HSCI 480

Process Theories include:

Expectancy theory Goal setting theory Equity theory

Intrinsic motivation includes all except:

recognition

Rapidly Formed Teams

A group of employees that come together for a specific, unplanned purpose Most emerge spontaneously Can face significant complexity and time pressures When the immediate goal is achieved, the team usually disbands

Four Methods to Handle Team Conflicts

1. Set Goals Established and agreed upon goals make it easier to resolve problems 2. Assign Accountability Delegate authority to give team members responsibility, then evaluate their performance 3. Understand How Decisions Are Made 4. Ensure that Meetings Are Effective

Two Approaches to Brainstorming

1. Structured Facilitator controls the discussion and ensures critique is withheld Each person participates in turn until all ideas are exhausted 2. Unstructured No facilitator Ideas may be offered by participants at any time

Two main categories in theories of movtivation

1.Content - seeks to identify drivers internal to individuals. 2.Process - focus on activities or forces external to individuals. Can be altered to induce or affect more commitment.

Four Phases of Ongoing Teams

1.Forming: members are unsure of rules and expectations; individuals try to avoid conflict and gain acceptance 2.Storming: members begin to disagree and conflicts arise; often the most difficult phase 3.Norming: teams resolve issues and find constructive approaches to work 4.Performing: cohesive team that can reach consensus and be highly productive

Four commonly encountered types of teams:

1.Ongoing Teams 2.Microsystem Teams 3.Rapidly Formed Teams 4.Quality Improvement Teams

Ongoing Teams four characteristics

1Team members have similar training and are assigned to the same department or working group 2.A formal reporting relationship exists 3.Have an identified leader 4.Team members work together frequently

Techniques for Effective Collaboration within Teams Prioritization matrices

A QI tool used to evaluate alternatives generated by brainstorming in a systematic manner using predetermined decision criteria Has two components: a list of alternatives and criteria to evaluate each alternative Each component is decided on by the team Generates scores that yield a ranking of alternatives

Techniques and Tools for QI Teams project chamption

A champion is an executive-level manager who manages and guides the QI project and aligns it with system priorities

Quality Improvement Teams

A group of individuals who work together to improve a process Cross-functional and interdisciplinary Focused on addressing a single problem or process Use quality improvement tools and techniques

Techniques for Effective Collaboration within Teams Brainstorming benefits

A quality improvement method used by a team to generate many ideas around a single issue of interest Three primary benefits: 1.The whole is greater than the sum of its parts 2.An effective way to generate ideas rapidly 3.Inclusive and non-judgmental

Microsystem Teams

A single or small component of a larger system (embedded in a "macro" organization) Work must result in value to the larger system Attributes of teams include: value, cooperation, and communication Example: a unit that provides medical services, embedded within the larger hospital and public health systems.

Six Techniques for Effective Collaboration within Teams

Communication Training Conducting effective meetings Brainstorming Prioritization Matrices Six Hats Method

Ongoing Teams

Consist of a formally established and defined set of individuals who work together over time

Collaboration within Organizations defined

Defined as "combining the knowledge, experience, and skills of many individuals to deliver services, programs, or products" Occurs at all levels: individual, team, department, etc. Results in "buy-in" among team members Management and staff must take a collaborative approach Individuals recognize that their views alone are not sufficient to convert an idea into a reality

Team Conflict defined

Defined as tension between team members due to real or perceived differences. Two common sources of team conflict: relationships and tasks Can have positive and negative consequences The inability to resolve conflicts may cause a team to lose focus and even disintegrate. The type of team often determines optimum ways to manage conflict.

Equity Theory

Employees are motivated when their effort is rewarded in a manner that is equitable with how others are rewarded. Issues of equity and fairness can be raised by: 1.Salary 2.Office space 3.Work assignments Managers should have a reasonable and publicly defensible reason for treating employees differently.

Goal Setting Theory

Establishing appropriate goals for employees is motivating. Goals should be: (1) established jointly between employee and manager and (2) be challenging. Goals that are too easy, or impossible, are not effective. Regular feedback on progress is necessary to stress the goal's importance and to permit adjustments.

