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Improving healthcare team performance : the 7 requirements for excellence in patient care /
Practical, proven techniques for improving team performance in the health care world Teams and collaboration have become an expectation in most healthcare facilities and environments. It is accepted that high performance, patient focused teams are critical to quality patient care. However, there is...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Toronto :
John Wiley & Sons Canada,
2012.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Bendaly, Leslie. | |
| 245 | 1 | 0 | |a Improving healthcare team performance : |b the 7 requirements for excellence in patient care / |c Leslie Bendaly & Nicole Bendaly. |
| 260 | |a Toronto : |b John Wiley & Sons Canada, |c 2012. | ||
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 500 | |a Title from PDF title page (viewed Oct. 11, 2012). | ||
| 505 | 0 | 0 | |t Foreword -- |t Introduction -- |t THE 7 ELEMENTS OF A HIGH PERFORMANCE HEALTHCARE TEAM -- |t WHEN TEAMWORK IS LACKING -- |t HOW THIS BOOK IS STRUCTURED -- |t CREATING CHANGE THAT MAKES A DIFFERENCE -- |g Part I. |t : The 7 Elements of a High Performance Healthcare Team -- |g 1. |t : When Groups Become Teams -- |t WHEN A GROUP BECOMES A TEAM -- |t THE ELEMENTS OF HIGH PERFORMANCE, COLLABORATIVE TEAMWORK -- |g 2. |t : Healthy Climate: A Cornerstone of the Staff and Patient Experience -- |t TRUST. |
| 505 | 0 | 0 | |t Where Trust Building StartsRESPECT -- |t Gaining Respect -- |t CONFLICT: THE OUTCOME OF DISAGREEMENT IN A COLD CLIMATE -- |t Interpersonal Conflict: The Negative By-product of a Cold Climate -- |t Dealing with Conflict -- |t MAKING ASSUMPTIONS: THE NUMBER ONE COLD CLIMATE CULPRIT -- |t PERSONAL RESPONSIBILITY AND GROWTH IN BUILDING A HEALTHY CLIMATE -- |g 3. |t : Cohesiveness: Achieving the Common Goal of Exceptional Patient Care -- |t A CLEAR, COMMON GOAL -- |t EMBRACING THE GOAL -- |t Defining the Goal -- |t Fanatically Focused on Quality: The Quality Goal in Action -- |t CLEAR AND RESPECTED ROLES AND RESPONSIBILITIES -- |t LIVING COMMON VALUES. |
| 505 | 0 | 0 | |t DEVELOPING VALUES AGREEMENTSPRIDE -- |g 4. |t : Open Communication: The Heart of Quality Patient Care -- |t PURE COMMUNICATION -- |t DIALOGUE -- |t The Behaviours and Practices that Create Open and Effective Communication -- |g 1. |t Listen. Really Listen! -- |g 2. |t Respond Instead of React -- |g 3. |t Ask Questions and Clarify -- |g 4. |t Recap Understanding -- |g 5. |t : Change Compatibility: From Rigidity to Flexibility -- |t CHANGE RESPONSIVENESS -- |t The Rigid Response -- |t The Limp Response -- |t The Flexible Response -- |t Avoiding Rigid and Limp Responses -- |t STRENGTHENING CHANGE COMPATIBILITY -- |g 1. |t Create Member Engagement and Let the Team Own the Change. |
| 505 | 0 | 0 | |g 2. |t Make Change Stick -- |g 3. |t Set an Example -- |g 4. |t Strengthen the Team -- |g 6. |t : Team Members' Contribution: The Sum of the Parts -- |t BRINGING OUT THE BEST IN PEOPLE -- |t DEVELOP THE TEAM, DEVELOP ITS MEMBERS -- |t CREATING INCREASED CONTRIBUTION THROUGH PASSION -- |g 7. |t : Shared Leadership: The Path to Empowered Team Members -- |t LETTING GO -- |t SHARING DECISION MAKING: THE BASICS -- |t Potential Pitfalls of Sharing Decision Making -- |t Encouraging Team Member Participation in Shared Leadership -- |g 8. |t : Shared Learning: Propelling the Team Forward -- |t SHARED LEARNING PRACTICES -- |t EVERYDAY LEARNING -- |t BARRIERS TO SHARED LEARNING. |
| 505 | 0 | 0 | |t Shared Learning Is Not a PriorityReluctance to Ask Questions -- |t Fear and Blame -- |t LEARNING THROUGH ERRORS -- |g Part II. |t : Making It Happen: Achieving Improved Team Performance -- |g 9. |t : The Team Development Process -- |t THE TEAM DEVELOPMENT PROCESS -- |t MEASURE THE TEAM'S EFFECTIVENESS -- |t Using an Assessment -- |t What to Assess -- |t Introducing the Team Assessment and Development Process -- |t SHARE AND DISCUSS THE RESULTS -- |t AGREE ON DEVELOPMENT PRIORITIES AND COMMIT TO ACTION -- |t TAKE ACTION -- |t KEEPING UP THE MOMENTUM -- |t REASSESS -- |t AN ONGOING PROCESS -- |t A TEAM DEVELOPMENT QUICK START: CLARIFYING EXPECTATIONS. |
