Assembling the Right Team—Organizational Structure in the ACA Era
Tóm tắt
The health care community is seeking ways to improve outcomes by formation of teams to leverage diverse expertise, skills, and training. The concept that diversity among team members improves performance is well accepted. Nevertheless, it is challenging to put the concept into action. Bringing people together across disciplines increases the pool of available knowledge but coordination becomes difficult as teams grow in size. In the setting of complex care, teams must gather information from multiple subspecialists, synthesize the information acquired, come to decisions, and execute a plan. Complex care often involves input from and coordination with other departments, so information must flow beyond team boundaries. Reporting relationships add complexity since team members may belong to distinct departments and many individuals belong to multiple teams. Given these potential constraints, it is no surprise that putting groups together and calling them a team does not ensure that the team will be effective. Effective teams require a common purpose, organizational support, and ties, which permit trust and foster mutual accountability among team members. So leaders must acknowledge and recognize the complexity of the system in which the team operates and helps to define and foster strategies to optimize team function.
Tài liệu tham khảo
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