You're navigating diverse medical specialties. How do you foster effective teamwork with all physicians?

Understand the roles, but do NOT try to engage with them on the procedures they perform. Role of the Administrator is to support the clinicians. A broad understanding is adequate, but even that should not come up in discussions. They are experts in the field; any attempt to engage in technicalities would only antagonize them.

Understanding and collaborative defining of roles is extremely important in fostering effective teamwork, however, perhaps even more important is understanding the values of each team member. By understanding what's important to each team member (and having them share that with each other) you help them see their common goals. This is the first place where they begin to form trust and rapport with one another.

A visão multiprofissional da saúde já é uma realidade e é a chave para o funcionamento das organização de saúde. Não somente as relações horinzontais, mas as verticais também requer essa habilidade. Além disso, é importante compreender a dor do médico enquanto agente tomador de decisão sempre que uma discussão surgir.

Building rapport is important because it builds trust within the team. Helping them to see common values and share those values helps build trust. Also creating a foundational container that promotes the welcoming of all ideas and perspective helps to create safety and rapport which further develops trust.

Regular, but not too frequent, multi-disciplinary meetings can be very productive. But watch out for latent conflict. Transparency is good only if handled in a mature manner; it should not lead to finger-pointing.

When encouraging dialogue it is crucial to preframe the conversation with inclusivity. That means beginning the meetings reminding each other that all ideas are welcomed and to be respectful even in the differing opinions and ideas. This helps to encourage dialogue from all parties and helps to mitigate power hoarding and certain people dominating the space.

Don't let professional matters become personal; steer the discussions to systems and solutions. The administrator needs to have proven credibility and tact to be seen as fair. Also, don't try to be both-judge and jury.

Conflict is inevitable, and is not always bad. If you pre-frame the group with that there will be differing opinions and ideas and make that okay, and remind them to remain respectful it helps to mitigate conflict. Often when conflict arises it creates the survival response. Alerting and naming that up front and giving tools and lanaguage for all parties to navigate will help to more easily manage conflict when it arises.

Power-distance can often complicate issues amongst physicians. Technology is an effective equalizer and has the potential to be objective and democratic. Besides supporting physician decision-making and improving efficiency, effective use of technology can reduce physician burn-out too.

Organize an after hours open house for the different physician specialties to meet, interact and discuss Look for a lead physician in each specialty and let them help promote and support the open house and this allows for maximum participation and collaboration