Coaching interprofessional health care improvement teams: the coachee, the coach and the leader perspectives

Abstract

Journal of Nursing Management 22, 452-464.Coaching interprofessional health care improvement teams: the coachee, the coach and the leader perspectives 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.

The OPtimising HEalth LIterAcy (Ophelia) process: study protocol for using health literacy profiling and community engagement to create and implement health reform

“…Systematic reviews about the utility of the QIC method are mixed [39-41]. There is increasing evidence, however, that if sufficient attention is paid to strengthening the local team [40,42], improvements in the consistency and quality of care can be demonstrated [43], as can improvements in access and outcomes [44]. …”

Prerequisites for sustainable care improvement using the reflective team as a work model

“…In order to meet this requirement, healthcare organizations, both in Sweden and elsewhere, have experimented with several work models for care improvement with different focusses, for example, system performances, organizational development, and team coaching (Wallin, Ewald, Wikblad, Scott-Findlay & Arnetz, 2006; Batalden & Davidoff, 2007; Godfrey, Andersson-Gare, Nelson, Nilsson, & Ahlström, 2013; Shaw, Howard, Etz, Hudson, & Crabtree, 2012). …”

Accelerating the rate of improvement in cystic fibrosis care: contributions and insights of the learning and leadership collaborative

“…In 2008, the perceived benefit of team coaching was evaluated by 198 CF team members from 49 CF centres (internet based survey), a focus group of coaches and 12 CF leader telephone interviews 13. All three groups reported coaching actions that were perceived to support improvement work, including the coach understanding CF centre context, building relationships, offering helping behaviours and finally supporting the improvement team through reinforcement of improvement processes and tools.…”

“…Participants who had received team coaching in the LLC reported generally favourable results 13. Eighty per cent of the reported supportive coaching actions were related to the improvement experience and hard work of making improvements while providing care.…”

“…Team coaching was added to the LLCs in 2005 as a result of participant feedback identifying support needed to learn and practice improvement in daily delivery of care to people with CF 13. Participants who had participated in previous LLCs were invited to coach subsequent CF improvement teams.…”