The case study refers to two different surgical teams, with a related organization, that was affected in a different way after implementing an original knowledge for cardiac surgery. Traditionally, in the OR settings, there is a quantity of protocols and routines with the purpose of providing steadiness of practice across unusual hospitals. In this situation, generally everyone knows what their responsibility is, and the team members do carry out in performance without needing to communicate a lot in the company of each other, or at least they think so. Innumerous studies demonstrate that unsuccessful team communication repeatedly has been established to be present at the starting place of medical errors (Apker, Propp, Ford, & Hofmeister, 2006). A team is an assembly of individuals with harmonizing skills with the intention of achieving universal goals (Collins & Parker 2010). To be successful, teams ought to be appropriately managed and considered (Johnson 2009).
A solution of a team achievement is inter-professional interaction. The case study without a doubt sets the two nurses experiences apart. Nurse A was a component of a team that embraced the alteration, took the accurate steps to put into action the modification and understood the advantages of adopting the original equipment. Effective coordination and communication surrounded by team members may have been the explanation why they felt safe and empowered to verbalize when something was incorrect. While members of a team may feel empowered and valuable, knowledge is collective and hierarchies do not matter any more, they consider being indispensable and a significant component of a team. They all take accountability as a team and they work towards one goal, the security of their patient.
Nurse’s B situation was absolutely out of the ordinary and is obvious that team exchange of ideas was one of the reasons why she felt so aggravated when trying to become accustomed to the new technology. She did not feel protected with the verbal communication when she needed it, and she was also avoiding communications with the surgeon. An additional rationale for her concern might be that she did not feel like this process was very beneficial for the patients, given that she was not extremely happy to see that detailed procedure in the schedule, for that reason she did not feel part of something significant.
Team preparation would be the first case, the team leader (surgeon) should have explained how it works, offered the new technology to the team, and obviously characterize what each member’s everyday jobs are which includes verbal communication when something is not accurate, and distribute the benefits that the new procedure will produce to patients. The team will feel empowered to share their knowledge and to speak up when necessary. In addition to that, possibly practicing the procedure first, when there is not a life in jeopardy, might contribute to have an improved understanding of dynamics and all the possessions and equipment desired so the nurses do not have to run for things all of a sudden.
Fostering since of Purpose would be the second intervention. “Providing a meaningful purpose is a powerful leadership tool, one that can transform a group and allow it to reach new heights of accomplishment.” (Apker, Propp, Ford, & Hofmeister, 2006). If leaders are intelligent to generate commitment by instilling significance to a job, then employees will feel like they are making a differentiation and doing something that actually matters, and that may guide team members to feel like it’s value to find the solutions for their tribulations and to engage in enhanced associations since their purpose is larger than themselves.
The final intervention would be team trust and open communication.
To keep away from errors: communication, trust and interaction among the team members are significant. In fact “health care teams that do not trust, respect, and collaborate with one another are more likely to make a mistake that could negatively impact the safety of patients.” (O’Daniel, Rosenstein, n.d.) On the other hand, when communication is effective it encourages team consistency that eventually leads to feelings of shared trust and respect surrounded by the team. All the members should feel empowered to speak up and not be apprehensive of retaliations. As a result they will feel like their opinions are constructive to each other and that will smooth the progress of team learning, which in return will “create positive outcomes for both organization and the employees.” (Batool & Riaz, 2011).
In conclusion, every thing becomes routine, for that reason the compassion and care that guides an individual to this profession changes. Within the individual job details, If and individual can assure appropriate health care is administered then the teamwork will fall into place. Each member on this team is capable of playing many roles, despite the fact that each member holds a specific role. When a leader finds a team that can work together and achieve daily job responsibilities more than ever under pressure, that is considered a team that is distinct, and there is trust amongst the team members.

Reference Page
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Johnson, J. A. (2009). Health Organizations: Theory, behavior, and

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http://www.ahrq.gov/qual/nurseshdbk/docs/O%27DanielM_TWC.pdf