There Is No "i" In Teamwork In The Patient-centered Medical Home: Defining Teamwork Competencies For Academic Practice
behavior; education; Education & Educational Research; Health Care Sciences & Services; health care; leadership; management; orientation; outcomes; performance; psychological collectivism; teams
Evidence suggests that teamwork is essential for safe, reliable practice. Creating health care teams able to function effectively in patient-centered medical homes (PCMHs), practices that organize care around the patient and demonstrate achievement of defined quality care standards, remains challenging. Preparing trainees for practice in interprofessional teams is particularly challenging in academic health centers where health professions curricula are largely siloed. Here, the authors review a well-delineated set of teamwork competencies that are important for high-functioning teams and suggest how these competencies might be useful for interprofessional team training and achievement of PCMH standards. The five competencies are (1) team leadership, the ability to coordinate team members' activities, ensure appropriate task distribution, evaluate effectiveness, and inspire high-level performance, (2) mutual performance monitoring, the ability to develop a shared understanding among team members regarding intentions, roles, and responsibilities so as to accurately monitor one another's performance for collective success, (3) backup behavior, the ability to anticipate the needs of other team members and shift responsibilities during times of variable workload, (4) adaptability, the capability of team members to adjust their strategy for completing tasks on the basis of feedback from the work environment, and (5) team orientation, the tendency to prioritize team goals over individual goals, encourage alternative perspectives, and show respect and regard for each team member. Relating each competency to a vignette from an academic primary care clinic, the authors describe potential strategies for improving teamwork learning and applying the teamwork competences to academic PCMH practices.
Leasure E L; Jones R R; Meade L B; Sanger M I; Thomas K G; Tilden V P; Bowen J L; Warm E J
Academic Medicine
2013
2013-05
Journal Article or Conference Abstract Publication
<a href="http://doi.org/10.1097/ACM.0b013e31828b0289" target="_blank" rel="noreferrer noopener">10.1097/ACM.0b013e31828b0289</a>
The power of great expectations.
expectations; high performance; leadership; pharmacy administration; Accreditation; Leadership; Intraprofessional Relations; Philosophy; Management; Technology; Goals and Objectives; Awards and Honors; Pharmacy Administration; Pharmacy Technicians; Public Speaking
Hunt Max L Mick Jr
American journal of health-system pharmacy : AJHP : official journal of the American Society of Health-System Pharmacists
2017
2017-08
Article information provided for research and reference use only. All rights are retained by the journal listed under publisher and/or the creator(s).
<a href="http://doi.org/10.2146/ajhp170257" target="_blank" rel="noreferrer noopener">10.2146/ajhp170257</a>
Optimizing Antimicrobial Utilization: Job of a Steward, or Time for a Pilot?...Bush LM, Kaye D. Optimizing antimicrobial utilization: job of a steward, or time for a pilot? Clin Infect Dis 2017; 65:1195
Pharmacists; Physicians; Drug Utilization; Leadership; Drug Resistance; Microbial; Skin Diseases; Centers for Disease Control and Prevention (U.S.); Hospital Programs; Pilots; Antiinfective Agents – Therapeutic Use; Communicable Diseases – Drug Therapy; Infection – Drug Therapy; Infectious – Drug Therapy
Bush Larry M; Kaye Donald; Kullar Ravina; Goff Debra A; Bauer Karri A; File Thomas M Jr
Clinical Infectious Diseases
2017
2017-11
Article information provided for research and reference use only. All rights are retained by the journal listed under publisher and/or the creator(s).
<a href="http://doi.org/10.1093/cid/cix530" target="_blank" rel="noreferrer noopener">10.1093/cid/cix530</a>
Anatomy of a public health agency turnaround: the case of the general health district in mahoning county.
Ohio; Workforce; Leadership; Costs and Cost Analysis; Organizational; Strategic Planning; Financial Management; Organizational Restructuring; Public Sector; Day Care – Economics; Laboratories – Economics; Public Health – Economics; Public Health Administration – Economics; Quality Management
A turnaround describes an organization's ability to recover from successive periods of decline. Current and projected declines in US economic conditions continue to place local public health departments at risk of fiscal exigency. This examination focused on turnaround methodologies used by a local public health department to reverse successive periods of operational and financial declines. Illustrations are provided on the value added by implementing financial ratio and trend analysis in addition to using evidence-based private sector turnaround strategies of retrenchment, repositioning, and reorganization. Evidence has shown how the financial analysis and strategies aided in identifying operational weakness and set in motion corrective measures. The Public Health Uniform Data System is introduced along with a list of standards offered for mainstreaming these and other routine stewardship practices to diagnose, predict, and prevent agency declines.
Honoré Peggy A; Stefanak Matthew; Dessens Scott
Journal of Public Health Management & Practice
2012
2012-07
Article information provided for research and reference use only. All rights are retained by the journal listed under publisher and/or the creator(s).
<a href="http://doi.org/10.1097/phh.0b013e3182548e1a" target="_blank" rel="noreferrer noopener">10.1097/phh.0b013e3182548e1a</a>
Academic medicine gets a poor report card–what are we going to do?
*Career Mobility; *Physicians; *Women's Rights; Faculty; Female; Humans; Leadership; Medical/*organization & administration; Women
Nora Lois Margaret
Academic medicine : journal of the Association of American Medical Colleges
2002
2002-10
Article information provided for research and reference use only. All rights are retained by the journal listed under publisher and/or the creator(s).
<a href="http://doi.org/10.1097/00001888-200210000-00024" target="_blank" rel="noreferrer noopener">10.1097/00001888-200210000-00024</a>