Management of clinical healthcare environments with team strategies

Add by ambeedy5 | Nov 30, 2017 00:39  109 |  1
Management of clinical healthcare environments with team strategies

Map Outline

Management of clinical healthcare environments with team strategies
1 Team Rules of Engagement
1.1 Quality Work
1.1.1 Purpose and mission
1.1.A1 Completed on time
1.1.A1.1 Collaborative Effort
1.2 Satisfied with work
1.2.1 Trust members Grades Reflect Quality
1.3 Never miss a deadline
1.3.1 Completes projects early Applies time management Knows how to delegate Ask for help when needed Sensitive to time demands
1.4 Quality
1.4.1 open minded support/honest Regularity email/phone with questions Style Precise/Positive Avoid argument, aggression, or tension Open/supportive Required dates
1.5 Communication
1.5.1 Email/text/google hangout Identify issues Instructor contacted Potential problems Failure to return communication, participate in meetings, agree on direction
1.6 Feedback
1.6.1 Meaningful discussion Coach adjustments Engaged feedback Send Ecards/emails
1.7 Supportive
1.7.1 produce better outcomes for goals set
1.7.A1 Offer help
1.7.A2 Acceptance towards others
1.7.A2.1 Empathsize
1.7.A2.2 Input is valued/appreciated
1.7.A2.2.1 Conflict Resolution
1.7.A2.2.1.1 Communicate openly
1.7.A2. Identify issues early
1.7.A2.2.1.2 language clear/free of coercion
1.A1 Objectives
1.A2 Measure of Success
1.A3 Timeliness
1.A4 Communication
1.A5 Problem Solving Process
1.A5.1 Members see a problem, bring attention to group
1.A6 Recognition
1.A7 Behavior
2 Vision Statement
3 To manage clincial healthcare environments
3.1 Any clinical inpatient or outpatient location
3.A1 Team strategies
3.A1.1 Theory: team strategies will show improvement and be more useful
3.A1.A1 Promotion
3.A1.A1.1 positive relationships
3.A1.A1.2 satisfaction
3.A1.A1.2.1 Both patients and staff
3.A1.A1.3 effectiveness
3.A2 Individuals
4 Article 8
4.1 Citation: De Rond, M. 2010.
4.2 Description: Assess qualities needed for high performing teams
4.3 Framework: comparison of business to healthcare setting
4.4 Design: 1,052 analysts in different settings
4.5 Characteristics: business/sport environment, multiple tasks
4.6 Variables: age, setting, career
4.7 Outcomes: choose your best team for project objectives
4.8 Data adequacy: high number with variety
4.9 Findings: qualities needed: drive, focus, intelligence, high expectations
4.10 Level and Quality: Level IV, good quality
5 Article 5
5.1 Citation: Patel, S. 2015.
5.2 Description: examples of companies with fantastic cultures
5.3 Framework: aspects of culture can decided employee benefits
5.4 Design: 10 companies reviewed
5.5 Characteristics: technology based with core values
5.6 Variables: size of company, employee satisfaction rates
5.7 Outcomes: Employees want to feel empowered
5.8 Data adequacy: only 10 companies reviewed
5.9 Findings: core values vary from person to person
5.10 Level and Quality: level IV, low quality
6 Article 7
6.1 Citation: McAdam, R, 2002.
6.2 Description: Critique and review role in idea generation
6.3 Framework: literature review from individual and team perspectives
6.4 Design: 51 studies reviewed from 1998-2001
6.5 Characteristics: creativity, innovation, idea generation
6.6 Variables; multiple dates from studies with different key elements
6.7 Outcome: need more research on idea generation
6.8 Data adequacy: multiple studies but outdated
6.9 Findings: identifies agenda for further research
6.10 Level and Quality: Level V, good quality
7 Article 3
7.1 Citation: Miners, C, et all, 2015.
7.2 Description: new approach to management structure focusing on collaboration
7.3 Framework: 120 tope teams in various industries reviewed
7.4 Design: quantifies key factors affecting effectiveness
7.5 Characteristics: define teams, outcomes, dimensions of climate
7.6 Variables; size of teams, location, age
7.7 Outcome: teams designed and assembled based on desired outcome
7.8 Data adequacy: variety of team structure and numbers
