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Self-managing teams: a strategy for quality improvement.

Chris Feifer1, Kiki Nocella, Ignacio DeArtola

  • 1Department of Family Medicine, Keck School of Medicine, Unversity of Southern California, Los Angeles, Calif, USA. feifer@usc.edu

Topics in Health Information Management
|April 4, 2003
PubMed
Summary

Forming self-managing teams can help healthcare organizations overcome environmental barriers and improve practices. Success requires more than just assembling a group; specific factors contribute to effective team function.

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Area of Science:

  • Healthcare Management
  • Organizational Behavior
  • Primary Care Practice Improvement

Background:

  • Healthcare organizations face environmental barriers impacting practice improvement.
  • Incomplete information often impedes decision-making processes.
  • Empowering organizations for change is crucial for effective healthcare delivery.

Purpose of the Study:

  • To discuss the concept of self-managing teams.
  • To illustrate the application of self-managing teams in a primary care setting through a case study.
  • To identify factors contributing to the success of self-managing teams.

Main Methods:

  • Conceptual discussion of self-managing teams.
  • Case study analysis of a primary care setting.

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  • Identification and presentation of critical success factors for teams.

    • Main Results:

    • Self-managing teams offer a strategy to empower healthcare organizations for change.
    • A case study demonstrated the practical application of these teams in primary care.
    • Key factors influencing team success were identified.

    Conclusions:

    • Self-managing teams can be an effective tool for overcoming organizational barriers in healthcare.
    • Successful team implementation requires attention to specific contributing factors beyond mere group formation.
    • The findings provide guidance for establishing effective teams in primary care settings.