Dynamics of Work Teams

Shortell & Kalunzy, Work Team Dynamics

If one wants to limit the abuse of power in healthcare organizations, there are several ways to do that. The first one involves who is hired to do the work, because some people are more prone to being power-hungry than others. When a person driven by power is hired to be in charge of others, it is quite clear that person may not be kept in check so easily. Instead of hiring a transactional leader who is focused on giving orders, it would be better to hire a transformational leader who would work with those over who he or she has control and power. Working together as a team and being a good leader is very important for anyone who wants to succeed in healthcare management, and it can also more easily limit the abuse of power that all too many people are focused on. In order to address that type of issue and hire the best people, human resources needs good strategies.

Human resources should have mechanisms that are very transparent, as well. One should be able to see how the organization operates, who has power over whom, and how that power is kept in check. By addressing all of that information and making sure everyone from the highest level of management to the lowest level of worker can see it, there will be far fewer problems with those who are considering exercising their power over others in nefarious ways. Because all power is relational, those relationships have to be transparent so that everyone can see what is taking place. Without providing that, anyone and everyone can attempt to leverage the power they have in the healthcare organization. They may do this in order to get out of work and have someone else do it, or they may try to use their power to force their way up the chain of command or into a position they really do not deserve. It is also possible they will use their power to only their own benefit.

Healthcare organizations need mechanisms and strategies that prevent any and all stakeholders from pursuing their own self-interests and goals in ways that are suspect and not appropriate for everyone. This pursuit of improper goals could come from physicians, or it might even come from other types of practitioners who are interested in furthering their own agendas at the organization. Some people do this in order to get ahead at that organization, and others do it to move ahead so they can get into an organization they would rather work for, instead. By having an open door policy, human resources can move toward allowing the workers at the healthcare organization to come to them when and if there are problems with others in the organization. That can mean problems are caught earlier, since employees feel as though they can be honest about complaints and concerns. However, human resources is not the "playground monitor" of the organization, and cannot be running back and forth all the time, settling small disputes between employees.