Table of Contents
- Leaders' Guide
- Methods
- Tools
- Teams and Other Human Factors
- Philosophy
- Definitions
Developing a Team
An ideal team size is 5-8 individuals. The team should be multidisciplinary: people with process knowledge, clinical expertise, CQI expertise, system leadership (idea champions), and possibly families. The best choice for team leader is the process owner (meaning the individual(s) who can make and sustain changes to the process). It is helpful to have a facilitator, who can attend to group process; also to assign roles of timekeeper and recorder, which can be rotated among members at each meeting.
A healthy team has CPR—Commitment, Purpose, and Relationships. The group must be clear on its aim/goals, committed to the project, and attend to the needs of its people.
Some early team tasks include:
- Openers/Ice Breakers for the team to get to know each other (http://www.mkkey.com/publications2/PubWarmUps.htm)
- Orientation to the work at hand and team roles
- Training in the Improvement Methodology
- Formation of a Group Agreement (Ground Rules)
- Contracting between the team leader, facilitator, and team re: who does what
- Review of the Aim and Roll-out Plan (Roadmap)
- Determination of the type of record-keeping for the team (storybook, playbook, storyboard/poster)
See IHI’s website
http://www.ihi.org/IHI/Topics/Improvement/ImprovementMethods
/HowToImprove/formingtheteam.htm
And M. K.’s Keyzine on “Team Tripwires”
http://www.mkkey.com/EZines/ezine96-TeamTripwires.htm
