The Effectiveness of Health Care Teams in the National Health Service

Black participants were more likely to suggest that race exacerbated team conflict
and miscommunication, whereas white participants attributed problems to role and
status in the team. Further, different emphases and responsibility for communication
were acknowledged amongst the diversity of races, ethnicities, ages and genders.
Social isolation, selective perception and stereotypes also served to reinforce these
differences and deepen communication problems. Fewer occasions for social
interaction reduced opportunities to develop shared beliefs and a common social
reality across racial groups. The researchers therefore suggested that team
members be encouraged to understand different perspectives and appreciate
alternative realities, in order to lessen social isolation and reduce selective
perceptions and stereotyping behaviours.
Freeman, Miller and Ross (2000) also developed a grounded theory about
collaborative practice at the levels of the organisation, group and individual. They
conducted case studies of 6 teams working in a variety of specialist healthcare
services (diabetes, medical ward, primary healthcare, neuro-rehabilitation unit, child
development assessment, community mental health) and concluded that the
meanings different professionals ascribed to teamwork shaped how they
communicated and what they communicated about. When there was a lack of
congruence about aspects of teamwork, communication could potentially be
compromised. Individual perceptions determined the level of role understanding
considered necessary, and the value assigned to others’ contributions. Differences in
the understanding and valuing of team roles and levels of team learning exacerbated
underlying resentments, undermined professional esteem and created conflict.
Individual perceptions also influenced communication regarding tasks and about
sharing professional knowledge and ideas.
Decision making
Effective decision-making processes are central to team performance. Several
studies have reported the positive benefits of participative decision making in health
care teams. Yeatts and Seward (2000) compared 3 self-managed work teams in a
medium size U.S. rural nursing home. Team members of highly performing teams
reported that their ability to participate in work related decisions greatly increased
their job satisfaction and desire to come to work. These team members adopted a
consensus model of decision making, in which they clarified the problem, considered
alternatives, weighed the strengths and weaknesses of each alternative, and