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Today's medical profession sails on a sea of change. Matters of complexity, patient safety, and organizational sustainability challenge the profession and combine to confound resolution efforts. Stress and Performance in Health Care Project Teams is a report of research that examines the issue with a view toward improved performance. The book is a report of action-research intended to transfer gained knowledge to potential users in the trenches. It will leave readers better able to do their jobs, and able to do their jobs better over time.
This research presents several practical recommendations to improve the performance of health care projects conducted by health care professionals. It explains the paradoxes inherent to the health care sector that restrain the possibility of increasing project performance and suggests ways to mitigate or resolve them. The study was conducted with a Canadian sample of 11 projects each comprised of 5 to 8 team members. Data were collected over a period of about 18 months.
This volume presents the work of clinical health care teams and natural work groups, quality improvement teams, committees, and task forces made up of employees in health care settings. It discusses proven multidimensional instruments that measure team performance along with future needs for measuring team performance. It will be a resource for medical instructors and students, public health workers, and health administrators interested in team management.
Organizations today are increasingly using projects in their daily activities. Projects and project-management principles frame goal attainment in academia and many business sectors, and they even serve as theoretical footing for organizational-change endeavors. However, the ubiquity of project management does not mean that project work, project teams, and the ways organizations use projects are well understood. Moreover, while project-management theory and practice aim at providing structure and control to enable successful project completion, an alarmingly high percentage of projects struggle or fail. As the authors of The Psychology and Management of Project Teams explain, this is in part because projects are still mostly managed as technical systems rather than behavioral systems. Even though project-management researchers have become increasingly interested in factors that may have an impact on project-management effectiveness, their efforts fall short of addressing the "human factor." And, unfortunately, many project-management scholars are largely unaware of the I/O psychology literature--relying, for example, on outdated models of motivation and team development. On the other side, I/O psychologists who research groups and teams often ignore the contextual influences--such as business sector, project type, placement in the organizational hierarchy, and project phase and maturity--that have a crucial impact on how a project will unfold. In this volume, a cross-disciplinary set of editors will bring together perspectives from leading I/O psychology and project-management scholars. The volume will include comprehensive coverage of team selection, development, learning, motivation, and communication; conflict management and well-being; leadership; diversity; performance from a multi-level perspective; and career development. In the concluding chapter, a research agenda will provide a roadmap for an integrated approach to the study of project teams.
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 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.
A must-read for any project management professional or student. Projects are the life blood of any organization. Revised to reflect the latest changes to A Guide to the Project Management Body of Knowledge (PMBOK(R)) and the Project Management Professional Exam(R), the fourth edition of The AMA Handbook of Project Management provides readers with a clear overview of a complex discipline. Covering everything from individual projects to programs and strategic alignment, it addresses: Project initiation and planning Communication and interpersonal skills Scheduling, budgeting and meeting business objectives Managing political and resource issues Implementing a PMO Measuring value and competencies. The book compiles essays and advice from the field's top professionals and features new chapters on stakeholder management, agile project management, program management, project governance, knowledge management, and more. Updated with fresh examples, case studies and solutions to specific project management dilemmas, it remains an essential reference to the critical concepts and theories all project managers must master.
Over the decades, the fields of health information systems and informatics have seen rapid growth. Such integrative efforts within the two disciplines have resulted in emerging innovations within the realm of medicine and healthcare. The Handbook of Research on Emerging Perspectives on Healthcare Information Systems and Informatics provides emerging research on the innovative practices of information systems and informatic software in providing efficient, safe, and impactful healthcare systems. While highlighting topics such as conceptual modeling, surveillance data, and decision support systems, this handbook explores the applications and advancements in technological adoption and application of information technology in health institutions. This publication is a vital resource for hospital administrators, healthcare professionals, researchers, and practitioners seeking current research on health information systems in the digital era.
This volume presents the work of clinical health care teams and natural work groups, quality improvement teams, committees, and task forces made up of employees in health care settings. It discusses proven multidimensional instruments that measure team performance along with future needs for measuring team performance. It will be a resource for medical instructors and students, public health workers, and health administrators interested in team management.
A complete introductory guide to the principles and clinical application of teamwork in health care Understanding Teamwork in Health Care emphasizes the essential competencies necessary to implement teamwork in health care in a complex hospital or primary care setting. Unlike similar books on the subject which are theoretical or policy-oriented, this text offers practical, real-world coverage. Valuable for health care professionals seeking a thorough explanation of teamwork and for trainers working in hospitals or primary care settings; could also be used as a textbook. Mini-cases throughout the text help readers appreciate real-world application of principles Written to a level suited for the non-specialist
Even though project-management researchers have become increasingly interested in factors that may have an impact on project-management effectiveness, their efforts fall short of addressing the "human factor." And, unfortunately, many project-management scholars are largely unaware of the I/O psychology literature--relying, for example, on outdated models of motivation and team development. On the other side, I/O psychologists who research groups and teams often ignore the contextual influences--such as business sector, project type, placement in the organizational hierarchy, and project phase and maturity--that have a crucial impact on how a project will unfold. In this volume, a cross-disciplinary set of editors will bring together perspectives from leading I/O psychology and project-management scholars.