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A multidisciplinary team in an adult care setting involves social and health care workers who are the professional members working in different disciplines and each of them provides suitable services to the users. These professionals play the following roles:
To administer medicines and treatments to patients.
To set up proper plans for ensuring patients' care.
To observe patients' health and record observations.
To consult with doctors about patients' health and collaborate with other members working in the healthcare team (Hepburn et al., 2015).
Individuals, families and carers are regarded as the members of a team because they provide complete support to the patients in their recovery as they possess valuable insights and knowledge about the patients and resources which can be used in their recovery.
Effective team leadership possesses the following features:
Enhancing effective communication among team members and reflecting better understanding to the team members via verbal and written communication.
Ensuring greater honesty and respect among team members (Hepburn et al., 2015).
Building up and maintaining strong relations with employees by encouraging and facilitating standard collaboration.
Finding out and implementing innovative ways to eliminate obstacles.
Setting up responsibilities and accountabilities for each team member.
Encouraging team productivity through motivation, recognition and offering rewards to the employees.
All the above features can be adopted in the following ways:
Creating a favourable environment of open communication, innovative thinking and higher trust.
Organizing development sessions for employees to let them realize the importance of communication (Sommer et al., 2016).
Appropriate feedback should be given to the employees after evaluating their level of performance in the context of assigned responsibilities and tasks.
It is important to establish a value-based, shared vision within the team so that all the members can follow a clear and inspired vision through which they can maximize their level of potential. All the team members could be committed to working along with the shared goal. Also, a value-based vision can offer a standard meaning and orientation to both the leaders and members. The share value-based vision also enables the team to focus on their energies and let them get engaged within the transformation of practice (Sommer et al., 2016).
The following strategies can be adopted for establishing a value-based culture:
Clear expectations should be defined according to the different behaviour of individuals.
The relationships among leaders and team members should get improved in terms of quality and trust.
Organizing training and educational sessions to let all the team members learn about the central values such as rights, choice, privacy, dignity, partnership, independence and respect.
All the values should be communicated on a consistent basis and employees who work with all the values should be rewarded and provided with recognition (Brewster et al., 2020).
Greater commitment can be developed by encouraging active participation and involving team members in the decision-making process. The motive should be followed of working together and holding the better values and principles while performing their responsibilities.
In the following five ways, a culture of continual learning and development can be established in a team:
Creating an open mindset favourable to sustainable growth.
Teaching members to work and improve based on received feedbacks.
Introducing a 360-degree development reviews.
Setting learning and development goals within the teams
Starting and implementing a peer-to-peer ecosystem of coaching (Brewster et al., 2020).
A personal style of personal interactions can be followed where continuous interaction with members can be enhanced along with ensuring better coordination. This style can enable the team members to operate within a culture full of values such as greater autonomy, standard competition and individual actions. This style could support the staff members through greater integration, management of relationships and coordinated efforts of group members (Brewster et al., 2020).
2. Understand team development in adult care
Bruce Tuckman has identified the following five stages and patterns of team development:
Forming: In this stage, members look for leadership and authority. Social interactions are made among team members for knowing each other.
Storming: It has been observed as the most critical and difficult stage where conflicts may arise and team performance could get hampered. The obstacles are to be eliminated ad in the case if team managers got to fail to track the problems earlier, then they may get converted into long-term issues (Murphy et al., 2016).
Norming: Conflicts are resolved and team performance gets enhanced and greater harmony is found.
Performing: The team becomes mature, well-functioning and organized. Team members get committed to a stable and clear vision.
Adjourning: Team goals and objectives are attained and members are reassigned to other teams. The development process gets repeated (Murphy et al., 2016).
Following methods can be adopted:
Defining duties: The job description helps in allocating responsibilities and accountabilities to team members.
Expectations must be clearly defined in a workplace policy manual to avoid conflicts and develop trust.
Informal interactions should be made to build strong relationships.
All the employees should be protected by following standard policies and procedures.
Employees' efforts should be supported and rewarded.
It is important to encourage employees to shared knowledge, skills and ideas which can help them to increase their productivity levels. These concepts can help employees to work faster and smarter because they get easy access to all the internal resources and can share reliable information with each other while performing their job duties (Ryan et al., 2019). They can also help the organization to ensure better coordination among members and perceive increased productivity.
