TeamSTEPPS for Office-Based Care: Leading Teams
Classroom Slides
Contents
Slide 1: TeamSTEPPS for Office-Based Care: Leading Teams
Slide 2: Leading Teams
Slide 3: Characteristics of Effective Leadership
Slide 4: Leadership Strategies
Slide 5: Briefs
Slide 6: Briefing Checklist
Slide 7: Huddle
Slide 8: Use a Huddle To Change the Plan
Slide 9: Debrief
Slide 10: Debrief Checklist
Slide 11: Leadership in the Medical Office
Slide 12: Reflect and Apply to Your Office
Slide 13: Front Office Scenario
Slide 14: Leadership
Slide 15: References
Slide 1: TeamSTEPPS for Office-Based Care: Leading Teams
Images: The logos for the Agency for Healthcare Research and Quality (AHRQ) and the Defense Health Agency (DHA) are displayed on the bottom of the slide.
Slide 2: Leading Teams
- Definitions of leadership center on the concept of influence:
- "A process whereby an individual organizes and influences a group of individuals to achieve a common goal” (Northouse, 2007).
- Leaders influence team effectiveness by:
- Facilitating team actions.
- Ensuring that teams have necessary resources.
- Ensuring that roles and tasks are understood.
- Being knowledgeable of team members’ skills and expertise.
Slide 3: Characteristics of Effective Leadership
- The primary leadership role generally is held by the primary care provider.
- A second leadership role may be that of administrative personnel.
- Shared leadership: a partnership where two or more people share power.
- Characteristics of effective leadership:
- Role modeling and shaping teamwork through open sharing of information.
- Constructive and timely feedback.
- Facilitation of briefs, huddles, debriefs, and conflict resolution.
Slide 4: Leadership Strategies
Three critical events:
- Plan–Briefs.
- Problem solve–Huddles.
- Improve over time–Debriefs.
Leaders are responsible to assemble the team and facilitate team events.
But remember… Anyone can request a brief, huddle, or debrief
Slide 5: Briefs
- Briefs are held for planning purposes.
- The following information should be discussed in a brief:
- Team membership and roles and who is the designated leader.
- Clinical status of the team’s patients.
- Team goals, pitfalls, and barriers.
- What is accomplished.
- Issues affecting team operations.
Image: Penguins in various medical uniforms gather around a table for an informal meeting. One penguin is examining an x-ray.
Slide 6: Briefing Checklist
- Use briefing checklist to plan and manage your briefs.
- Include the following:
- Clarify who will lead the team.
- Open lines of communication among team members.
- Set the tone for the upcoming slate of patients.
- Establish the protocols, responsibilities, and expected behaviors.
- Prepare the team for the flow of the day.
- Specify expectations.
| Topic | |
|---|---|
| Who is on your team today? | X |
| All members understand and agree upon goals? | X |
| Roles and responsibilities understood? | X |
| Staff availability? | X |
| Workload? | X |
| Available resources? | X |
| Review of the day's patients? | X |
Slide 7: Huddle
- Held for problem-solving purposes.
- Quick, reactive, touch-base meetings to regain situation awareness.
- Allows team members to:
- Discuss critical issues and emerging events.
- Anticipate outcomes and likely contingencies.
- Assign resources.
- Express concerns.
Image: A group of penguins wearing football uniforms huddle together.
Slide 8: Use a Huddle To Change the Plan
- Huddles provide an opportunity to informally monitor situations.
- With a huddle, the leader changes the plan and shares information with the team.
- It is an important tool for monitoring and updating the team.
- What are some examples of when a huddle would be appropriate in your practice?
Image: A penguin rides an exercise bicycle. Below the image is the caption "Exercise".
Slide 9: Debrief
- Short, informal information exchange used as a process improvement tool.
- Occurs after an event or shift.
- Designed to improve teamwork skills.
- Actions and outcomes are discussed.
- Can include:
- An accurate reconstruction of key events.
- Analysis of what worked or did not work and why.
- What should be done differently next time.
- Recognition of good team contributions or catches.
Image: Three penguins wearing football uniforms are seated on a bench while a penguin dressed as a coach reviews their game plays.
Slide 10: Debrief Checklist
- Debrief checklist helps ensure that all information is discussed.
- Assess each of the following:
- Team membership.
- Situation awareness.
- Mutual support.
- Communication.
"What are our takeaways or lessons learned from this experience?”
| Topic | |
|---|---|
| Communication clear? | X |
| Situation awareness maintained? | X |
| Workload distribution? | X |
| Did we ask for or offer assistance? | X |
| Were errors made or avoided? | X |
| What went well, what should change, what can improve? | X |
Slide 11: Leadership in the Medical Office
Let’s watch the first team demonstrate proper team leadership.
Images: Photo of staff working at computers in a doctor's office. In the corner is a penguin in a director's chair captioned "Roll `em! Play video."
Select to access the video: Leadership in the Medical Office (Flash® video, 3 min., 49 sec.; 42 MB).
Slide 12: Reflect and Apply to Your Office
- How does that video compare to the scenario seen in the first lesson?
- Ask yourself:
- How is leadership demonstrated in this video?
- Was this strategy effective? Why was it effective or not effective?
- Did you see any other opportunities for leadership?
- Have you encountered situations similar to these on your team? What strategy would you use to overcome them?
Image: A penguin rides an exercise bicycle. Below the image is the caption "Exercise".
Slide 13: Front Office Scenario
Jack, an older man who just had cataract surgery, cannot drive. Jack was taken to the clinic by his son for a followup on his blood pressure and diabetes. While Jack was in the examination room, his son was called away on an emergency. When Jack finished his appointment and found that his son was not waiting for him, he was very upset. The front desk administrator realized that Jack had no way to get home and called a quick huddle with the nurse and the billing specialist. Together they decided to arrange for a taxi to take Jack home. The front desk administrator then called Jack after he arrived home to make sure all was well.
Can you think of another way the situation could have been resolved?
Slide 14: Leadership
| Barriers | Tools and Strategies | Outcomes |
|---|---|---|
|
Brief Huddle Debrief |
|
Slide 15: References
- DeChurch LA, Marks MA. Leadership in multiteam systems J Appl Psychol 2006;91(2):311-29.
- Fleishman EA, Mumford MD, Zaccaro SJ, et al. Taxonomic efforts in the description of leader behavior: a synthesis and functional interpretation. Leadership Q 1991;2:245.
- Morgeson FP. Leading as event management: toward a new conception of team leadership. Poster session presented at meeting of the Society of Industrial and Organizational Psychology, St. Louis, MO. 1997.
- Moxley RS. Leadership and spirit. San Francisco: Jossey-Bass; 2000.
- Northouse PG. Leadership: theory and practice, 4th ed. Thousand Oaks, CA: Sage Publications; 2007. p. 3.
- Salas E, Burke CS, Stagl KC. Developing teams and team leaders: strategies and principles. In: Day DV, Zaccaro SJ, Halpin SM, eds. Leader development for transforming organizations: growing leaders for tomorrow. New York, NY: Taylor & Francis; 2004.
