When most managers and employees think of teamwork, they picture having everyone moving forward with the same plan, taking each step forward together. But picking a method for completing a task is often a point of contention, and isn’t actually the most important part of the “teamwork” process.
In fact, many managers defend their approach to a situation, thinking that collaboration involves getting everyone to agree to their plan. However, if certain other parts of the conversation haven’t been had, it is unlikely your ideas will be welcomed with open arms.
If you want to make sure your healthcare workplace is really focusing on teamwork and not just following another person’s instructions, here are some critical conversational points you need to cover first.
Agree to the Goals
When presented with a problem, some people jump into solving mode without actually defining what the solution needs to achieve. Defining the goals associated with the upcoming action ensures everyone on the team is on the same page, having a full value of what is actually important along the way.
Once everyone understands and agrees to an ideal outcome, it is easier to get people to work together. It creates a point of cohesion and lets everyone know that they are working towards the same objectives when recommending ways to get there.
Face the Facts
Problems often come with a series of facts. This includes points supported by hard evidence of any kind. These pieces of information are critical to the planning process and form the basis for directing the team’s efforts.
However, if opinion begins to enter into the equation, it is harder to get everyone working from the same place. That means, before conversations about the approach take place, it is critical to separate the facts from the opinions. That way you can work based on the reality of the situation and not a theory of what it could be.
If you understand the problem and all have the same goals in mind, it is easier to define what success will actually look like. Find metrics and milestones that can be associated with the work to come, and use them to guide everyone’s efforts.
As this part of the process goes forward, it is often clear that how people get the objectives met is less relevant to the situation. As long as everyone works together towards common goals, and their approaches don’t hinder the work of others, letting the members of your team have some flexibility while getting things done can actually create a stronger end result.
Often, the details of how to get things done will work themselves out along the way. And, in the end, everyone will work as a team to solve the problem and reach the point of success.