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For your Competency Discussion, consider a time when you worked on a team. Reflect on what might have made the team successful in reaching its goals. If there was time when the team in which you participated did not reach its goal, think about why the team might have fell short of its goal. Finally, think about what strategies you might use to redirect a team that is falling short of its goal.
To begin this Competency and meet your required engagement, post in the Discussion area a brief description of a time when you worked on a team to accomplish a specific goal. Then describe whether the team succeeded or fell short of reaching the goal and explain what contributed to the team meeting or not meeting the goal. Finally, explain what strategies you might use to redirect a team that is falling short of its goal.
In this Performance Task Assessment, you will imagine you are the newly appointed chief operating officer (COO) for a large healthcare delivery system, Thomason Health System. You will develop a strategic proposal that demonstrates your ability to evaluate collaborative, team building, and conflict-management strategies when leading interprofessional teams.
To complete this Assessment:
Download the Academic Writing Expectations Checklist to use as a guide when completing your Assessment. Responses that do not meet the expectations of scholarly writing will be returned without scoring. Properly formatted APA citations and references must be provided, where appropriate.
Be sure to use scholarly academic resources as specified in the rubric. This means using Walden Library databases to obtain peer reviewed articles. Additionally, .gov (government expert sources) are a quality resource option.
Note: Internet and .com sources do not meet this requirement. Contact your coach or SME for guidance on using Library Databases.
Carefully review the rubric for the Assessment as part of your preparation to complete your Assessment work.
Before submitting your Assessment, carefully review the rubric. This is the same rubric the assessor will use to evaluate your submission and it provides detailed criteria describing how to achieve or master the Competency. Many students find that understanding the requirements of the Assessment and the rubric criteria help them direct their focus and use their time most productively.
Access the following to complete this Assessment:
Thomason Health System Background
Thomason Health System Bios
Use the APA course paper template available here.
Download the Writing Checklist to review prior to submitting your Assessment.
You are the newly appointed chief operating officer (COO) for Thomason Health System (THS), a large healthcare delivery system that will be acquiring and implementing a new information technology system—electronic medical records (EMRs). The organization has many and differing opinions about EMRs, but the chief executive officer (CEO) and the board of directors want you to establish an onboarding team that will help facilitate the organization-wide adoption of this new technology. Your main responsibility is to identify five team members from a short list of candidates and facilitate the launch of an effective team through conflict resolution and team building. This team will present a unified message and facilitate cultural change within the greater organization.
Prepare a slide presentation of a strategic proposal to the board of directors that will cover the following in 3 parts (15 – 20 slides with speakers notes and reference slides):
Part I: Team Creation
Identify the five different onboarding team members you have selected.
Justify your selections and exclusions for the onboarding team, using the principles of interprofessional teams.
Part II: Team Building
Outline a team-building plan using team building principles (i.e., Team STEPPS).
Analyze potential challenges in the process of creating an effective onboarding team.
Describe techniques that will be used by the COO and within the team to identify, negotiate, and resolve conflicts.
Create an engagement plan to keep the onboarding team motivated and cohesive.
Part III: Professional Development
Describe how the onboarding team will apply principles of group dynamics to engage THS staff in the implementation and adoption of EMRs.
Identify at least two appropriate strategies the onboarding team will use to address resistance to adopting EMRs by the THS staff.
Create a plan for assessing THS staff’s engagement in the adoption of EMRs at 3 months, 6 months, and 1 year.
The proposal to the board should include tables and charts as appropriate considering the audience—board members prefer concise and informative proposals.
Thomason Health System Background
There is a significant shift towards an integrated healthcare system that provides coordinated care while trying to eliminate
the gaps in shared information and communication that affect patient safety and care. Effective integrated systems have
comprehensive care and preventive services that increase the organization’s capacity to be patient-focused across the
continuum of care. Leadership, teamwork, and communication are essential for a successful integrated healthcare system
that can manage the delivery of seamless and well-coordinated care for patients.
Responding to this trend is Thomason Health System (THS), a non-profit organization that has recently made the
transition to a fully integrated healthcare system. THS is located in a suburb of Houston, Texas and consists of one
hospital, five clinics, one hospice facility, and 800 staff members (78 administrators, 132 doctors, 220 nurses, 160
technicians, 85 facilities, and 125 support staff). THS’s mission is to practice medicine and care as an integrated team of
compassionate, multi-disciplinary physicians, nurses, and health professionals who are focused on the complete health
needs of the patients. According to the American Medical Association (AMA), developing an accountable integrated
healthcare organization will help an organization monitor patient needs and outcomes, use performance data and
indicators for organizational and staff assessment, and implement new forms of reimbursement that result in improved
quality while keeping costs checked.
