Read the Evaluating Individual Teamwork Competencies vignette in Chapter 13. Study Table 13-2 as a guide for giving an individual evaluation.
* Compose feedback to be delivered to Mr. Platt about his behavior on the clinical teams (2 paragraphs in MS Word). * Compose feedback to be delivered to Dr. Briese about his behavior toward others on the team (2 paragraphs in MS Word).
Read about TeamSTEPPS in Chapter 14 and on the Agency for Healthcare Research and Quality website before answering these questions (2 paragraphs total in MS Word):
*To what extent would implementing TeamSTEPPS represent a change in your organization’s culture? * Is a culture change that emphasizes the importance of teamwork and safety feasible and acceptable in your organization? Why or why not?
this is the Evaluating Individual Teamwork Competencies vignette in Chapter 13:
Evaluating Individual Teamwork CompetenciesRobert Platt, RN, MSN, a clinical nurse specialist in the oncology unit at Gibbs Hospital, prided himself on being an expert clinician. He had been an “A” student in nursing school, and his preceptors in school and subsequent employers praised his knowledge base as well as his comfortable and engaging manner with patients and their family members. Mr. Platt was a fervent believer in patient rights and patient involvement. For example, frequently he would query patients and family members for their feelings about therapies, discharge dates, and other issues, sometimes urging them to question the recommendations made by other clinicians.Mr. Platt worked on 3 different clinical teams comprised of combinations of oncologists, nurses, pharmacists, and others. He carried his passion for patient rights into case discussions in the 3 clinical teams he worked with. He frequently spoke about patient rights with great energy and at length. One team, in particular, challenged his opinions about patient rights. That team included a philosophical nemesis of Mr. Platt’s, Terry Briese, MD. Dr. Briese was famous for goading other clinicians into arguments about patient involvement, with Dr. Briese professing that the less patients know, the better. The arguments often interfered with team discussions and team progress. Mr. Platt felt that sometimes Dr. Briese just wanted attention and that his beliefs weren’t really as extreme as he pretended. The team leader showed little interest in breaking up the arguments and never had counseled Mr. Platt or Dr. Briese about their behavior in meetings.