Abstract
To prevent rigidity within teams in health care and to support teams in detecting early warning signs of decreasing flexibility, a program has been co-created in collaboration with mental healthcare teams. This program is intended to systematically monitor team behavior, and by doing so to facilitate team intervention. We aim to lay foundations for the further development of methods that can help teams to recognize and respond to processes going on under the surface. This paper introduces the program to the reader; and describes its premises and the co-creation process, leading to a program of nine steps. Then, it describes the application of the program within a team, what a team needs to use the program, and whether the nine steps are sufficient. This pilot shows that the program is a helpful framework within which teams can talk about rigidity, define indicators of their flexibility, and think about appropriate actions and interventions for maintaining or restoring their flexibility. Team ownership and the customizability of the program are important attributes. The program appears to provide a useful framework that helps a team to observe and discuss processes. Team members become aware of the indicators of their team and make their goals explicit.
Highlights
“How do you prevent this successful team from becoming rigid in the future?” This question was asked by one of the authors during a conversation with the manager of a high intensive care unit (HIC) in a Dutch mental health hospital
We aim to help teams to talk about rigidity, define indicators of their changes in flexibility, and think about appropriate actions and interventions for maintaining or restoring their flexibility in a self-directing manner
We have described a program for teams to maintain and reflect on their flexibility by discussing the premises of the program, the program in nine steps, and the first experiences of teams with the program
Summary
KEYWORDS flexibility, team development, team management, teams “How do you prevent this successful team from becoming rigid in the future?” This question was asked by one of the authors during a conversation with the manager of a high intensive care unit (HIC) in a Dutch mental health hospital. As a pioneer in a new way of organizing and caring for people with a severe mental crisis, this team was very successful. Their ward, their philosophy, professional attitude, and skills were mentioned in the national media. Steps 4 to 9 form a continuous loop, a 4- to 8-week cycle depending on the preference of the team. This loop is the monitoring part of the program, and it supports the team in recognizing early warning signs and intervening when necessary.
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