Team Leadership requires two important elements

Good leaders listen to team members and facilitate collaboration Accomplished by applying two important elements: 1.Accomplishing Tasks: ensure all assigned tasks are performed by team members 2.Supporting Individuals: address the needs of all team members and promote positive interpersonal dynamics

Mccelands Learned Needs Theory

Key needs motivating individuals can be learned and are not necessarily genetic These needs are: Achievement Affiliation Power Suggests that these needs can be instilled in employees through coaching

Content Theories include:

Maslow's hierarchy Existence, Relatedness, Growth (ERG) theory McClelland's learned needs theory Herzberg's hygiene factors theory Job enrichment theory

Job Enrichment Theory

Most jobs can be enriched so that they come closer to meeting the human needs already expressed by expanding the nature of the tasks an individual performs. Can provide increased employee satisfaction due to expanding responsibility and control over tasks. Some job enrichment strategies include: 1.Combining tasks so that employees can see the entire process 2.Rotating employees through different assignments 3.Delegating tasks typically assigned to those higher in the organizational hierarchy

Motivating for Improvement

Screening of new hires should include a discussion about commitment to customer service and continuous improvement - helps determine level of intrinsic motivation. Design and implement policies that encourage employee engagement and reinforce high motivation like sharing information widely and investing in learning opportunities. Understand that there is variation in motivating drivers for individual employees. Be creative Look for opportunities to praise. Draw on the intrinsic motivations inherent in health work.

Four Types of Teams

Ongoing Teams Microsystem Teams Rapidly Formed Teams Quality Improvement Teams

Techniques and Tools for QI Teams project charter

Outlines goals and activities to be taken to reach goals Short, but with all relevant details of the project

Expectancy Theory

Proposes a relationship between (1) efforts of employees, (2) quality of their performance, and (3) level of recognition by organization. If the employee perceives the level of recognition (3) is in line with the amount of effort dispensed (1), then the employee feels motivated. A manager should seek to understand the degree to which different employees value different rewards (recognition). Management can positively affect employee motivation by ensuring: (1) employee time is well-spent, (2) effort increases performance, and (3) performance is appropriately recognized.

Techniques for Effective Collaboration within Teams Communication

Require channels through which information is transmitted: Formal: created by management and defined; easily understood but often slow Informal: created by individuals and based on relationships; hard to define but often rapid

Herzberg's Hygiene Factors Theory

Rewards that motivate come in two forms: 1.Hygiene factors: Rewards that encourage sufficient performance. Do not motivate extra effort or guarantee improved outcomes (examples: job security, salary, organizational policies). 2.Satisfiers: Rewards that encourage improved performance. Positively associated with effort (examples: advancement, recognition, personal growth). Hygiene factors and satisfiers can be influenced by an organization and its managers. How these motivators are designed influence employees' performances. A system design with more satisfiers should yield higher performance.

Techniques for Effective Collaboration within Teams Effective meetings

Successful meetings require three components: 1.Preparing an Agenda: provides guidance and helps participants focus 2.Assigning Important Roles: Facilitator, Timekeeper, and Recorder 3.Following the Agenda: start and end on time and prevent distractions

Successful Team Leaders

Team leaders can successfully achieve a goal by: 1. Establishing a vision that supports the goal: provides context and boundaries; includes an outline and timeline 2. Communicating the vision to others: essential for motivation and encouragement 3. Exhibiting confidence that the goal can be accomplished: share enthusiasm and have a positive attitude

Techniques and Tools for QI Teams team members

Team members should have the expertise necessary to address the targeted problem A team of 5-9 individuals is preferred

Techniques for Effective Collaboration within Teams Training

Team training involves different behaviors and skills than training individuals Two interdisciplinary team training methods include: 1.TeamSTEPPS: teaches skills that support team performance: training, behavior, human factors, and cultural changes 2.In situ simulation: an experiential team training method that supplements the concepts and knowledge provided through traditional educational methods

Teams within an Organization

The most effective method for achieving collaboration within an organization is the use of teams The organization must promote and reinforce effective teamwork

ERG Theory

There are 3 categories of needs: Existence Relatedness Growth Congruent with Maslow's five categories Distinct from Maslow in that ERG recognizes humans cycle through priority of needs rather than ascending a fixed hierarchy

Maslow's Hierarchy

Universal internal drivers of human behavior, ordered from most basic: Physiological Safety and security Love and belonging Self-esteem Self-actualization Represents an oversimplification, but has high face validity (people find it intuitively true) Does not capture the fact that needs can change over time

Techniques for Effective Collaboration within Teams six hats

Used when members of a team have to evaluate a proposed solution in a systematic way The "six hats" represent six different roles for team members to assume Five team members take on roles of objective, subjective, positive, negative, and imaginative The sixth hat is for the leader/facilitator

Three Techniques and Tools for QI Teams

Write a project charter Identify a project champion Select team members

rapidly formed team is best described as

coming together for a specific/unplanned purpose

Which process theory of motivation best describes fair treatment of individuals?

equity theory

quality improvement best described as

group of individuals working together to address a problem

extrinsic motivation

sources of motivation that are derived from outside an individual (examples: compensation, recognition, punishment).

intrinsic motivation

sources of motivation that come from within an individual (examples: honor, idealism, status).