The Interprofessional Health Care Team 2nd Edition
Visit the link below to download the full version of this book:
https://medipdf.com/product/the-interprofessional-health-care-team-2nd-edition/
Click Download Now
The Interprofessional
Health Care Team
Leadership and Development
SECOND EDITION
Donna Weiss, PhD, OTR/L, FAOTA
Emeritus Faculty
Occupational Therapy Program
Department of Rehabilitation Sciences
College of Public Health, Temple University,
Philadelphia, PA
Felice J. Tilin, PhD
Program Director and Professor
Organization Development and Leadership
Programs
Saint Joseph’s University, Philadelphia, PA
Lecturer
University of Pennsylvania
Penn CLO Executive Doctoral Program
President
GroupWorks Consulting, LLC
www.groupworksglobal.com
3
JONES & BARTLETT
LEARNING
4
World Headquarters
Jones & Bartlett Learning
5 Wall Street
Burlington, MA 01803
978-443-5000
[email protected]
www.jblearning.com
Jones & Bartlett Learning books and products are
available through most bookstores and online
booksellers. To contact Jones & Bartlett Learning
directly, call 800-832-0034, fax 978-443-8000, or
visit our website, www.jblearning.com.
Substantial discounts on bulk quantities of
Jones & Bartlett Learning publications are
available to corporations, professional
associations, and other qualified
organizations. For details and specific
discount information, contact the special sales
department at Jones & Bartlett Learning via
the above contact information or send an
email to
[email protected].
Copyright © 2018 by Jones & Bartlett Learning,
LLC, an Ascend Learning Company
5
All rights reserved. No part of the material
protected by this copyright may be reproduced or
utilized in any form, electronic or mechanical,
including photocopying, recording, or by any
information storage and retrieval system, without
written permission from the copyright owner.
The content, statements, views, and opinions
herein are the sole expression of the respective
authors and not that of Jones & Bartlett Learning,
LLC. Reference herein to any specific commercial
product, process, or service by trade name,
trademark, manufacturer, or otherwise does not
constitute or imply its endorsement or
recommendation by Jones & Bartlett Learning,
LLC and such reference shall not be used for
advertising or product endorsement purposes. All
trademarks displayed are the trademarks of the
parties noted herein. The Interprofessional Health
Care Team: Leadership and Development,
Second Edition is an independent publication and
has not been authorized, sponsored, or otherwise
approved by the owners of the trademarks or
service marks referenced in this product.
There may be images in this book that feature
models; these models do not necessarily
endorse, represent, or participate in the activities
represented in the images. Any screenshots in
this product are for educational and instructive
purposes only. Any individuals and scenarios
6
featured in the case studies throughout this
product may be real or fictitious, but are used for
instructional purposes only.
Production Credits
VP, Executive Publisher: David D. Cella
Publisher: Cathy L. Esperti
Editorial Assistant: Carter McAlister
Production Editor: Kristen Rogers
Director of Marketing: Andrea DeFronzo
VP, Manufacturing and Inventory Control:
Therese Connell
Composition: Cenveo¯ Publisher Services
Cover Design: Kristin E. Parker
Associate Director of Rights & Media: Joanna
Lundeen
Rights & Media Specialist: Jamey O'Quinn
Media Development Editor: Troy Liston
Cover Image: © Olha Kostiuk/Shutterstock
Printing and Binding: Edwards Brothers Malloy
Cover Printing: Edwards Brothers Malloy
Library of Congress Cataloging-in-Publication
Data
Names: Weiss, Donna (Donna F.), author. | Tilin,
Felice J., author. | Morgan, Marlene J., author.
Title: The interprofessional health care team :
leadership and development / Donna Weiss,
Felice Tilin, Marlene J. Morgan.
Description: Second edition. | Burlington, MA :
Jones & Bartlett Learning, [2018] | Includes
7
bibliographical references and index.
Identifiers: LCCN 2016028393 | ISBN
9781284112009 (pbk.)
Subjects: | MESH: Patient Care Team–
organization & administration | Leadership
Classification: LCC RA971 | NLM W 84.8 | DDC
610.68–dc23
LC record available at
https://lccn.loc.gov/2016028393
6048
Printed in the United States of America
20 19 18 17 16 10 9 8 7 6 5 4 3 2 1
8
Dedication
To my husband, Leigh, for his
optimism, energy, and love; and my
granddaughter, Madeline Paige
Broome, for her wide-eyed wonder.
— Donna Weiss
To my spouse, Trudi Sippola, for all
of her unwavering support; and to
my loving parents, Sonya Tilin and in
memory of my father Edward Tilin,
who both taught me that developing
relationships is the secret to a happy
and healthy life.
— Felice J. Tilin
To the memory of my parents, Al
and Alice Morgan. What more can I
say?