7.9 Findings: clearly define team role and climate for positive outcomes
7.10 Level and Quality: Level II, good quality
8 Article 4
8.1 Citation: Mukherjee, N et all. 2016
8.2 Description: study on groups vs. individuals in decision making process and key insights
8.3 Framework: database search from 1995-2015 with key words of 50 articles
8.4 Design: key word search and year with methodology
8.5 Characteristics: intellectual and judgemental tasks
8.6 Variables: date, name, key objectives validity
8.7 Outcome: limited number of studies, variabilities on gender
8.8 Data adequacy: Not a high number of articles, many outdated
8.9 Findings: groups effective with management and policy issues
8.10 Level and Quality: Level I, good quality
9 Article 9
9.1 Citation: Andretta, P., Marzano, D. 2012.
9.2 Description: How team factors contribute to clinical performance and patient outcomes
9.3 Framework: literature review providing descriptions of optimal team based competencies
9.4 Design: 91 studies from 2003-2010
9.5 Characteristics: clinical area of obstetrics and gynecology
9.6 Variables: date of publication, patient outcomes, quality, safety
9.7 Outcomes: Stable team with defined roles provides success
9.8 Data Adequacy: 91 articles with relevant information
9.9 Findings: interdisciplinary teams are essential for success and management of patients
9.10 Level and Quality: Level V, good quality
10 Article 10
10.1 Citation: Landry, A., Erwin, C. 2015.
10.2 Description: Investigate how team processes work to facilitate effectiveness
10.3 Framework: survey sent to healthcare professionals about processes
10.4 Design: survey from American College of Healthcare Professionals
10.5 Characteristics: good communication, coordination, collaboration, cooperation
10.6 Variables: all levels of healthcare teams, characteristics
10.7 Outcomes: team processes need work in many areas
10.8 Data adequacy: large sample size with all questions answered
10.9 Findings: team processes need improvement in communication, conflict, and resolution
10.10 Level and Quality: Level V, good quality
11 Article 2
11.1 Citation: Bossy, D etall. 2016.
11.2 Description: investigate how individuals perceive participation in group-based management support
11.3 Framework: focus group study using interview guide
11.4 Design: qualitative study with 16 individuals
11.5 Characteristics: logic with social spaces to construct identity
11.6 Variables: 3 focus groups, setting, age
11.7 Outcomes: policy contributes to group decisions
11.8 Data adequacy: only 16 participants with 6 in each group, no control group
11.9 Findings: participants maintained a strong emphasis on their own responsibilty
11.10 Level and Quality: Level III and low quality
12 Article 6
12.1 Citation: McEvily, et all, 2015>
12.2 Description: Identify concepts for linking formal and informal elements for team goals
12.3 Framework: survey to companies addressing areas of growth
12.4 Design: 18 companies used with a total of 10 areas
12.5 Characteristics: social networks, organizational functioning, structure
12.6 Variables: size and type of company, age
12.7 Outcome: need common goals to align in order to meet organizational components
12.8 Data adequacy: current with multiples different types
12.9 Findings: social networking is key to the function and structure
12.10 Quality and Level: Level IV, good quality
13 Article 1
13.1 Citation: Domke-Damont et all. 2014
13.2 Description: Individual vs. Teams on reflections of desired behavioral norms
13.3 Framework: teams in strategic management classroom given 1 of 2 versions of assignment
13.4 Design: graduate students multi gender age 22-45
13.5 Characteristics: classroom, paper and pencil, quiet environment
13.6 Variables: age, gender, time, personal opinion
13.7 Outcome: desired norms, effectiveness, project scores
13.8 Data adequacy: not a high number of participants one study only
13.9 Findings: higher team effectiveness and scores but not higher satisfaction
13.10 Level and Quality: Level II, low quality
14 Innovation Tools
