Team Building and Communication is a fundamental piece of an organization and can be accomplished through a variety of group building works out.The team building exercises empower trust, participation and communication inside of a group. Team building exercises that attention on enhancing correspondence upgrade how specialists collaborate with each other. The exercises for the most part concentrate on verbal, nonverbal and visual types of communication. There is no particular technique for an overhaul, so a manager must take a gander at the staff and particular needs of their customers. People always tend to have more expectation in each and every large hospital as compared to small.

Communication variables in health care are include; empathy, control and trust. Each and every type of communication plays very important roles, especially in the area of health care. Sympathy is the experience of comprehension, someone else’s condition from their point of view Empathy occurs when building a relationship between a patient, family or anyone who is responsible such as caregiver.

This communication permits the patient and family to feel that suppliers and hospital care about the result of the patient. To a degree, the supplier can place themselves set up of the members of the family and have a more profound relationship that simply one more patient. Families and companions do sense genuine sympathy from guardians and react decisively to their communication.

The use of control is employed when there is a problem that should be determined. This can be a area of incorrect arrangement in relation to something else with staff and mission of their facility. Control is not utilized frequently, but rather when fundamental, it is an important utilization of communication for zones, for example, security or patient data. Control implies that conditions are commanded by the speaker throughout the speech. This could be the aftereffect of a medication breech of patient information. These are such genuine territories of consideration that transaction is impossible. Stakeholders don’t react absolutely to these sorts of messages.

Trust is the most fitting type of communication utilized when the partners are included. Individuals are additionally eager to hear your voice when they feel that trust is a component. Building trust is the initial step to make imperative messages to constituents. Information is accepted willingly instead of being forced. Trust is the most ideal approach to pass on health care advancement messages. Control is the slightest successful approach to pass on communication.

A sudden decline in the number of staff unit is going to bring about a disturbance of the work process. As a director, it is imperative to use the same number of apparatuses conceivable to keep the staff on the up and up and advise them of all decreases. To start with, they will be frightful that they are one of the workers that will be requested that leave.

After the last cutback, the staff will begin to feel furious about working with less individuals on movement or in their specialties. On the off chance that this is not took care of by a dedicated pioneer, staff will keep on taking their indignation out on one another and over into the patient unit. Client administration will endure because of this kind of conduct (Chullen, Dunford., Angermeier, Boss, R. & Boss, A., 2010).

Communicating with staff individuals in regards to any change is vital to offering them some assistance with understanding the significance of any procedure. Any data that is shared ought to be gone along to staff when it is made accessible. During a period when a genuine activity, for example, diminishment in staff is happening or change in work arrangement, there will be a great deal of deception other than the right data.

Any change will be seen as a danger however, with team communication this can be taken care of as a positive signal. Staff might have thoughts regarding how they can upgrade their unit to make the framework work. Waring & Bishop note that a lot of what we do in healthcare is wasted time. If we can identify these areas first, we can already make a major transformation in the work area (2010).

An example of a process design may be to use scenarios to allow staff to capture different ways that they can use time and space more efficiently with the people that they have to complete they work. This can always be a dynamic process with the constant change in healthcare needs. Work teams can reconvene at intervals to reinstitute the scenarios to improve work load and accessibility. The shared scenarios allow the teams to discover how their talents can help each other to have common purpose and improve understanding. These teams can be rotated through the unit(s) to give each team member a chance to develop cooperation between different roles in the clinical unit (Hägglund, Scandurra, & Koch, 2010).

Team work and communication skills

Cross training has been an outline that has been utilized fairly effectively if utilized for a representative as a part of close to two regions. In the event that a worker is required to be a specialist in more than two ranges, they turn out to be just able and botches begin to happen. This is not good medical or nursing practice.

A clinician or technician who can find expertise in at least two areas can be very useful in fluctuating during periods of high census. They can easily move between the two areas and maintain their skills. A small incentive for the cross training is acceptable as fixed staff have been removed from the system providing funds. It is important that staff agree on cross training agreements.

They are more amenable to cross training if they can choose the areas for work. This allows the staff person to be more successful and willing to work in different areas when needed.Cross-functional teams work better in a decentralized structure of leadership. Without a heavy hand of management, this allows workers the freedom of forming their processes to fit their own common goals.

The first step in Peter Senge’s learning organization is systems thinking. This is usually a difficult concept because people will come to work and leave without caring about how their actions affect the “big picture”. If staff can understand how each day’s events fit into the scheme of the organization, they would be more connected and feel they are a part of the mission, vision and values.

Instead, people barely come to work and are so glad to leave. This is quickly reflected in their work and to the client (www.infed.org/thinkers/senge.htm). The second principle of a learning organization is personal mastery. The most profound part of this concept is that it is a continual learning mode. People with personal mastery is those who keep their mental door open even after they enter their chosen field. A person with mastery enjoys a consistent stream of knowledge and is open to skills in their discipline. The third principle is mental models. Mental models are inward and not as transparent as the previous principles.

Our feelings are often hard to expose to others and what we feel about change may be hidden by jokes or a fake smile. True learning organizations remove the exteriors and find the true personality of people who are open to change and learning (www.infed.org/thinkers/senge.htm).The last principle of Peter Senge’s learning organization is building a shared vision. Most people who work for an organization cannot recite the mission but is that acceptable. The key is can they live the mission.

In a Lean healthcare organization, the concept is to never reach the end of the journey but always be looking toward a better system with each stakeholder feeling that they are a part of the voyage. Staff feels equally in control of their destiny and is truly recognized for good work (http://www.leanhealthcareexchange.com/).