— Marlene J. Morgan
9
Contents
Preface
Acknowledgments
About the Authors
Reviewers
Introduction: Interprofessional
Leadership in the Healthcare
Environment
PART I Team and Group Development
Chapter 1 Groups-Teams-Systems
Why Groups?
What Distinguishes a Group
from a Random Collection
of People?
What Is the Difference
Between a Team and a
Group?
A Systems Approach to
Groups
Applying Systems Theory
Chapter 2 Group Development
10
The Group
What You See Is Not What
You Get: The Unconscious
Life of a Group
Stages of Group
Development
An Integrated Model of
Group Development
Identifying the Stages of
Group Development:
Characteristics and Goals
How Does the Stage of the
Group Impact Team
Productivity?
Group Size: Less Is More
How Long Does It Take for a
Group to Develop Through
Each Stage?
Chapter 3 Team Building Blocks:
Norms, Goals, Roles, Communication,
Leaders, and Members
Norms
Goals
Roles
Communication Styles
Communication Networks
11
Part I Team and Group Development
Activities
Activity 1: How Much of a
Team Is Your Group?
Activity 2: I and We
Activity 3: TOPS: Team
Orientation and
Performance Survey
Activity 4: Team Goal
Setting
PART II Relationship-Centered
Leadership
Chapter 4 Perspectives on Leadership
Perspectives on Leadership
Personality and Trait
Theories
Emotional Intelligence
Resonance
Chapter 5 Leadership Building Blocks
Power
Motivation
Learning
Chapter 6 Relational Leadership
The Leader as Learner
12
The Leader as Coach
The Leader as Partner
The Leader as Catalyst
The Leader as Ecologist
Part II Relationship-Centered
Leadership Activities
Activity 1: Myers-Briggs—
Your Leadership Behavior
Under Stress and at Your
Best
Activity 2: Best Manager
Activity 3: Leadership
Learning Journey
PART III Building and Sustaining
Collaborative Interprofessional Teams
Chapter 7 Leveraging Diversity
Surface-Level Diversity
Deep-Level Diversity
The Brain's Shortcuts and
Unconscious Bias
Mitigating Unconscious Bias
Opportunities to Leverage
Interprofessional Team
Diversity
13
Open Inquiry, Deep
Listening, and Creativity in
Teams
Bridging the Gaps
Managing Conflict
Chapter 8 Facilitating a Collaborative
Culture
A Technology-Enhanced
Community of Practice
The 12-Lead EKG
Just in Time Communication
Creating A Research
Community of Practice
How Do You Spell
Successful Collaboration?
R-E-S-P-E-C-T
Health Information
Technology: A Tool for
Collaboration
Chapter 9 Generative Practices
Individual Practices
Interpersonal Practices
Group Practices
Organizational Practices
Part III Building and Sustaining
Collaborative Interprofessional Teams
14
Activities
Activity 1: Mini 360-Degree
Feedback Exercise
Activity 2: The Art of Culture
Activity 3: Checklist of
Behaviors That Foster a
Collaborative Culture
Index
15
Preface
Afaf Meleis, PhD, FAAN, DrPS (hon)
Margaret Bond Simon Dean of the University of
Pennsylvania School of Nursing
Quality health care requires teamwork. Putting
individuals together to teach across disciplines or
to provide health care never guarantees the
creation of a team with the synergy needed for a
shared vision, an agreed-upon mission, and a
system of collaboration. To form productive and
efficient teams requires a knowledge base, the
use of best practices, interprofessional
leadership, and individuals who are well prepared
to be collaborative and effective members of the
team.
It has become apparent, as evidenced in many
policy reports and through much research, that
teamwork is the hallmark of positive outcomes for
the health and well-being of patients, families,
and communities. Collaboration and partnership
are equally as important and must be forged
within and between organizations to advance
16
well-being and enable institutions to function at
their full capacities. However, it also has become
apparent through many thoughtful dialogues and
reports such as Health Professionals for a New
Century: Transforming Education to Strengthen
Health Systems in an Interdependent World,
written by the independent Lancet Commission
on Education of Health Professionals for the 21st
Century, and The Initiative on the Future of
Nursing, authored by the Institute of Medicine
Committee on behalf of the Robert Wood
Johnson Foundation, that partnership,
collaboration, and the formation of teams requires
a paradigm shift in educational programs as well
as in institutional function (Bhutta et al., 2010;
Institute of Medicine, 2011).
Paradigm shifts occur through deliberate and
systematic dialogues and debates. Productive
dialogues and debates depend on knowledge of a
field, willing participants, environments that
promote such dialogues, diversity of opinions,
respect of different voices, and trust in the value
and principles that promote partnership and
collaboration. Whether this paradigm shift is
needed for crossing the boundaries of
professions and developing interprofessional
education, moving the silos of different disciplines
toward interdisciplinarity, or the ethos of
independence toward interdependence, it
fundamentally depends upon and requires the
17