15 Activity Map
15.1 Purrpose
15.1.1 Escape from past patterns
15.2 Participants
15.2.1 3-5 co-workers
15.3 Time
15.3.1 Typical work day= 10 hours
15.4 Materials
15.4.1 computer, paper, pen
15.5 Information gained
15.5.1 capture/drill down what is really happening
15.6 Facilitate project
15.6.1 HIghlight relationships, evaluate value, eliminate redundancies
15.7 Brainstorming
15.7.1 Purpose Generate new ideas
15.7.2 Participants 5-10 co-workers
15.7.3 Time One hour= 100 ideas
15.7.4 Materials colored pens, paper, white board, meeting room
15.7.5 Information gained sharpen focus, build off other's ideas, perfect vision statement
15.7.6 Facilitate project provides solutions to question, formats information, clear direction
15.8 Prototype
15.8.1 Purpose Experience events/situations
15.8.2 Participants members of leadership team
15.8.3 Time 1-2 weeks
15.8.4 Materials computer, internet, paper, pen
15.8.5 Information gained understand real working system; find flaws
15.8.6 Facilitate project create new design; find out what can be changed; what works
16 Capstone Projects Assessment
16.1 CompletedCapstoneProjects-TEMPLATE.docx
16.1.1 Relationship: Multi-step; group centered; patient involvement
16.1.2 Relationship: Creates value, creative, need metrics
16.1.3 Relationship: Quality management, risk taking, measurable
16.1.4 Relationship: integrative therapies, staff satisfaction, cost
16.1.5 Relationship: new experiences, improve education
16.1.6 Relationship: increase knowledge, continuity of care
16.1.A1 Project 1
16.1.A2 Project 2
16.1.A3 Project 3
16.1.A4 Project 4
16.1.A5 Project 5
16.1.A6 Project 6
17 Evidence Table
18 Peer Review
18.1 Internal feedback
18.1.1 Added other healthcare areas/ask why capstone questions.docx
18.2 External Feedback
18.2.1 Broad include patient care/strength in collaboration
18.3 Survey Questions
18.3.1 external response questions.docx
19 References
19.1 capstone references.docx
20 Obstacles
20.1 Verbal
20.2 Nonverbal
20.2.1 Template ObstaclesBarriers-TEMPLATE.docx
20.3 No Feedback
21 Reflection
21.1 Risk taker
21.1.1 Creative/Open minded Continue self assessments
21.1.A1 Knowledge share
21.1.A1.1 Build trust
21.1.A2 Embrace change
21.2 Define goals and roles
21.2.1 Facilitate positive movement Engage others
21.2.A1 Set timelines
21.2.A2 Obtain more feedback
21.2.A2.1 Collaborate with a mentor
21.A1 Personal Characteristics
21.A2 Professional Strategy
22 Elevator speech
22.1 Wow speech
22.2 Introduction
22.3 Hook
22.4 Under 60 sec
22.5 Goal clearly defined
22.6 Peer review
22.6.1 elevator speech.pdf
23 Article searches
A1 Capstone 1
A2 Key Learnings
A2.1 Concise Ideas to reflect leadership style
A2.1.1 Personal Application: Toxic behaviors can empower change and innovation
A2.1.A1 Use past experience to shape Elevator Speech
A2.1.A1.1 Personal Application: Elevator speech concise and on topic with key elements addressed in creative way
A2.1.A1.A1 Strategies
A2.2 Use Evidence to support theory
A2.2.1 Personal Application: PICOT question formation and policy change
A2.2.A1 Rate and understand evidence
A2.2.A1.1 Personal Application: Use EBP to drive future changes
A2.2.A1.A1 Strategies
A2.3 Utilize innovation organization systems as example
A2.3.1 Personal Application: OSU lacking as an innovative driven organization compared to others nationwide
A2.3.A1 Rely on theory for support
A2.3.A1.1 Personal Application: Theories shape organization innovation
A2.3.A1.A1 Strategies
A2.4 Use communication strategy to understand audience
A2.4.1 Personal Application: Leading health indicators of populations in disparity to meet risk reduction objectives
A2.4.A1 Critical Thinking and teamwork to understand bias
A2.4.A1.1 Personal Application: Critical thinking paper helps to understand bias, persuasion, and fallacies
A2.4.A1.A1 Strategies
A2.A1 Innovative Leadership: Leading from Within
A2.A2 Evidence Based Practice
A2.A3 Innovation in High Performing Organizations
A2.A4 Health Promotion/Disease Prevention

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