HA499-01: Capstone in Healthcare Administration
Unit 7 Assignment
Team Building and Communications Proposal
Offensive and non-supportive behavior of team members could be the primary source of conflict between work groups. Similarly, unhealthy competition and uneven tasks in the workplace could contribute to interpersonal conflicts. As CEO of a healthcare organization I will improve management tools and generate a organized and productive team structure. On the instance that a member of a team feels like he gets more work than others with no extra compensations, his job satisfaction would decline. Such an individual with exhibit interpersonal conflict with the other team members. Another critical source of conflict in work teams is the lack of effective communication and leadership strategies from the management. When there is no appropriate guidance and communication on completion of work duties, the staff can give incompetent results in their performance. These inefficiencies, as well as lack of effective communication, leads to workplace conflicts.
Effective communication is an essential element in the healthcare sector and may be achieved by a variety of team building exercises. The team building activities improve communication, participation, and trust within a group. The events which focus on enhancing communication enhance the staff cohesion. For the most part, this exercise emphasizes visual, nonverbal, and verbal forms of communicating with one another. There is no specific approach to service delivery. Therefore a manager or team leader needs to take an interest in the customers and staff’s needs. Individuals, usually tend expecting more from every organization(Mumford et al., 2000).
Work teams in the healthcare department can encounter different communication barriers in their daily duties. These barriers have negative impacts on their effectiveness and efficiency in the workplace. The main crucial obstacles linked to language skills and cultural diversity. An average team might include individuals of diverse races, nationalities, and cultures (Mayer, 2010). Hence, it might not be easy for them to comprehend their colleagues’ languages, their ways of doing things, or effectively share information with them. When it comes to physical barriers, factors such as inappropriate telephone communication systems, different departmental floors, and walls, put hurdles in the normal flow of operations in an organization thus reducing the team member’s performance. Another significant barrier is the group members inability to comprehend the team leader’s instruction. The other elements of healthcare communication include trust, control, and empathy. Empathy takes place when constructing a rapport between a patient or someone who is close to the patient such as a family member or a significant other. This communication allows the patients to feel that the hospital staff cares about their wellbeing.
These communication barriers could be eliminated or alleviated from the groups by enforcing progressive practical level policies. First, the leaders ought to ensure that every team member understands their co-workers’ behaviors, working patterns, work attitudes, and most importantly their language. Secondly, they need to minimize the physical distractions between different departments for every personnel to efficiently and effectively work with their colleagues (Bratton ; Gold, 2012). To make the team members have a better understanding of the instructions or messages, the team leader needs to motivate them into taking full interest in their responsibilities, listen carefully, and clarify everything before assigning job tasks.
To resolve conflicts, team leaders could implement diverse conflict management skills in different circumstances. For instance, if all the team members are arguing to enforce their ideas, the leader can apply “competing for style” to find out the reason for the conflicts and make decisions on whose idea is fit for the application. In this approach, the leader pronounces one party as the loser and the other as the winner (Mumford et al., 2000). In contrast, he may propose that one of the conflicting parties sacrifice their aims and work with the others points. This skill is generally known as “avoidance” technique of conflict management. The “compromising” and “collaborating” skills necessitate the teams to collectively work by entirely letting go of their egos and personal interests (Mayer, 2010). The “accommodating” style supports this approach by asking the team members to comprehend the significance of professional and personal relationships. By applying this skill, the leader motivates the team members into respecting their co-workers’ values and opinions and work whole-heartedly for the organization’s success (Bennis, 2009). Scenarios and examples practiced by the team members also influence the team’s productivity. Hence team building exercises aim at making them grow a desire to change and learn.
In conclusion, this proposal provides insight into effective team building and communication through team conflict resolution. It is visible that in any organization including healthcare facilities, goals and interests change, hence connection is a crucial aspect in upholding harmony and team cohesion. There ought to be more active downward and upward communication, with an improvement in communication between members. The leaders could resolve any current or future work team conflicts by applying the above conflict management skills through team building events, schedules, or workshops. For instance, resolving disputes that result from uneven work duties and lack of good leadership could be through ‘accommodating’ approaches. Hence, avoidance, compromising, and collaborating styles apply to resolve interpersonal issues. Avoiding recurrence of conflicts requires the team members to be advised and guided against the use of competing for for style since it increases the intensity of disputes. Listening, acknowledging, responding to and understanding other people’s diversity among the staff is thus essential for effective healthcare service delivery.
Bennis, W. (2009). On becoming a leader. Basic Books.
Bratton, J., ; Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Mayer, B. (2010). The dynamics of conflict resolution: A practitioner’s guide. John Wiley & Sons.
Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11(1), 11-35. Doi: 1048984399000417