What makes a good team nhs

Journal of General Internal Medicine , vol 30, no 2, pp — BMC Family Practice , vol The importance of communication within teams cannot be understated. With new team members, changing roles, restructured teams and re-designed physical spaces, thinking about how teams communicate will be the most important element for leaders to consider. People become more creative, resilient and motivated when they feel safe. This can build over time if leaders work with their teams to encourage and develop this type of communication but needs to be nourished and respected as it can also be easily lost.

There are also some practical steps you can take to ensure good communication within your teams. Huddles can help to reduce this by discussing patient-specific issues and clarifying responsibilities. If you adopt this method, you will need to allow the necessary time and resources for the huddles to take place. Each team member will need access to shared patient records and booking systems.

Effective information-sharing systems are fundamental to the success of teamworking, so that professionals are able to access and share information easily wherever they are, for example, on home visits.

Boyle T Hochman M Journal of General Internal Medicine , vol 30, no 4, pp —8. Health Care Management Review , vol 40, no 4, pp — The Annals of Family Medicine , vol 11, no 3, pp —8. Changing the physical working environment can help support new teams to function.

One option is to bring team members out of their individual practice rooms into a shared working space, which is their default location when they are not seeing a patient.

For professionals who work remotely or between practices, co-locating on a regular basis in a shared space can really help to improve team cohesion. One way you might want to do this is to have all health care professionals sitting together in a shared space, with the former GP offices used as treatment rooms where the patient waits for the professional to see them. Even when co-location is possible, re-designing physical spaces can be met with resistance, even when the current spaces are not optimal, because people are accustomed to particular ways of working.

Ideally, this will be done well in advance of trying to implement any changes, so that your team members can be involved in creating new spaces and ways of working, and you have time to work through any potential implications for their satisfaction and wellbeing. Branson A Property Week website. Family Practice Manager, vol 20, no 2, pp 20—4. Accountability in team-based care can feel complex and difficult. All health care professionals are ultimately accountable to patients and are, in particular, legally accountable to patients for any errors or omissions they make that could cause harm.

They are accountable to their professional regulator for standards of practice and to their employers, who must in turn support them to carry out their duties safely and effectively, complying with any codes of practice their profession or organisation has in place. The underlying principle for effective management, support and accountability is to create a safe environment where opportunities for professional development and reflecting on practice are inbuilt.

Clarity of roles and responsibilities is key, but there also needs to be a focus on effective communication between team members and on the way the physical space is designed to help these conversations. You will need to pay particular attention to how people working in these new roles will be supported and managed.

Clinical supervision, appraisals and learning and development opportunities can help you to do this. Access to clinical supervision is an essential requirement for all health professionals. There are lots of effective models of clinical supervision including one-to-one, group or peer supervision. The model will vary between GP practices and professions, and should be developed by teams to meet their needs and the requirements of the contract.

The scale of primary care networks will offer more opportunities for supervision and for individual professions to meet regularly across the network to discuss issues specific to their profession. Appraisals are a requirement in the NHS, but there are ways to make them a more productive and positive experience for your staff. Make sure they are focused on a shared understanding of team goals and two-way communication, and concentrate as much on setting goals for the future as on past review.

Gathering feedback from colleagues and patients is a core part of appraisal and revalidation for GPs and nurses. Providing constructive feedback is an important skill for your team to develop and is key to establishing trust and supporting psychological safety.

All team members need to have the skills, knowledge and experience to deliver effective care and treatment. Making sure this is available to a wider range of professionals can feel a daunting task but seeing it as part of a wider approach to shared learning and communication can make this easier. Most clinicians need to demonstrate that they have undertaken continuing professional development in order to maintain their registration, but access to learning and development is critical for all team members and should include both planned and unplanned learning.

A frequent recommendation of workforce research and integrated care programme evaluations is the need for cross-professional and cross-organisational training. Clinical commissioning groups often support protected learning time for practices to allow teams to come together and community education provider networks will help to broaden this by providing training placements and learning opportunities for students and staff across a range organisations and sectors.

Chartered Society of Physiotherapy Clinical supervision: a brief overview. London: Chartered Society of Physiotherapy. Davenport D Nursing in Practice website. London Deanery undated. London Deanery website. Leadership is not a skill limited to the top roles in the health service. However, the NHS could learn a thing or two about leadership from other areas says Bob Pearce, deputy director of service delivery at Gloucestershire hospitals NHS foundation trust.

He brings aspects of what he learned during his army training to his current role. He recognises, however, that the health service and the army have some different challenges. In the army, every officer is trained at Sandhurst in the basic values and standards that they will need throughout their career. Routes into healthcare are more varied, so people have a different view of how to do things and what is important. Sorted by Relevance.

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