Teambuilding In Critical Care

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Originally Published in the SCCM eNewsletter - Week of March 17th, 2005

Avoiding Groupthink in Your Team

Groupthink is an interesting term. You may be asking, “What is groupthink and does my team do it?” The term “groupthink” was coined by the late Yale psychologist Irving Janis. Janis defined groupthink as “a way of thinking that people may adopt when they are members of a cohesive or homogeneous group; in particular, a group whose members seek unanimity of thought to the point that they cannot consider alternative ideas” (Harvard Business Essentials, 2004).

Groupthink can be a double-edged sword for a team. While groupthink allows team members to identify around norms or similarities, it prevents critical thinking and debate. Team members and leaders come together to discuss and problem solve an issue or develop a better process to complete a job. They may not always agree. Without disagreement, creativity can be lost.

Your team may be experiencing the negative effects of group think if:

• An illusion of invulnerability prevails
• Leaders are insulated or protected from contradictory evidence
• Members accept confirming data and reject data that fails to fit their views
• Alternatives are not considered
• Individuals with conflicting views are discounted or demonized
  (Harvard Business Essentials, 2004).
  
  Changes can be made to avoid groupthink in your team. Leaders must take steps to welcome diversity of thoughts and ideas. They can empower team members to have open discussions and offer ideas. A range of different thoughts will stimulate debate, create an opportunity to generate discussion, and promote a solution to the issue.
  
  Reference:
  Harvard Business Essentials. "Creating Teams with an Edge." Boston Massachusetts: Harvard Business School Press; 2004.

Originally Published in the SCCM eNewsletter - Week of February 17th, 2005

Do You Really Need a Team?

When a project needs to be completed, a question often arises as to whether it should be done by a team. The decision depends upon what needs to be accomplished. If the project is complex, if it requires specific individuals with certain skills and knowledge, and if the work must be coordinated by a leader, then a team would need to be formed.

Teams are most beneficial when:

• The right individuals with the right expertise, knowledge, skill set, and perspective are present.
• Individuals coordinate their talents and work interdependently to complete the project.
• The project represents a unique challenge that requires these individuals to work together.
  

There are many benefits to working as a team:

• Teams have a synergy that produces creative solutions to problems.
• Group decision making produces buy-in among the people who must implement the decision.
• Team members are brought together to use their skills to resolve problems.
• Team members can enlist more information and know-how by tapping into their many networks.
• Team members learn to communicate and collaborate with each other, which would not happen if they were working individually.
  

When considering whether or not to develop a team, ask yourself:

• How complex is the project?
• Does one person have the expertise, skill set and knowledge to complete the project?
• Does the project require a leader to coordinate activities?
  

Reference:
Harvard Business Essentials: Creating Teams with an Edge. Boston, Massachusetts: Harvard Business School Press; 2004.