Nominal group technique is close to brainstorming but the team member is asked to come prepared with a list of answers. This not only generates more a knowledgeable list, it cuts down on the time to create a working list of helpful ideas in forward communication. Force field analysis is probably the most useful tool because the leader can list ideas and rate them as forces for change and forces against change.

The team can decide what would be forces for change and list them on one side of a chart and the forces against the change on the other side. The forces can be rated from one to five on both sides to see what may be the best solution. The highest rating for the forces for change in this case would be could be one or more solutions indicated to help staff communicate with the present issue (http://www.accelteam.com/techniques/force_field_analysis.html). Address ways to improve communication among departments in an organization to avoid conflict.

Communication in the workplace begins with the relationship with the leader. Staff that have a good relationship feel that can freely speak without punitive action. They are willing to share their feelings about the job redesign and any changes that have occurred. This is not considered a gossip session. It is constructive communication with an objective and outcome. This is why it is so important that a part of the plan for the new job design is to teach employees how to accept and promote a framework for communication that makes them feel that they have mattered to their leaders (http://www.infed.org/biblio/learning-organization.htm)

Intra-organizational and inter-organizational communications are often lacking in this digital world. If the manager sends out an email to all the staff, he or she feels that they have communicated and everyone is happy. According to Kupritz and Cowell, unless a face-to-face encounter takes place, there continues to be a barrier between management and staff. Communication is two way and staff have no way to respond to an email. They may be frustrated because they have no voice. Statements may be misunderstood and this feels insensitive to the employee (2011).

Persuasive communication is a technique that can be used by a manager to assist in change in the environment. Often it is difficult to persuade employees to think in a manner conducive to the target of the mission and vision. If employees are asked to freely give input into the decision regarding their own work situation, they will be more interested in a fair exchange between each other. No one employee wants to give another more work and be looked on as being belligerent. As a manager, you have used persuasion and the employees have felt their suggestions were used as the answer to the problem (Grandjean, & Gueguen, 2011).

Storytelling uses ideas from other events to a current situation. When talking to an individual or even using this model as an introduction to a meeting, it allows the manager to gently move into a tough situation. When counseling an employee that has behavioral problems, a story regarding times when the employee was on the right track may be a good introduction to the meeting. As a manager, one may be called to present in front of groups. Beginning with a story will catch the interest of the group and help to bridge into the topic you are there to deliver. This technique takes practice but once used, the manager can sense the engagement of the group (Radner, 2008).

Non-verbal communication is often not thought of as communication but is probably the most powerful. People say they can tell what you are saying just by looking at you. Does your body language and non-verbal communication give away perhaps what you do not want to say? The importance of physical appearance, verbal cues and body movement can speak volumes. If a manager realizes that this is central to all communication, they will be successful with their coworkers and staff. All social encounters start with some kind of verbal cues. This same dynamic carries over to the workplace (Dynal, 2011).

Finally, identify strategies that may be used to avoid recurring conflicts and ways a leader can prevent conflict within team in the organization. Human resources are at stake when employees are dissatisfied and begin to show aggression towards each other or patients. Job satisfaction is based on intrinsic motivation. Intrinsic motivation is the joy and satisfaction of doing the work. Leaders who can identify workers who take part in aggressive behaviors should be offered other opportunities. Everyone should have the opportunity to improve. A contract for behavior can be written between each employee and the manager.

When your “first rate” employees begin to see that good behavior is rewarded then they will believe that something is actually being done in the organization (Chullen, et. al.). Also, forward communication techniques that can be used to avoid conflicts within a team where individuals hold different roles. There are decision-making techniques of varying degrees of difficulty that lessen or avoid conflict in the health care team.

If the team is asked to brainstorm, they would be ask to list ideas without havingtime to think a lot before coming up with the list. This list could go one for a while without having a theme. This is a good way to generate new ideas but is not focused to make a single decision. This allows everyone to provide input on a fair basis. In your initial post, propose a quality improvement plan to present to the CEO addressing these issues.

There are several ways to look at quality improvement. One of the basic methods is the plan, do study, and act cycle that can be used in any environment to improve processes. This type of quality improvement technique encourages the use of team to make decisions and addresses conflict within departments and units of work. For some of the areas of improvement, a standing committee should exist with revolving members. In healthcare, an example would be safety. This is a serious and essential issue and needs to be continuously monitored.

To keep the ideas fresh the committee members would be changed every few years. Other committees may be ad hoc depending on the need and should not be kept standing if the situation has been resolved. A schematic for teams can be presented with objectives for standing committees. A list of possible ad hoc committees may be listed for areas that may needed for short periods but dismissed once the issue has been decided. Teams should be selected for their expertise in their areas of experience and ability to think across departments. A physician liaison should be included for every standing healthcare team.

References
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behavior in healthcare organizations: The effects of supportive leadership and job design.
Journal of Healthcare Management, 55, 381-97.

Dynal, M. (2011). Turning speaker meaning on its head: Non-verbal communication and
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Grandjean, I. & Gueguen, N. (2011). Testing a binding communications strategy in a company:
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International Journal, 39, 1209-1216.

Hägglund, M., Scandurra, I. & Koch, S. (2010). Scenarios to capture work processes in shared
homecare – From analysis to application. In Special Issue: Information Technology in
Health Care: Socio-technical Approaches, International Journal of Medical Informatics.
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http://www.accel-team.com/techniques/force_field_analysis.html
http://www.leanhealthcareexchange.com/
Kupritz, V. & Cowell, E. (2011). Productive management communication. Journal of Business
Communication, 48, 54-82.