The team charter spells out the team purpose, gives the team a sense of direction and sets boundaries by formulating ground rules that each team member should follow. The charter also outlines the communication means, frequency and how the team members should collaborate and work together towards the realization of team goals and objectives. It should therefore address the issues affecting the team like communication, conflict resolution strategies, establish ground rules,best team practices and team leadership dynamics.
The team charter should have a well written and easily comprehensible purpose statement and team objectives (Adams & Galanes, 2017). They should be drawn using the S.M.A.R.T method meaning the objectives should be specific, measurable, attainable, and relevant and time-bound. The team charter should also analyze the team members’ strengths and areas of competency as well as their developmental needs (Adams & Galanes, 2017). A Gallup Organization’s State of the American Workplace research reported that fortifying an employee’s strengths to improve their performance is more effective than improving their strengths. The research further discovered that when an employee is aware of their potential they became 8% more effective at work, teams that focus on strengths are 13% more effective, and the team members are six times less likely to quit (Adams & Galanes, 2017) . The team charter should, therefore, focus on each team member's strengths and their developmental needs to improve the team outcomes.
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The team charter should also have a team process management section that addresses the meeting schedules and the leadership model of the team (Roche, Teague & Colvin, 2016) . The process sets ground rules and stipulates what is expected during the inter-professional teamwork. The team meetings should follow the SPACER technique which stands for safety, purpose, agenda, code of conduct, and expectations. The safety part will be revisiting the general safety procedures in case of an emergency, and the purpose will entail stating of the task to be handled on each specific day (Persily, 2014) . The agenda will involve team deliberations on the best steps to take to achieve the day's purpose, and the code of conduct will outline the dos and don’ts of the team (Adams & Galanes, 2017) . The expectations will be the expected outcome at the end of the sessions which will be visited for evaluative purposes.
The team process management should also address issues of leadership in an interprofessional team in the decision making procedure section (Persily, 2014) . The team charter should give a clear outline of the team chain of command and specify who should handle what issues to ensure that everything goes as planned. The outline is crucial because the absence of a chain of command or power struggles can negatively affect the achievement of the set goals and objectives. The disunity may lead to the formation of opposing teams which can delay the decision-making process (Adams & Galanes, 2017) . However, with a central team command system, all conflicts of interest and opinions can be resolved amicably for the good of the team. Strong leadership is also essential in creating a shared vision and mentoring the team members to help them perform optimally (Roche et al., 2016) . Team leaders also listen to team members' feedback and incorporate the ideas into the teamwork for improved outcomes.
The team charter should also have a team communication section (Adams & Galanes, 2017) . It outlines the conflict resolution strategies for the team, analyzes the best practices for interprofessional team collaboration and exa mines the benefits and limitations of different forms of communication . There are various conflict resolution strategies including accommodating, avoiding, collaborating, competing and compromising (Roche et al., 2016) . The accommodating strategy involves one side backing down and giving in to their opponent’s demands while the avoidance strategy involves ignoring the conflict with the hope that it will go away on its own. Collaborating involves resolving the conflict through incorporating all conflicting parties’ ideas in the resolution and competing involves one side winning and the other losing (Persily, 2014) . The compromising strategy involves asking each party of the conflict to give up some demands to reach an amicable solution.
The best practices for inter-professional team collaboration include mutual respect in all their dealings, open two-way communication channels, amicable conflict resolution and exercising great listening skills during the teamwork sessions (Roche et al., 2016) . The team should also respect authority, observe the proposed dos and don’ts in the team charter and act ethically and professionally towards one another (Adams & Galanes, 2017) . The forms of communication feedback communication which involve the team airing their opinions and grievances on the process and offering ways of improving the process while debating involves engaging each other in an exchange of ideas to establish the way forward (Persily, 2014) . Presentations involve having one or several team members make a presentation to the team or the team leaders presenting to the team.
Feedback communication creates rapport with the team, makes room for improvement, encourages team members’ participation and increases their job satisfaction (Roche et al., 2016) . It is, however, time-consuming and could de-motivate the team members if it's negative. Presentations are interactive, allow the team members to share ideas and give them the opportunity to showcase their skills. It is however also time consuming, could make the teamwork monotonous and could distract the team from the set goals and objectives (Adams & Galanes, 2017) . Debates are also interactive, allow the exchange of ideas and allow a two-way communication but could lead to conflicts when team members hold divergent views on an issue.
References
Adams, K. L., & Galanes, G. J. (2017). Communicating in groups: applications and skills : New York: McGraw-Hill Education.
Persily, C. A. (2014). Team leadership and partnering in nursing and healthcare : New York, NY: Springer Pub. Co.
Roche, W. K., Teague, P., & Colvin, A. J. (2016). The Oxford handbook of conflict management in organizations : Oxford: Oxford University Press.
