Within a QI team, members often organize themselves to effectively accomplish the work by defining specific roles. Multiple roles may be fulfilled by one person, and some roles may be rotated among team members. The following is a list of key team roles:
This chart in Table 4.1 further illustrates roles and responsibilities for QI team members: (3)
Table 4.1: Roles and Responsibilities for Team Members
|TEAM RESPONSIBILITIES||TEAM LEADER||TEAM FECILITATOR||TEAM MEMBER|
|Provide direction and focus to team activities||X|
|Ensure productive use of team members' time||X|
|Represent team to clinic management and quality committe||X|
|Facilitate team meetings||X|
|Ensure balanced participation by all team members||X|
|Provide feedback and support to team leader||X|
|Suggest problem-solving tools and techniques||X||X||X|
|Offer perspective and ideas and participate actively||X||X||X|
|Adhere to meeting ground rules||X||X||X|
|Complete assignment on time||X||X||X|
|Support implementation of recommendations||X||X||X|
|Keep up-to-date on QI training, research and methods||X||X|
|Manage the team's time||X||X|
|Take and distribute minutes of meetings||X|
Each team member may have a different communication and social style. These differing styles serve to move the team forward when the interaction is constructive and all members are focused on a common goal. At times, there may be less harmony, and a team needs guidance to use its diversity to an advantage. There are many resources available that describe successful strategies in managing team dynamics. [link to resources section at the end of this module] In successful QI teams, members are flexible, embrace diverse ideas, constructively leverage conflict, and contribute to the teams’ achievements of completing their QI projects.
With the new team formed, it is critical to align expectations for the work to be performed. Building a sense of “team” and generating enthusiasm for the work are also important from the beginning. The team leader is responsible for these tasks, and often a QI Project Launch meeting is held. Critical elements of the launch meeting include:
The work of the team is to design, manage, and monitor performance improvement activities to achieve the aim of the QI Project. This work is more specifically detailed in the Performance Management and Measurement module. The team leader must orchestrate this work and ensure that the system changes, suggested by the team and tested by staff, result in the desired improvement. A well-functioning team directly correlates to a successful completion of the project. There are many available resources regarding team building, team dynamics, and overcoming challenges in teamwork.
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