Development and Implementation of Self Directed Work Teams in a Large, Urban Emergency Department (ED)

2.50
Hdl Handle:
http://hdl.handle.net/10755/162583
Type:
Presentation
Title:
Development and Implementation of Self Directed Work Teams in a Large, Urban Emergency Department (ED)
Abstract:
Development and Implementation of Self Directed Work Teams in a Large, Urban Emergency Department (ED)
Conference Sponsor:Emergency Nurses Association
Conference Year:1996
Author:Smyth, Melinda, RN, MCN, CCRN, CNA
The purpose of this clinical project was to encourage ED staff to study and improve their work processes by creating a change in the management style from a wholly centralized system to a self-directed team model. Implementation of self-directed teams required an evolutionary shift in the department's culture from total dependence upon authority to shared responsibility for problem resolution. The required philosophical shift resulted in initial disruption and chaos. This was followed by reintegration and movement toward a common vision. The following steps of implementation were taken over a period of one year: (1) awareness of discomfort with current situation and desire for change; (2) removal of formal leaders; (3) role redefinition; (4) team formation; and (5) organizational development training. At present, five teams are operational within the department. The Management Team provides daily clinical supervision. The Staff Development Team oversees new staff orientation and ensures completion of departmental competency requirements. The Hospitality Team coordinates unit parties, decorations and important events. The Customer Service Team investigates patient complaints and develops strategies to improve customer service. The Scheduling and Staffing Team coordinates the department's self scheduling process. All teams, except for an all RN Management Team, are multidisciplinary with representation from each patient focused care group within the department. Since the implementation of self-directed teams, productivity has increased and individual employees have direct input into departmental decision-making. The staff are less fragmented and support a unified vision, with all disciplines working together to achieve common goals. Peer support and communication have improved and staff members recognize their roles as important members of the overall team. Implementation of self-directed teams within this large ED was often troublesome and slow. The end results of improvement in quality, productivity and employee morale have made this difficult change process well worth the effort. [Clinical Poster Presentation]
Repository Posting Date:
27-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Emergency Nurses Association

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleDevelopment and Implementation of Self Directed Work Teams in a Large, Urban Emergency Department (ED)en_GB
dc.identifier.urihttp://hdl.handle.net/10755/162583-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Development and Implementation of Self Directed Work Teams in a Large, Urban Emergency Department (ED)</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Emergency Nurses Association</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">1996</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Smyth, Melinda, RN, MCN, CCRN, CNA</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">res@ena.org</td></tr><tr><td colspan="2" class="item-abstract">The purpose of this clinical project was to encourage ED staff to study and improve their work processes by creating a change in the management style from a wholly centralized system to a self-directed team model. Implementation of self-directed teams required an evolutionary shift in the department's culture from total dependence upon authority to shared responsibility for problem resolution. The required philosophical shift resulted in initial disruption and chaos. This was followed by reintegration and movement toward a common vision. The following steps of implementation were taken over a period of one year: (1) awareness of discomfort with current situation and desire for change; (2) removal of formal leaders; (3) role redefinition; (4) team formation; and (5) organizational development training. At present, five teams are operational within the department. The Management Team provides daily clinical supervision. The Staff Development Team oversees new staff orientation and ensures completion of departmental competency requirements. The Hospitality Team coordinates unit parties, decorations and important events. The Customer Service Team investigates patient complaints and develops strategies to improve customer service. The Scheduling and Staffing Team coordinates the department's self scheduling process. All teams, except for an all RN Management Team, are multidisciplinary with representation from each patient focused care group within the department. Since the implementation of self-directed teams, productivity has increased and individual employees have direct input into departmental decision-making. The staff are less fragmented and support a unified vision, with all disciplines working together to achieve common goals. Peer support and communication have improved and staff members recognize their roles as important members of the overall team. Implementation of self-directed teams within this large ED was often troublesome and slow. The end results of improvement in quality, productivity and employee morale have made this difficult change process well worth the effort. [Clinical Poster Presentation]</td></tr></table>en_GB
dc.date.available2011-10-27T10:30:38Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-27T10:30:38Z-
dc.description.sponsorshipEmergency Nurses Associationen_GB
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