Team building: a continuous challenge for today's nurse leaders.
PUCK puck, in Germanic mythology
puck (pŭk), in Germanic folklore, generic name for various malevolent spirits. The medieval English pouke was often identified with the devil. model (Blanchard, 2001) and Lencioni's Functional Team model (Lencioni, 2002). Both of these models are presented as fables in short, informative and enjoyable books. The PUCK model is summarized first followed by Lencioni's model.
Ken Blanchard and colleagues' (2001) write about a man who, after being fired from his job for not being a team player, learns the skills of team building and team participation by coaching his son's hockey team. The acronym acronym: see abbreviation.
A word typically made up of the first letters of two or more words; for example, BASIC stands for "Beginners All purpose Symbolic Instruction Code. PUCK is used to illustrate how repeated reward and recognition focused on aligned behavior is the key to forming successful teams. The PUCK model, discussed below, stands for providing, unleashing, creating and keeping.
P = Providing: Clear Purpose and Values--A Compelling Reason for Being
* Create a challenge, a reason for being, and a "holy grail Holy Grail: see Grail, Holy.
A very desired object or outcome that borders on a sacred quest. There are several Holy Grails in the computer business. " that commits and motivates people to work together.
* Set clear and compelling goals and strategies, both for the individual and the team.
* Be clear about your values.
* Create a team charter that formalizes commitments to each other and clearly states what the team wants to accomplish, why it is important, and how the team will work together to achieve results.
U = Unleashing: Developing Skills--Developing Your Bench Strength
* Start with the basics: Build individual skills that will bolster team skills.
* Provide feedback to build skills, confidence, and accountability.
* Learn each other's roles.
* Build a sense of personal and collective power by using individual and collective skills to achieve extraordinary results.
C = Creating: Team Power--None of us is as smart as all of us: Synergistic synergistic /syn·er·gis·tic/ (sin?er-jis´tik)
1. acting together.
2. enhancing the effect of another force or agent.
* Build a game plan for the team and stick to it.
* Share leadership.
* Reward team work.
* Rotate positions to build flexibility, introduce change, and build mental and physical skills.
* Turn individual skills into team skills.
K = Keeping: The account on the Positive--Repeated Reward and Recognition
* Look for behaviors that reflect the team's purpose and values and reward, reward, reward!
* Catch people doing things right or approximately right.
* Redirect re·di·rect
tr.v. re·di·rect·ed, re·di·rect·ing, re·di·rects
To change the direction or course of.
A redirect examination.
re toward the goal; do not punish.
* Link all recognition and reward back to the purpose and goals (Blanchard, 2001, p. 189-190).
This model can be used by the nurse leader in staff interactions. The "P," clear purpose and value, means that nurse leaders must set clear and achievable goals for self and staff. The "U" represents the skill sets nurse leaders must utilize to create healthy teams. Strong skills will create confidence and strengthen the patient care team. Team power, "C" is acquired by creating a clear, purpose-driven patient-care team. The "K" keeping a positive account represents the responsibility to reward behaviors that reflect the team's purpose and value. Such rewards aim at achieving positive patient outcomes and effective team work. As this example shows, the PUCK model can be easily applied in nursing. As a Nurse Leader utilizes this model, the results will be effective teambuilding and better patient care.
Lencioni's (2002) "Five Dysfunctions of a Team" is a leadership fable about a technology company struggling to attract and keep customers. The new CEO (1) (Chief Executive Officer) The highest individual in command of an organization. Typically the president of the company, the CEO reports to the Chairman of the Board. recognized the company's innovative products and great talent was negated because the executives were not a team: They were struggling but unable to agree on an appropriate solution to their problems. The team eroded into naming, blaming and shaming. No one was accepting responsibility nor making important decisions, deadlines were being missed, morale was declining, and the company was losing the battle for market share.
Lencioni (2002) illustrates team dynamics
1.) Absence of Trust--Team members must:
* Open up to each other.
* Operate without fear of reprisal reprisal, in international law, the forcible taking, in time of peace, by one country of the property or territory belonging to another country or to the citizens of the other country, to be held as a pledge or as redress in order to satisfy a claim. .
