HJAR Nov/Dec 2023

HEALTHCARE JOURNAL OF ARKANSAS I  NOV / DEC 2023 51 create tension. This avoidance leads to a forced harmony where important issues may go unaddressed. 3. Lack of commitment: Without pro- ductive conflict, team members may not fully commit to decisions. They may harbor reservations or pay lip service to agreed-upon plans but lack a true commitment to the team’s goals. 4. Avoidance of accountability: When team members have not fully com- mitted to decisions, there is a reluc- tance to hold one another account- able for performance and outcomes. This avoidance of accountability can result in missed deadlines, unmet ex- pectations, and a decline in overall team effectiveness. 5. Inattention to results: If the previous dysfunctions persist, the team’s focus can shift away from achieving col- lective results and toward individual or departmental goals. Ego, personal ambition, and a lack of shared ac- countability can hinder the team’s achievement of the primary objec- tive. 4 To address these dysfunctions, teams must actively work on building trust, em- bracing healthy conflict, committing to decisions, holding each other account- able, and keeping the collective focus on achieving results. 4 Lencioni’s model is a valuable framework for diagnosing and remedying team dysfunction, ultimately leading to more effective and high-per- forming teams. The most important component of a team is knowledge of the common goal. Working toward a mutual, common goal accounted for 14% of teamwork effective- ness. 5 The second most important com- ponent of teamwork structure includes having clear roles and responsibilities, accounting for 12% of the difference in team function.5 Clear, focused, respectful communication and negotiation reduce the potential for human errors in teams 6 Receiving timely and helpful feedback within a team promotes collaboration and improves team dynamics with a debriefing session. Adebrief not only recognizes indi- vidual contributions but fosters trust and collaboration among team members. The feedback is specific, timely, and delivered respectfully, which encourages a culture of continuous improvement and helps over- come any lingering negative attitudes from the past. This feedback exchange is instru- mental in promoting positive relationships and effective teamwork. CONSIDERATIONS FOR THE FUTURE Many healthcare leaders struggle with ways to support their team training to improve outcomes. TeamSTEPPS 3.0 is a significant advancement in healthcare teamwork training. This updated ver- sion provides a more comprehensive and adaptable integration to teamwork train- ing by ensuring that the principles of ef- fective teamwork are applicable across various healthcare settings for consis- tency. 7 This training emphasizes the ben- efits of a diverse team and highlights the connections between effective teamwork and provider well-being. This recognition is essential in promoting a positive and inclusive team culture. TeamSTEPPS 3.0 represents a forward-thinking approach healthcare delivery. Streamlined workflows and better care coordi- nation can reduce unnecessary ex- penditures, tests, and length of stays, ultimately lowering healthcare costs. Effective teamwork ensures that re- sources are allocated efficiently. • Quality improvement: Teamwork can drive quality improvement initiatives within organizations. Teams that con- tinually assess and refine their team- work skills are more likely to identify areas for improvement and imple- ment the needed changes. • Patient satisfaction: Clients are more likely to be satisfied with the health- care experience when they perceive providers working together seamless- ly, which is increasingly important in value-based healthcare systems. STRATEGIES FOR EFFECTIVE TEAMWORK Patrick Lencioni’s “Five Dysfunctions of a Team” model identified common issues that can undermine the effectiveness of a team. 4 These dysfunctions are hierarchical and build upon each other. Addressing the issues is crucial for a team to function op- timally: 1. Absence of trust: Trust is the founda- tion of any successful team. Without trust among team members, people are reluctant to be vulnerable and open with each other. This lack of trust can result in hidden agendas or a lack of transparency. 2. Fear of conflict: When trust is lacking, team members may avoid healthy, constructive conflict because they fear it will damage relationships or Lindsey Baertlein, PhD(c), MSN, RNC-MNN, CNE Assistant Professor University of Arkansas Little Rock School of Nursing