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Authors: Louise Lewis
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anaesthetists. If the forecast dem- onstrates risk then doctors may be already on board. The type of boat, the crew and journey will depend on what the woman wants based on her previous experiences. An inexperienced woman may want more crew on board, and further support, whereas an experienced woman may feel more comfortable with less crew. The crucial element is that the woman is in charge, based on her knowledge and experience and that it is her decision on the type of journey she wants. What everyone plans is a safe journey which is plain sailing and to reach their destination in good health, having had a successful trip. Figure 2.1 illustrates a woman on her journey with different crew members on board. Effective team working There is a general consensus that the ability to work effectively as part of a team is a key trans-ferable skill and is something that is seen as an essential attribute for all employers. There has Figure 2.1 The woman as the owner of a boat with different crew members to support her journey. Source: Reproduced with permission from J. Green.been a strong drive towards this within the NHS in the United Kingdom and worldwide, particu- larly around interprofessional working (NMC 2009). This is often articulated in terms of what24 happens if teams do not work well together, therefore setting a negative tone to team working. The consequences of poor team working are well documented within many reports (Francis2013; Healthcare Commission 2006; Mencap 2009). Lessons can be learned from these reports, but it is also important to reinforce what key characteristics are needed for good team working, as well as the benefits to the worker of being a good team player. It is important not to get bogged down in terminology; however, it is important to be clear what is being discussed, to facilitate the practice of working as part of a team. What is a team? Newson (2006, p. 541) defines a team as:
. . . A small number of people with complementary knowledge and skills who are committed to a common purpose...
This is the definition that will be used throughout this chapter, although, there are multiple other definitions and an identification of the difficulties in defining the term (Bleakley 2013).Activity 2.1 Take a few minutes to think about what a team is, and the types of teams that you havebelonged to.There are team-working theories, which attempt to identify roles and responsibilities within teams (Belbin 2000; 2010; Bayliss 2009; Day 2013). These can be helpful when exploring how teams work and what roles individuals within a team take on. They can however be limiting, in that it is not always possible to ascribe a relevant descriptor to a person within the team. This is particularly the case when identifying the role of the woman and their partner who should be part of any healthcare team. This could be seen as a fundamental flaw in using frameworks, which are not specifically designed for use within the healthcare setting. There is a great deal of literature around the role of the woman and her partner within the decision-making process (DH 2007) and therefore it is essential that they are seen as part of the team. Care cannot be women-centred if she is not recognised as part of the team. However, there are many examples of where the patient is not so identified (Tingle 2012). Women themselves may not see their role within the team, relying on the health professionals to either make decisions for them or to recommend a course of action. There are women who have little or no experience of making their own decisions and therefore may find the need to make a choice unsettling and over- whelming. This will be discussed later in this chapter.Every team needs to have an attainable goal to work towards, with clear identification and understanding of each member’s role and responsibilities in meeting the desired goal. There also needs to be a mechanism for evaluating the team’s success in achieving the goal.Within
. . . A small number of people with complementary knowledge and skills who are committed to a common purpose...
This is the definition that will be used throughout this chapter, although, there are multiple other definitions and an identification of the difficulties in defining the term (Bleakley 2013).Activity 2.1 Take a few minutes to think about what a team is, and the types of teams that you havebelonged to.There are team-working theories, which attempt to identify roles and responsibilities within teams (Belbin 2000; 2010; Bayliss 2009; Day 2013). These can be helpful when exploring how teams work and what roles individuals within a team take on. They can however be limiting, in that it is not always possible to ascribe a relevant descriptor to a person within the team. This is particularly the case when identifying the role of the woman and their partner who should be part of any healthcare team. This could be seen as a fundamental flaw in using frameworks, which are not specifically designed for use within the healthcare setting. There is a great deal of literature around the role of the woman and her partner within the decision-making process (DH 2007) and therefore it is essential that they are seen as part of the team. Care cannot be women-centred if she is not recognised as part of the team. However, there are many examples of where the patient is not so identified (Tingle 2012). Women themselves may not see their role within the team, relying on the health professionals to either make decisions for them or to recommend a course of action. There are women who have little or no experience of making their own decisions and therefore may find the need to make a choice unsettling and over- whelming. This will be discussed later in this chapter.Every team needs to have an attainable goal to work towards, with clear identification and understanding of each member’s role and responsibilities in meeting the desired goal. There also needs to be a mechanism for evaluating the team’s success in achieving the goal.Within
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