Healthcare Paper on Team Effectiveness in Health Care Delivery

In Modern organizational environments, teams have become widely used and increasingly popular. Team performance or team effectiveness is the team’s ability to create, develop and achieve goals and objectives in organizations. Therefore, working in groups has been seen as an effective method of improving motivational skills, productivity, workers commitment, and innovativeness in the healthcare industry. This study aims to analyze and evaluate the factors that influence team effectiveness, and methods that can be used to lead groups in the healthcare sector.

According to Kukenberger, Mathieu, & Ruddy (2015), team effectiveness can be used to improve organizational goals and enhance healthcare delivery in health organizations. The capacity of a team to achieve its goals can be improved to increase the chances of achieving success for team members, and their outcomes. Team effectiveness is inherently multilevel and consists of several factors that unfold over time that reduces the conflicts of a team as they get to identify the strengths and weaknesses of their colleagues (Carter, Mossholder, & Harris, 2018). In healthcare delivery, group practice takes many forms (National Research Council, 2015). Consequently, team effectiveness of any healthcare delivery group is related to both its ability to manage itself, and its capabilities to execute the work interdependently.

Owens, & Hekman, (2016), note that several factors do influence how a team achieves its goals such as a clear definition of the goals, the level of cooperation between the team members, goals measurability, and the relationship of the targets to the broader organizational objectives, and personal goals. Therefore, each individual in the team has a role to play which leads to a set of many expectations from the team (National Research Council, 2015). Other considerations for understanding, improving, and managing team effectiveness is the level of complexity of the flow of work within the team (Carter, Mossholder, & Harris, 2018). Self-managed teams are more common in healthcare delivery because they promote the free flow of information and knowledge within the group (National Research Council, 2015). However, in contemporary society, team processes are conceptually dynamic because different groups use different means to coordinate their resources, behavioral, and cognitive processes. Effective team collaboration can positively and immediately impact the patient’s safety and outcome in health care delivery. Globally, effective teamwork is recognized as a crucial factor for creating and developing patient-centered and more effective health care delivery systems (Kozlowski, 2018).

A capable team is essential for patient safety because it minimizes the adverse effects of miscommunication with other health care providers when taking care of a patient, especially miscommunication on the roles and responsibilities. Kozlowski (2018); Kukenberger, Mathieu, & Ruddy (2015), argue that modern health care delivery should integrate new technologies and innovativeness in their delivery and management processes. Indeed, it is difficult for one healthcare practitioner to deliver quality healthcare to a patient. Thus, the need for a specific knowledge is crucial in specialized areas of health care amongst team members. For teams to form coherently, it passes through four stages of development which are forming characterized by confusion and ambiguity and team members are not clear about their tasks. Storming is the second stage of team development and is characterized by multiple conflicts and rebellion against some of the delegated tasks, and members even get frustrated with minimal progress. Norming is the next stage where team members begin to realize their roles and embrace open communication. They also establish a team spirit, and they start to confront the tasks at hand. Performing is the last stage of team development where they now focus on achieving the set goals and objectives Owens, & Hekman, (2016).

Subsequently, principles, values, and team benefits are essential because they harmonize the team with core competency. Similarly, effective teams are characterized by shared goals, including the patients, clear roles for the health care practitioners, with clear expectations from team members. Moreover, clear roles enhance the team’s accountabilities and responsibilities and mainly helps to optimize the teams’ efficiency (Coppens et al., 2018). In addition to their professional attributes, they promote each other’s skills and learning process. The team members can earn their colleagues trust b sharing roles, which develops a mutual understanding and promotes sobriety within the team. Ultimately, teamwork cannot be achieved without effective communication among members (National Research Council, 2015).

Team effectiveness has many benefits because it improves healthcare delivery in health care settings, and to the team as a whole, as well as individual members. Some of the benefits include the reduction in the costs and time for hospitalization, improved coordination of quality care, and enhanced communication strategies, efficient utilization of health care resources, improved health quality and outcomes, and acceptance of treatment (Kukenberger, Mathieu, & Ruddy (2015).Team performance or team effectiveness is the team’s ability to create, develop and achieve goals and objectives in organizations. Therefore, working in groups has been seen as an effective method of improving motivational skills, productivity, workers commitment, and innovativeness in the healthcare industry.


Carter, M. Z., Mossholder, K. W., & Harris, J. N. (2018). Congruence effects of contingent reward leadership intended and experienced on team effectiveness: The mediating role of distributive justice climate. Journal of Occupational and Organizational Psychology.

Coppens, I., Verhaeghe, S., Van Hecke, A., &Beeckman, D. (2018). The effectiveness of crisis resource management and team debriefing in resuscitation education of nursing students: A randomised controlled trial. Journal of clinical nursing27(1-2), 77-85.

Kozlowski, S. W. (2018). Enhancing the effectiveness of work groups and teams: A reflection. Perspectives on Psychological Science13(2), 205-212.

Kukenberger, M. R., Mathieu, J. E., & Ruddy, T. (2015). A cross-level test of empowerment and process influences on members’ informal learning and team commitment. Journal of Management41(3), 987-1016.

National Research Council. (2015). Enhancing the effectiveness of team science. National Academies Press.

Owens, B. P., & Hekman, D. R. (2016). How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management Journal59(3), 1088-1111.