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Coaching interprofessional health care improvement teams: the coachee, the coach and the leader perspectives
Jönköping University, School of Health and Welfare, HHJ, Quality Improvement and Leadership in Health and Welfare.
Jönköping University, School of Health and Welfare, HHJ, Quality Improvement and Leadership in Health and Welfare.
Geisel School of Medicine at Dartmouth, Community and Family Medicine, Geisel School of Medicine at Dartmouth, Hanover, NH, USA.
Futurum, Jönköping County Council, Jönköping, Sweden.
Show others and affiliations
2014 (English)In: Journal of Nursing Management, ISSN 0966-0429, E-ISSN 1365-2834, Vol. 22, no 4, 452-464 p.Article in journal (Refereed) Published
Abstract [en]

AIM: To investigate health care improvement team coaching activities from the perspectives of coachees, coaches and unit leaders in two national improvement collaboratives.

BACKGROUND: Despite numerous methods to improve health care, inconsistencies in success have been attributed to factors that include unengaged staff, absence of supportive improvement resources and organisational inertia.

METHODS: Mixed methods sequential exploratory study design, including quantitative and qualitative data from interprofessional improvement teams who received team coaching. The coachees (n = 382), coaches (n = 9) and leaders (n = 30) completed three different data collection tools identifying coaching actions perceived to support improvement activities.

RESULTS: Coachees, coaches and unit leaders in both collaboratives reported generally positive perceptions about team coaching. Four categories of coaching actions were perceived to support improvement work: context, relationships, helping and technical support.

CONCLUSIONS: All participants agreed that regardless of who the coach is, emphasis should include the four categories of team coaching actions.

IMPLICATIONS FOR NURSING MANAGEMENT: Leaders should reflect on their efforts to support improvement teams and consider the four categories of team coaching actions. A structured team coaching model that offers needed encouragement to keep the team energized, seems to support health care improvement.

Place, publisher, year, edition, pages
2014. Vol. 22, no 4, 452-464 p.
Keyword [en]
coaching; collaboratives; facilitation; health care quality improvement; interprofessional teams; leadership
National Category
Medical and Health Sciences
Identifiers
URN: urn:nbn:se:hj:diva-21749DOI: 10.1111/jonm.12068ISI: 000335520500006PubMedID: 23782339Scopus ID: 2-s2.0-84899995047Local ID: HHJKvalitetISOAI: oai:DiVA.org:hj-21749DiVA: diva2:640667
Note

Special Issue: Capacity building, Issue editor: Elisabeth Severinsson

Available from: 2013-08-14 Created: 2013-08-14 Last updated: 2016-10-18Bibliographically approved
In thesis
1. Improvement Capability at the Front Lines of Healthcare: Helping through Leading and Coaching
Open this publication in new window or tab >>Improvement Capability at the Front Lines of Healthcare: Helping through Leading and Coaching
2013 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

SUMMARY

This thesis addresses improvement capability at the front lines of healthcare with a focus on interprofessional health care improvement teams who provide care and improve care. The overall aim is to explore high performing clinical microsystems and evaluate interventions to cultivate health care improvement capabilities of frontline interprofessional teams.

Methods

Descriptive and evaluative study designs were employed in the five studies which comprise this thesis. A total of 495 interprofessional health care providers from a variety of health care contexts in the United States (Study I, II, III & IV) and Sweden (Study V) participated in the studies. The mixed methods research included qualitative observation, interviews, focus groups and surveys analyzed with qualitative manifest content analysis. The quantitative data were analyzed with statistics appropriate for non-parametric data.

Findings

Study I and II describe how leaders who understand health care improvement can create conditions for interprofessional teams to provide care and simultaneously improve care. Study III evaluates adapted clinical microsystem processes and tools successfully adapted in two different hospitals. Frontline staff reported that they needed help to balance providing care and improving care. Study IV and V explored and tested team coaching to help interprofessional teams to increase their improvement capabilities within improvement collaboratives. The participants perceived team coaching mostly positively and identified supportive coaching actions. In Study V an intervention with “The Team Coaching Model” was tested in Sweden and showed increased acquisition of improvement knowledge in the intervention teams compared to teams who did not receive the coaching model.

Conclusions

The thesis findings show leaders can help cultivate health care improvement capability by designing structures, processes and outcomes of their organizational systems to support health care improvement activities, setting clear improvement expectations of all staff, developing the knowledge of every staff member in the microsystem to know their operational processes and systems to promote action learning in their daily work, and providing help with team coaching using a Team Coaching Model.

Place, publisher, year, edition, pages
Jönköping: School of Health Sciences, 2013. 165 p.
Series
Hälsohögskolans avhandlingsserie, ISSN 1654-3602 ; 46
Keyword
Health care improvement, interprofessional teams, leadership of improvement, team coaching, clinical microsystem
National Category
Medical and Health Sciences
Identifiers
urn:nbn:se:hj:diva-21751 (URN)978-91-85835-45-4 (ISBN)
Public defence
2013-09-05, Originalet, Qulturum, Hus B4, Ryhov County Hospital, Jönköping, 10:00 (English)
Opponent
Available from: 2013-08-14 Created: 2013-08-14 Last updated: 2013-08-14Bibliographically approved

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