| 505 | 0 | 0 | |g 10. |t : The Leadership Balancing Act. |
| 520 | |a Practical, proven techniques for improving team performance in the health care world Teams and collaboration have become an expectation in most healthcare facilities and environments. It is accepted that high performance, patient focused teams are critical to quality patient care. However, there is often a wide gap between traditional practices and the new behaviours and practices required for teamwork and collaboration. Improving Health Care Team Performance goes beyond theory to provide the knowledge, tools, and techniques required to develop a single team, or to develop an organization wide team based culture, from which exceptional patient care emerges. Most uniquely it emphasizes that effective teamwork goes far beyond team dynamics and provides detailed description of additional requirements, such as shared learning and change compatibility, and how to fulfill them. A practical handbook for healthcare leaders striving to ensure a superior patient experience and high quality of care, Improving Healthcare Team Performance not only provides specifics on how to develop high functioning teams, whether multidisciplinary, interdisciplinary, or departmental but also offers those dealing with the common healthcare leadership challenges of low morale, poor communication, interpersonal conflict, and lack of knowledge sharing the tools to take immediate action to improve performance. Providing a proven approach to addressing and preventing everyday issues impacting patient care, Improving Health Care Team Performance contains everything needed to identify areas of greatest need within a team or department, take targeted action to address key gaps, and measure progress towards positive change. Presents a clear depiction of what constitutes collaboration and a high-performing patient focused team. This includes the skills and practices required to. | ||
| 520 | 8 | |a Improve team performance and ultimately the quality of patient care, how to develop new attitudes and behaviours within the team, as well as the leadership requirements for success in a patient focused, team based culture. Provides a set of development tools accessible online to help the reader quickly and easily apply the knowledge gleaned. Offers targeted solutions including tips/recommendations, a step-by-step approach for affecting necessary change at every level of the organization, and skills and team development activities. Designed for leaders working in any healthcare environment, Improving Health Care Team Performance is a practical approach to improving team performance and the quality of patient care. | |
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Hospital care. | |
| 650 | 0 | |a Patients |x Safety measures. | |
| 650 | 0 | |a Medical errors |x Prevention. | |
| 650 | 0 | |a Health services administration. | |
| 650 | 2 | |a Hospitalization | |
| 650 | 6 | |a Soins hospitaliers. | |
| 650 | 6 | |a Patients |x Sécurité |x Mesures. | |
| 650 | 6 | |a Services de santé |x Administration. | |
| 650 | 7 | |a MEDICAL |x Administration. |2 bisacsh | |
| 650 | 7 | |a MEDICAL |x Practice Management & Reimbursement. |2 bisacsh | |
| 650 | 7 | |a Health services administration |2 fast | |
| 650 | 7 | |a Hospital care |2 fast | |
| 650 | 7 | |a Medical errors |x Prevention |2 fast | |
| 650 | 7 | |a Patients |x Safety measures |2 fast | |
| 700 | 1 | |a Bendaly, Nicole. | |
| 758 | |i has work: |a Improving Healthcare Team Performance: The 7 Requirements for Excellence in Patient Care (Text) |1 https://id.oclc.org/worldcat/entity/E39PCXFKC9GCVgv4FbVTybG8RX |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
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