The workplace is second home since a worker can spend most of the day at the job. Like in any family, jobs have dysfunctionalities, which need to be dealt with for proper co-existence. Some workers may fail to work as a team. The team members might lack awareness of team working, adequate communication, and logic due to their ego. However, it is very reasonable for any company to have stifles amongst the worker, but the good thing is that there is a remedy for any dysfunctionalities. According to (Lencioni, 2012), with discipline, courage, and knowledge, teams can become cohesive. The state hospital, which happens to be where Dr. Judy works, had a manageable squad, except for the orthopedic surgeon. Although Dr. Judy was weak at team building, she offered excellent services in the operating room and was known worldwide. The hospital valued her because the surgeon made the hospital to earn a lot of money. Her weaknesses ranged from ignoring the permitted clinical perform, and she was a bully (Stup, 2019). Many claims had been reported to the Chief Medical Officer, but the officer could not afford to lose such a big profit-earner. The Operating Room Director noted the five remedies that Dr. Judy could implement to rectify her working behavior.
First, Dr. Judy had an absence of trust, where she would not open up and admit her mistakes to the Operating Room Director (Lencioni, 2012). She was afraid to expose her vulnerability to her team, kin fear of seeming too weak or becoming disposable. There was no comfort while working with her side, and trust could not be created easily. Dr. Judy was advised to set an excellent example by admitting and owning up a mistake. By doing the practices, a culture of trust will germinate to all members. The second thing Dr. Judy was requested was to avoid the fear of conflicts and advised to air her opinions freely without fear or prejudice (Stup, 2019). This method can help save time, which is used in making long decisions. The leaders can come up with a conflict where all members, including Dr. Judy, will be expected to air her opinions. The third issue is the lack of commitment from the orthopedic surgeon (Lencioni, 2012). Commitment helps in avoiding ambiguity. Ambiguity makes employees discontented. Dr. Judy is expected to meet deadlines, observe clinical ethics, and to implement all the decisions made in the hospital. The fourth dysfunction, which affects the hospital, is avoiding team accountability (Stup, 2019). The orthopaedic surgeon had no time to make a firm plan of her work, which made the overall performance in the team goes down. The leader who takes the sole response of accountability should urge the organization to meet deadlines in time to avoid overwrapping work.
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Last but not least, virtue, which lacked in Dr. Judy's progress was being inattentive to team objectives (Lencioni, 2012). The surgeon put her ego and recognition ahead of the team's goals and objectives. The surgeon was requested to put her ego aside and focus on the betterment of the group. When members focus on the hospital's mission and vision, much more profit would be achieved than from an individual.
References
Lencioni, P. M. (2012). The five dysfunctions of a team: Team assessment . John Wiley & Sons.
Stup, R. (2019). Building Your Team.
