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Applications and Tools for Creating and Sustaining Healthy Teams Is a Collection of Articles and Essays, Many of Which Have Been Published Elsewhere

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Applications and Tools for Creating and Sustaining Healthy Teams Is a Collection of Articles and Essays, Many of Which Have Been Published Elsewhere APPLICATIONS AND TOOLS FOR CREATING AND SUSTAINING HEALTHY TEAMS GRACE L. DUFFY AND JOHN W. MORAN Applications and Tools for Creating and Sustaining Healthy Teams is a collection of articles and essays, many of which have been published elsewhere. Together with the Public Health Foundation, Grace L. Duffy and John W. Moran have brought them together in this volume to support the effective creation and work of teams, particularly in the realm of public health. We are grateful for the authors’ permission for the material to be published here, and for their efforts to review the edited and reformatted chapters. Citations for works published in whole or in part elsewhere are listed below. Beitsch L, Duffy G, Moran J. Ready, AIM, Problem Solve. Quality Texas Foundation Update, October 2009. Duffy GL, McCoy K, Moran JW, Riley W. The Continuum of Quality Improvement in Public Health, The Quality Management Forum, Winter 2010, pp 1, 3-9. Duffy GL, Moran JW, Riley W. Rapid Cycle PDCA. Quality Texas Foundation Update. August 2009. Duffy GL, Moran JW, Riley W. TAPP into the PDCA Cycle to Make Improvements in Public Health. Quality Texas Foundation Update, June 2009 Gorenflo G, Moran JW. The ABCs of PDCA for Public Health Agencies. ASQ Healthcare Update, June 2010. Kuras T, Moran JW. 20 Questions to Ask Your Teams. The Quality Management Forum, Winter 1997, pp. 4-5. Moran JW, Duffy GL. Team Chartering. The Quality Management Forum, Spring 2011, pp. 11-16. Moran JW, Duffy GL, Pierson E. Using QI Skills in Daily Work. The Quality Management Forum, Winter 2011, pp. 6-10. ©2011 by the Public Health Foundation, Washington, DC. Applications and Tools for Creating and Sustaining Healthy Teams Preface i...............................................................................................................................................................i Preface ...........................................................................................................................................................................i Chapter 1: The Continuum of Quality Improvement in Public Health......................................................................1 Teaming Process Chapter 2: Ready, AIM, Problem Solve....................................................................................................................15 Chapter 3: The Team Charter....................................................................................................................................27 Chapter 4: Roles and Responsibilities for Launching Teams...................................................................................37 Chapter 5: Using Performance Indicators in the Public Health Business – Applying the Paynter Chart as a Public Health Scorecard.............................................................................................................................................47 Coaching and Facilitation Process ............................................................................................ 57 Chapter 6: Taking The Pulse Of Your Team............................................................................................................57 Chapter 7: Facilitating and Coaching Teams - Tips and Techniques.....................................................................61 Chapter 8: Ingredients for Effective Meetings and Team Communication ............................................................69 Planning and Problem-Solving Process .................................................................................... 81 Chapter 9: The ABCs of PDCA.................................................................................................................................81 Chapter 10: Rapid Cycle PDCA ................................................................................................................................87 Chapter 11: Solve the Real Problem Using Root Cause Analysis............................................................................91 Chapter 12: TAPP into the PDCA Cycle to Make Improvements in Public Health...............................................103 Chapter 13: Daily Work Management – Quality Improvement in Daily Work......................................................108 Appendices................................................................................................................................. 118 Appendix A: Success Story – Engaging Community Partners to Meet Priority Outcomes....................................118 Appendix B: Blank Forms and Checklists..............................................................................................................138 Appendix C: Author Biographies.............................................................................................................................144 i _____________________________________________________________________________ Applications and Tools for Creating and Sustaining Healthy Teams Preface Applications and Tools for Creating and Sustaining Healthy Teams is designed to be a guide for organizations that have had marginal success with teams or are exploring how to launch successful teams. The authors have been involved with over a thousand teams as sponsors, team leaders, and facilitators. This book is based on what makes teams successful. We invited authors who are actively involved in successfully using problem-solving teams in a healthcare or public health environment to provide their perspective on what works to create high-performing teams. Teams need to begin in the right direction. A developing team needs the right members and leader. The team then needs regular checkups to ensure that it is performing at its peak potential. Any problems must be diagnosed quickly and the right intervention prescribed to get back on track. The coaching and facilitation process takes a regular pulse of the team to make sure it is healthy. Then teams need a deliberate and defined planning and problem-solving process such as Plan-Do-Check-Act (PDCA) to achieve measurable improvements in the efficiency, effectiveness, performance, and outcomes of the process under investigation. The three integrated phases to a robust teaming process are shown in Figure 1:1 1. Teaming Process 2. Coaching and Facilitation Process 3. Planning and Problem-Solving Process Teaming Coaching and Planning and Process Facilitation Problem- Process Solving Process Figure 1: The Integrated Phases Details of each process are shown in Figure 2. Each process phase details the steps that most teams follow to ensure team health and reach a successful conclusion to their assigned problem. These steps for a healthy teaming process provide a guide to the sponsor who is chartering a team. A new team must follow a defined sequence to be successful in their problem-solving effort. Each section of this text contains an integrated set of articles that develop and support the creation of healthy teams. 1 Burton T and Moran J. The Future-Focused Organization. Englewood Cliffs, NJ: Prentice Hall PTR; 1995. i _____________________________________________________________________________ Applications and Tools for Creating and Sustaining Healthy Teams Ch. 1: The Continuum of Quality Improvement in Public Health Ch. 13: Daily Work Management – Quality Ch. 2: Ready, AIM, Problem Solve Improvement in Daily Work Ch. 3: The Team Charter Ch. 12: TAPP into the PDCA Cycle to Make Improvements Planning and Teaming in Public Health Ch. 4: Roles and Problem-solving Process Responsibilities Process for LaunchingTeams Ch. 11: Solve the Real Problem Using Root Cause Healthy Teams Ch. 5: Using Performance Analysis Indicators in the Public Health Business – Applying Ch. 10: Rapid Cycle the Paynter Chart as PDCA Coaching and Facilitation a Public Health Process Scorecard Ch. 9: The ABCs of PDCA Ch. 6: Taking the Pulse of Your Team Ch. 8: Ingredients for Effective Meetings and Ch. 7: Facilitating and Coaching Team Communication Teams – Tips and Techniques Figure 2: Text Chapters Mapped to the Integrated Process for Healthy Teams The Teaming Process starts with the team sponsor developing an aim statement describing the current and future state and what needs to be achieved by the team. A detailed explanation of how to develop an aim statement is introduced in Chapter 2. Once the aim statement is developed, the team sponsor develops the first draft of a team charter as detailed in Chapter 3 and provides the documentation that gives a team the authority to act, make decisions, and implement approved recommendations. Chapter 4 introduces the roles and responsibilities that make a successful team function well. It is important to make sure that a team has the right members, leader, and coach/facilitator with knowledge of the process to be studied. Providing the team with the appropriate training is a requirement to guide them in the problem-solving process. The Coaching and Facilitation Process in Chapter 6 discusses ways to take the pulse of a team on a regular basis to make sure that it is healthy. Chapter 7, Facilitation and Coaching, describes a process to help the team develop a set of interpersonal competencies essential for effective communication and planning. Interpersonal competencies that coaches and facilitators need to develop and constantly reinforce are listed below. Maintain and enhance self-esteem of team members Focus on specific behaviors and outcomes for productivity Listen for understanding so everyone’s opinions
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