decentralized.
Slide 22
No Slide Title
The Heterarchy diagram where the bubbles are more weblike and decentralized.
Slide 23
Heterarchy
- Characterized by shared organizational structure that is web-like or hive-like
- Generally considered to be a decentralized or shared power structure
- Power transfers are fluid (happen easily and quickly)
- Leadership may be based on information rather than education, position, longevity, title, etc.
The Heterarchy diagram where the bubbles are more weblike and decentralized.
Slide 24
Decisions and Communication
Information flows non-symmetrically across the network
- There is no formal "chain of command"
Because of the shared power structure, edges are less likely to be constrained
- Relationships tend to be non-linear
Slide 25
Strengths of Heterarchies
Fluidity
- The structure adaptable to challenges and changes
Transparency
- Because communication is transparent, trust is generated
Accountability
- Movement away from individual successes, elevation toward team accountability
Slide 26
Liabilities of Heterarchies
Uncertainty
- Unfamiliarity with structure leads to concern that "nobody is in charge"
Informal channels of communication
- Not all information permeates the entire structure
- Information flow tends to follow a pattern of needs
Maintenance
- Requires reflective process among team members
Slide 27
No Slide Title
- Leadership: Tends to be more fluid, based on information rather than titles, seniority, etc.
- Situation Monitoring: Transparency is possible through open communication and access.
- Mutual Support: Vision is held by the whole, reinforcing need for enabling success of each team member. We all succeed or no one does.
- Communication: Open, undefined by title, based on need, can be targeted to specific areas.
Slide 28
No Slide Title
- Relationships
- Communication
- Personal Accountability
Holacracy diagram: Where central points are connected and each central point has a variety of other points around it.
Slide 29
No Slide Title
Holacracy diagram with a circle around it
Slide 30
Holacracy
Requires team members be fully calibrated to the stated vision
- Team members assume roles based on team need
Assignments are fluid based on need in alignment with vision
- Team member contributions may vary greatly across function and task
(Self-organizing, autopoietic)
Slide 31
Decisions and Communication
More autonomy is given to individuals to make decisions
- Can lead to high innovation
- Requires a strong sense of team values
Communication must be central to team functioning
- Requires reflective ability and calls to accountability
Slide 32
Strengths of Holacracies
- Fluidity
- Adaptive structure.
- Valuing of Individuals
- High importance placed on every member of the team.
- On-going opportunities for collaboration.
- Connection
- Increasing connection (and adaptation) of.
- structure to team vision.
Slide 33
Liabilities of Holacracies
Emergence
- No hard rules, emerging organizational structure
- May be more difficult to implement where established roles and responsibilities are more rigid/clearly defined.
Non-participation
- Potential for passengers. Requires trust and development of organizational culture.
Tracking
- Completion of tasks in a timely fashion may be harder to track.
Slide 34
No Slide Title
- Leadership: A lot of member autonomy and empowerment changes leadership model to "facilitator".
- Situation Monitoring: Transparency allows view of larger organization (and possibly more experience across differentiated tasks).
- Mutual Support: Early reports are this model engenders positive relations (i.e. "my community" rather than "my job").
- Communication: Can be challenging to be certain all who need to know are informed; may be more difficult to track tasks.
Slide 35
Possibilities to consider
Hybridizing
Consider for task or time specific teams.
A combination of the Hierarchy diagram and heterarchy diagram where the heterarchy diagram is connected to the bottom bubbles of the Hierarchy diagram.
Perhaps the biggest challenge will be to reframe leadership.
Slide 36
Learning to be on a team
Being on a team requires a different focus by individual members.
- Focus is on team outcomes, not individual successes or "wins".
- The team succeeds or fails together (as a team).
Slide 37
Paradigm Shift to Team Approach
From (INDIVIDUAL)
Single focus (practice skills).
Individual performance.
Under-informed decision-making.
Loose concept of teamwork.
Unbalanced workload.
Having information.
Self-advocacy.
Self-improvement.
Individual efficiency.
To (TEAM)
Dual focus (practice and team skills).
Team performance.
Informed decision-making.
Clear understanding of teamwork.
Managed workload.
Sharing information.
Mutual support.
Team improvement.
Team efficiency.
Practice skills refers to those skills you must have to do your job. The term applies to sets of clinical and/or non-clinical skills.
Slide 38
Teams and Communication
One of the greatest challenges about learning to collaborate with others is to find a system for communicating effectively.
One-on-one conversations are different from team communications.
Slide 39
Ultimately
- Not all leaders or leaderships styles are successful with all types of organizational structure (i.e. compliance driven leadership may not be suited for collaborative teams)
- How we organize our teams may impact, or perhaps even dictate how those teams can function, and what their outcomes will be
We have choices.
Slide 40
References
- Graphics are generated by Bill Gordon and may be used freely without attribution.
- Images (with the exception of the presenter's photograph) are from the Public Domain collection of the New York Public Library
- Mattessich, P. W., & Monsey, B. R. (2001). Collaboration--what makes it work: a review of research literature on factors influencing successful collaboration. St. Paul, MN: Fieldstone Alliance.
- Robertson, B. J. (2015). Holacracy: the revolutionary management system that abolishes hierarchy. London: Portfolio Penguin.
- Weiss, D., Tilin, F. J., & Morgan, M. J. (2014). The interprofessional health care team: leadership and development. Burlington, MA: Jones & Bartlett Learning.
- Wheatley, M. (2006). Leadership and the new science: discovering order in a chaotic world, 3rd ed. San Francisco, Calif: Berrett-Koehler.
Slide 41
Contact Information
Dr. Bill Gordon
William.Gordon@rosalindfranklin.edu
847-578-8327
Slide 42
Questions and Answers
For more information, please contact our team at: AHRQTeamSTEPPS@aha.org
