Describe at least two factors unique to the health care industry which may inhibit team formation; and how they may be overcome.

Daniel is a Quality Improvement manager in the Quality Improvement ( QI) department at a large multi-hospital system in suburban Massachusetts which is becoming the predominant model. He reports to the Director of Quality and Performance Improvement, and has been charged with organizing and launching an interdisciplinary quality improvement team comprised of members from hospitals throughout the system. The main goals of this team are to evaluate and monitor key patient safety initiatives within the hospital system to ensure both their alignment with The Joint Commission’s National Patient Safety Goal to enhance overall patient safety; and to evaluate and monitor key patient safety initiatives and outcomes. Daniel was excited about his new project and couldn’t wait to start this new team. Based on suggestions from his superior, Daniel invited selected stakeholders from all the clinical and administrative areas involved in these issues to formulate an inter-disciplinary patient safety team. Using the hospital’s email system, he created and sent electronic meeting invitations (e-Vite), and at least 10 of the 15 stakeholders recruited, replied with acceptance for the invitations. In an effort to keep the e-Vite short, he stated that each recipient had been named to a “new” QI teamOn the day of the first scheduled meeting, only three people showed up and they were more than five minutes late. Disappointed, Daniel began the meeting by talking through the slide presentation he had carefully prepared, which outlined the targeted problems and the structured quality improvement methods that would be used to address the initiatives and outcomes.The three people in attendance were all from his facility, they asked few questions and appeared quite eager for the meeting to adjourn. After a brief and awkward discussion, Daniel watched them hurry to exit the room.Back in his office, Daniel vacillated through a mixture of emotions; most notably anger, acute embarrassment and frustration regarding his efforts to launch the QI team. He just could not decipher why no one from the other hospitals within the system attended; and the three people who did attend, were not very interested or engaged in the meeting. Daniel had been very anxious to implement all of the great ideas about self-managing teams and group facilitation that he had learned in his healthcare management courses at the State University. Based on this meeting; however, he found himself desperate regarding how he could get the project up and running. As a department manager, Daniel was aware that he had no actual formal authority over the interdisciplinary team he invited, and he wondered how his director expected him to get them actively involved and engaged. However, mostly he worried that he had failed in his responsibility to build and sustain a team.Questions:1. ) Describe at least two factors unique to the health care industry which may inhibit team formation; and how they may be overcome.2.) What factors related to team formation do you think contributed to the poor attendance at Daniel’s team launching meeting? Based on what you have learned from the assigned course materials and outside sources; describe the advice you would give Daniel about how to effectively lead and manage the formation of a new team.3.) Assume the role of Daniel’s Director, what are the next steps you would coach and mentor him to take in his effort to get this team successfully launched? 4.) Assuming the team does eventually get launched, identify and describe the key steps Daniel should take to keep members fully engaged and involved in the team’s efforts; and to realize the objectives of enhanced patient safety at the hospital.