Under the leadership of Maggie Tweedy, MD, Chief Executive Officer (CEO), THS will undergo a huge information
technology infrastructure update with electronic medical records (EMR) system and policy. EMR will provide crucial
information when treating individual patients throughout different points of care, as well as provide data regarding the
effectiveness of treatments and staff within the system. Both The Joint Commission (TJC) and the Institute of Medicine
(IOM) have stated that EMRs will also significantly contribute to the collection of empirical and longitudinal evidence
without creating an undue burden on the organization. The Health Information Technology for Economic and Clinical
Health (HITECH) Act and the Patient Protection and Affordable Care Act (PPACA) place new importance on the
widespread adoption and meaningful use of EMRs.
However, there have been instances of hesitation from the staff, and several staff members have vocalized their
displeasure and lack of enthusiasm for EMRs. THS is committed to preserving the highest standards of care while the
technology infrastructure is being updated but understands the need for a cultural adoption. Unengaged staff will become
dissatisfied, and the lack of buy-in will interrupt communication, high-quality service, and workflow within the system.
Before the roll out of EMRs, the board of directors has asked you to create an onboarding team charged with the cultural
adoption of EMRs by THS.
© 2020 Walden University
Thomason Health System Bios
Maggie Tweedy, MD, is the chief executive officer (CEO) of Thomason Health System (THS) and was previously its chief
operating officer (COO). Dr. Tweedy joined the management team in 1991 and served in various management capacities.
In addition to leading the organization and delegating day-to-day operations to the COO, Dr. Tweedy has been
responsible for advancing the organization’s focus on quality coordinated care and patient safety, cultivating a talented
multidisciplinary staff, advancing clinical and technological innovation, and maintaining financial and operational strength.
A cardiologist and internist, Dr. Tweedy is eager to make THS a model for integrated healthcare systems.
Marco Tortello, PhD, is the chief information officer and has worked at both private and nonprofit organizations. Tortello
joined THS in 2011 and has focused on innovation and technologies that are patient-centered while increasing the
organization’s efficiency through technology, modernization, and business process improvements. He is the driving force
behind THS’s acquisition of electronic medical records (EMRs), as he believes it will help minimize errors and
inefficiencies. Tortello has his doctorate in information technology and a master’s in public management.
Virginia Pavini, MD, is an anesthesiologist and the chief of staff. Dr. Pavini joined THS in 1995 and is responsible for
setting the high standards for staffing, as well as establishing performance evaluation procedure and professional
development polices. Dr. Pavini is a strong leader and many staff members look to her as a mentor. Dr. Pavini believes
the majority of the staff will eventually adopt EMRs but feels strongly that key staff members should be included in the
process, training, and follow-up to help establish new cultural practices for EMRs.
Gene Rosario, MD, is primary care physician who has been with THS for 32 years. Dr. Rosario has held management
positions in the past but prefers to work in the clinics. He is very against EMRs because they are very burdensome and
feels doctors would lose autonomy. Dr. Rosario is also worried that costs incurred for EMRs will limit community and
Christina Trevor, MD, is a pediatrician who recently graduated from medical school and joined THS. Having worked at
other organizations and facilities with EMRs, she fully supports EMRs and was actually very surprised that THS did not
already have them in place. She believes that EMRs streamline the process and allow doctors to spend more time with
their patients. Dr. Trevor has been a vocal supporter and has communicated her own experience with many other staff
© 2020 Walden University
Todd Birchman, MD, is a dermatologist who has privileges at the hospital but maintains a thriving private practice with
several locations. He uses a very similar system to the one THS is planning to acquire. He has experienced the
challenges firsthand but, overall, Birchman is very satisfied with the switch. Many staff members have talked to Birchman
about his experience while at the facility.
Todd Ramos, RN, is a nursing administrator for the hospice facility. He is responsible for managing the nursing staff,
scheduling shifts, training, managing medical records, maintaining proper inventory of supplies, and ensuring the highest
quality of nursing care. Facing a nursing shortage, Ramos is worried that his staff will be stretched too thin with the
necessary training for EMRs but believes the shift is beneficial in the long run.
Frances Hays, RN, is a nursing administrator at the hospital who has been with THS for 18 years. She too is responsible
for managing the nursing staff as well as the operations of the department. Hays’ other responsibilities include nurse
orientation and helping to facilitate team-building exercises for new and existing staff. Hays does not want to use EMRs
because she feels it is time-consuming and will cause her staff to lose interpersonal and communication skills.
John Lieberman, radiology technician, has been at THS for 17 years. He is a strong advocate for EMRs that will help
increase productivity and care, while decreasing errors for the radiology department. Lieberman has a very good
relationship with the other technicians and labs.
Jennifer Kline, monitor technician, assists the nursing department by monitoring cardiac rhythms. This position requires
Kline to work with other teams and specialists within THS. She is excited for EMRs, as she believes they will decrease
mistakes and inefficiencies between departments. Kline has an exceptional reputation and an excellent rapport with
© 2020 Walden University
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