* Overcome the need for invulnerability in·vul·ner·a·ble
1. Immune to attack; impregnable.
2. Impossible to damage, injure, or wound.
[French invulnérable, from Old French, from Latin .
2.) Fear of Conflict--Failure to productively address conflict:
* Leads to preservation of a sense of artificial harmony.
* Results in the ability to accept some conflict, acknowledging that no one gets use to conflict.
3). Lack of Commitment--Arises from failure to hear all the teams concerns before making a decision:
* Is evidenced by ambiguity.
* Thus, if people don't feel like they've been listened to, they won't really get on board (committed).
4). Avoidance of Accountability--All team members are not on the same page results in:
* Organizational leaders won't hold each other accountable because they want to avoid interpersonal discomfort.
* Lowered standards.
Lencioni (2002) points out that some employees are hard to hold accountable. They may appear to be helpful or become very defensive and intimidating in·tim·i·date
tr.v. in·tim·i·dat·ed, in·tim·i·dat·ing, in·tim·i·dates
1. To make timid; fill with fear.
2. To coerce or inhibit by or as if by threats. . These team members must be 'pushed respectfully' for the team to become a functional team. When team members are not held accountable to the team's interests and goals, the tendency is to look out for their own interests. This is the ultimate dysfunction: The tendency of team members is to seek out individual recognition and attention at expense of team results.
5). Inattention in·at·ten·tion
Lack of attention, notice, or regard.
Noun 1. inattention - lack of attention
basic cognitive process - cognitive processes involved in obtaining and storing knowledge to Results--To focus team members on building a functional team, it is essential that:
* Leaders and team members make the collective ego greater than individual egos.
* Leaders don't leave any room for interpretation when it comes to defining results.
* Expected results must be stated simply and specific enough to be actionable.
* Team performance must be measured regularly so the team can react more quickly on needed changes.
* The focus must be on creating the best team possible, not shepherding careers of individual athletes.
* Goals are reviewed regularly and addressed quickly when unmet.
* Resources are re-directed as indicated to achieve results.
Lencioni (2002) asserts that addressing these five dysfunctions results in cohesive teams that trust one another; address conflict; commit to decisions and plans; hold one another accountable; and focus on the achievement of collective goals.
In nursing, the dysfunctions identified by Lencioni can adversely affect a nursing team. The absence of trust occurs when nurses do not address concerns with physician or co-workers. Lack of commitment may occur when a lack of direction and commitment to patient care results in nurses' lack joy in their work. The fourth dysfunction, avoidance of accountability, is seen when the nurse leader does not give staff clear sets of expectations. In these cases, staff may choose silence rather than confront behaviors not conducive to teambuilding. The fifth dysfunction, inattention to results, is known in nursing as "eating their young." They put their own personal needs and egos ahead of their colleagues; ultimately the team and patient care suffers. Nurse leaders must quickly address these dysfunctions and redirect team member behaviors to achieve positive actions and outcomes.
Research has shown that positive teamwork results in collaboration, improved problem-solving and communication, increased morale, and, ultimately, improved patient care outcomes. The key to teambuilding is creating a framework with clear expectations and open communication. As nurse leaders, we must develop and encourage others to apply team-building strategies that can improve teamwork and patient care.
Blanchard, K., Bowles, S., Carew, D., & Parisi-Carew, E. (2001). High five! The magic of working together. New York New York, state, United States
New York, Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of : Harper Collins.
Lencioni, P. (2002). The five dysfunctions of a team: A leadership fable. San Francisco San Francisco (săn frănsĭs`kō), city (1990 pop. 723,959), coextensive with San Francisco co., W Calif., on the tip of a peninsula between the Pacific Ocean and San Francisco Bay, which are connected by the strait known as the Golden : Jossey-Bass.
Susan is an OUHSC OUHSC University of Oklahoma Health Sciences Center Graduate Student in the Nursing Administration Pathway.
Susan Dellegar, BS, RN, Clinical Manager
St. John Hospital-Tulsa