The paper "Groups: Interaction and Performance" is an engrossing example of coursework on management. In healthcare set up, teams are very important because the best model for delivery of healthcare involves the use of multidisciplinary teams. Not all healthcare set up uses multidisciplinary teams and this comes with devastating consequences on patient care. Teams are important as they enable unity at work. It makes it easier for teams to coordinate efforts and ensure that work is completed on time. However putting up teams is challenging and unless the best models are applied, it becomes difficult to mitigate resistance. Challenges facing the establishment of teams There are major impediments on the way to building an effective team.
As presented in the case study, there are many forces which are pulling in one way or another, with different people who come with different interest who are likely to make it difficult to implant the desired change. The following are major impediments that are encountered in the first stances: Although there is a belief within the organization that multidisciplinary teams, which bring together professional with different qualifications, works best in delivering the most appropriate care to patients, these teams have not to work in the hospital due to different factors.
The current professionals who are brought to work together in these teams include psychiatry, nursing, clinical psychology, occupational therapy, and social work. However, collaboration and skills mix are influenced by profession allegiance instead of what is best in the interest of the client. Meetings that are likely to resolve issues facing the hospital are dominated by a psychiatrist he is considered the most powerful individual in the hospital.
However, he is often overpowered by nurses since they are the majority during any meeting. This situation presents a power struggle between nurses who feel that they are the majority and hence should have more say in the hospital and psychiatrist who think he is the most powerful individual in the hospital. There is no desire and value for teams as can be learned from the reaction of members of the team. They are disinterested and resentful that money has been used to hire a consultant to develop teams rather than buying additional resources that could be used to deal with the clients in the growing waiting list.
Nursing is not willing to change. They are antagonistic towards any perceived change in their nursing role. They feel that they have been carrying out their duties in the same way for many years and there is little motivation for them to change. When staff is brought together to start the team formation process, some of them claim that they have been too busy to get to these meetings. This means that they value their current struggles in the workplace to coming together and finding a working solution to their work.
When they finally come together, they sit around and say nothing. Also, the psychiatrist is very angry that staff is now occupied with the team-building process and these changes have structured the workplace in different ways. It has disrupted the normal flow of work in the organization and he feels that the whole exercise is a waste of time. Support workers also feel isolated and overwhelmed and they seem to agree that the whole exercise is a waste of time.
They feel that management does not understand what is going on in inpatient service, which means their idea of teamwork is a waste of time and money. They reiterate their need for increased investment of this money to other important areas like a uniform record-keeping system and increased salaries for the support staff or increase beds for the hospital as this would improve service delivery in the healthcare facility.
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