Читать книгу The Nursing Associate's Handbook of Clinical Skills - Группа авторов - Страница 102

Regardless of where you work in any scenario that calls for teamwork to accomplish specific tasks, this will bring out the best and also the worst of the personalities in those who are participating. Competitive energies, communication skills as well as the respective levels of commitment to the project are all factors that will affect how effectively team members can work together.

We have seen that there are many different personality types, and a mixture of them is ideal for a successful team. In an ideal situation, if a team can be selected to ensure that the different roles are accounted for, then it will be a successful team. However, this is not how healthcare teams are selected. In the workplace, a variety of people are put together, often with no prior knowledge of each other, and they are expected to work together, as a team, to produce certain outcomes. As there are many different personality types, plus the fact that people work differently, when a team is formed, there are various phases that it must go through to become a functioning team. Tuckman (1965) (see Figure 4.1) devised a model to explain the life cycle of a team, and this is still referred to today.

Forming: At this stage, the group do not know each other. They need to orientate themselves to each other and to the task itself. Ground rules need to be made, and relationships within the group need to be established.

Storming: This is the period of unrest and conflict where the group is still finding its way and getting to know each other. At this stage, relationships can become strained whilst people are still finding their way.

Norming: In this phase, the group know each other better and understand each other and how everyone works. The strengths and weaknesses of each team member are understood and utilised in a productive way.

Performing: This is the most productive phase of the cycle. The group are working well together in their respective roles and are focused on the task.

Adjourning: This was added in 1977 to demonstrate the importance and inevitability of all groups separating.

Note that this cycle is not always one way. Some groups get stuck at the storming or norming stage and do not get to perform as a team. Some groups go through the stages very slowly, and the ability to perform well as a team is postponed. Also, team membership can change mid‐cycle which can put a norming or performing team back into the storming phase.