Getting There and Being Involved, Essay Example

Introduction

When difficult behaviors are identified within a team setting, this requires an examination of the different needs of the group and how to best implement potential solutions to these problems in a timely manner. There must be a greater focus on the different aspects of conflict within the group and to determine how to improve the cohesiveness of the group as best as possible. It is important to identify the tools and resources that are required to improve outcomes and to demonstrate a high level of support and guidance in facilitating a positive team experience as best as possible. This requires an examination of the different tools and resources that are available to ensure that the leader is able to handle adversity in an effective manner and to maximize the situation effectively. Difficult behaviors within a team setting is not a new concept; however, it requires a number of critical elements that impact an organization and represent a means of understanding the dynamics of the team and what is required to improve relationships and outcomes.

Body

In the context of emergency situations, a level of calm and cohesion must occur in order to achieve the desired outcomes. However, this also requires a number of elements that are likely to impact how individuals relate to each other within the team and to determine what is required to meet expectations at a high level (Wildman et.al, 2012). Therefore, team members must be able to develop trust within the group and to learn how to trust the team leader in order to achieve the desired results (Wildman et.al, 2012). Without trust, the team concept and their objectives are likely to fail; in addition, trust may have a positive impact on individual behaviors when there is a feeling of cohesion and support from other team members (Wildman et.al, 2012).

A cohesive team-based approach will go a long way in supporting the needs of the group and in determining what steps are required to ensure that the group possesses the proper focus and attention to meet the needs of the group effectively. Team-based conflicts must be addressed early on and must reflect a leader’s potential to support all members during emergency situations to produce the intended results (Roberts, 2014). Individual involvement and belonging are critical to this process and require further consideration and focus in order to effectively promote a team-based environment with the tools that are necessary to improve the overall response (Roberts, 2014). In these scenarios, all leaders must be treated with equal respect, regardless of the circumstances, and seek opportunities to improve conditions within the team in a positive manner (Wayne, Cohen, & McGaghie, 2012). Most importantly, nurse leaders must be able to manage the insecurities of individual members in order to have a greater impact on the team environment and to maximize the performance of each member in a timely manner (Towle, 2014). This supports a greater need to recognize the value of patient care and in supporting the knowledge that is required to meet expectations at a high level to increase overall team productivity (Towle, 2014).

Conclusion      

All teams in emergency settings require a strong and cohesive approach to leadership that will have a lasting impact on its members, and this reflects a need to develop trust and cohesion among the group. This is an important step in learning about each member and the team’s overall capabilities in supporting an environment where cohesion is paramount and conflict is minimized through the leader’s overall vision and focus towards an environment of change and progress that will likely improve outcomes and create a higher level of trust among team members to have a greater impact.

References

Roberts, K. I. (2014). Getting There and Being Involved: Team Building and Maintenance.

In Conflict and Catastrophe Medicine (pp. 337-340). Springer London.

Towle, N. (2014). Counteracting Human Insecurities. Global Security Studies,5(2).

Wayne, D. B., Cohen, E. R., & McGaghie, W. C. (2012). Leadership in medical emergencies is not gender specific. Simulation in Healthcare, 7(2), 134.

Wildman, J. L., Shuffler, M. L., Lazzara, E. H., Fiore, S. M., Burke, C. S., Salas, E., & Garven, (2012). Trust development in swift starting action teams: A multilevel framework.Group & Organization Management, 1059601111434202.