RT Book, Section A1 Lombardi, Donald N. A1 Slonim, Anthony D. SR Print(0) ID 1100082752 T1 Maximizing Team Action and Individual Performance T2 Manual of Healthcare Leadership: Essential Strategies for Physician and Administrative Leaders YR 2014 FD 2014 PB McGraw-Hill Education PP New York, NY SN 978-0-07-179484-8 LK accessmedicine.mhmedical.com/content.aspx?aid=1100082752 RD 2024/03/28 AB Regardless of their experience or rank within the organization, the task of synergizing individual talents into a larger group effort is often problematic for new healthcare manages. Building a team can be a complex task. Trying to establish common goals, objectives, and shared dedication to a mission is one thing—managing and harnessing the abilities and talents of a diverse group of individuals so as to move toward a mutual goal is another thing altogether. If you examine the overall structure of your healthcare organization, you will probably find it consisting of many solid teams. Some departments may be stronger than others—perhaps their members have stronger talents or maybe they work together more smoothly and efficiently. If the department is considered to be a stellar team, it probably has both these elements of talent and group cohesion. As a newly appointed healthcare manager, you can establish a strong team orientation with these resonant and resilient components.