A rational approach should be used to solve problems which could help the team members to make suitable assumptions on the basis of available information. The best solutions can be founded to solve the problems in a rational context.
To support individuals, families and carers, the following aspect should be considered:
Individual circumstances should be shared and communicated with them by increasing engagement.
Emotional and practical support should be provided to them and appropriate referrals should be made.
Relevant and complete information should be provided to them so that families and carers could receive high support and caring role can be maintained (Ryan et al., 2019).
They should be provided with the access of using all the available services and necessary funds.
Their problems should be acknowledged and feelings must be considered.
An agreed shared approach to problem-solving can be developed as follows:
Defining: The problem should be defined specifically along with the members who are involved in.
Identifying: A successful solution should be established which could look like the success criteria.
Understanding: The main causes of the problem should be made understood in a full and detailed manner (Sonnino, 2016).
Exploration: The strengths and weaknesses of favourable solutions should be considered.
Deciding: All the members must give their consent of agreeing or not agreeing for a particular and final solution. After getting the consent of all the members, an effective plan, budget and timeframe should be developed for its further implementation.
Implementing: Finally executing the developed plan and ensuring its implementation within the defined timeframe and budget. The progress of the plan should be communicated and shared with all the members on a constant basis (Sonnino, 2016).
Learning: The implementation process should be reviewed and it is to be checked whether the plan is been delivering the success criteria or not.
The team performance can be evaluated in the following ways:
A clear baseline could be established and actual performance should be tracked and compared with the potential one.
The meaning of success to the team should be quantified and internal expectations must be tracked.
Competition should not be ignored and the team should be allowed to grab opportunities.
The level of involvement of each member should be clearly assessed and it must be ensured whether the team is running smoothly or not (Want et al., 2019).
The team can be developed in the following ways for addressing the challenges:
Strong collaboration should be developed so that members can interact with each other and track the challenges.
Clear goals and responsibilities should be assigned to potential members for managing the challenges.
An aspect of teamwork should be included in performance reviews so that some unfavourable aspects can be detected.
Below strategies should be adopted:
Social support and interaction should get cherished.
Problems should be treated as a learning process.
Successes should be celebrated.
Realistic goals should be developed for guiding the employees towards a common purpose.
Positive actions must be taken and a greater sense of control must be reflected (Want et al., 2019).
Confidence among members should be developed and each one of them should trust their instincts for building resiliency.
Greater optimism should be practiced.
Effective communication should always be developed and maintained.
Greater flexibility must be ensured and positivity should be maintained among the workers (Want et al., 2019).
Brewster, D.J., Butt, W.W., Gordon, L.J. and Rees, C.E., 2020. Leadership in intensive care: A review. Anaesthesia and Intensive Care, 48(4), pp.266-276.
Hepburn, C.M., Cohen, E., Bhawra, J., Weiser, N., Hayeems, R.Z. and Guttmann, A., 2015. Health system strategies supporting transition to adult care. Archives of disease in childhood, 100(6), pp.559-564.
Murphy, M., Curtis, K. and McCloughen, A., 2016. What is the impact of multidisciplinary team simulation training on team performance and efficiency of patient care? An integrative review. Australasian emergency nursing journal, 19(1), pp.44-53.
Ryan, A., Rizwan, R., Williams, B., Benscoter, A., Cooper, D.S. and Iliopoulos, I., 2019. Simulation training improves resuscitation team leadership skills of nurse practitioners. Journal of Pediatric Health Care, 33(3), pp.280-287.
Sommer, S.A., Howell, J.M. and Hadley, C.N., 2016. Keeping positive and building strength: The role of affect and team leadership in developing resilience during an organizational crisis. Group & Organization Management, 41(2), pp.172-202.
Sonnino, R.E., 2016. Health care leadership development and training: progress and pitfalls. Journal of Healthcare Leadership, 8, p.19.
Want, J., Sloan, C. and Kilgannon, H., 2019. Supporting the leadership development of Integrated Team Leaders; applying the essential building blocks to support and improve team performance. International Journal of Integrated Care (IJIC), 19.
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