Using reflexivity to optimise teamwork.
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Authors
Eddison, Nicola
Leslie, Rosalind
McKeown, Catherine
Issue Date
2022-07-01
Journal
Type
Article
Keywords
Teamworking
Leadership
Reflexivity
Questionnaire
Survey
Task reflexivity
Social reflexivity
Michael West
Leadership
Reflexivity
Questionnaire
Survey
Task reflexivity
Social reflexivity
Michael West
Journal Title
IHSCM Regional Hub Magazine
Volume
Issue
July
Begin page
53
End page
61
DOI
Abstract
Sub-optimal functioning within a team can have serious consequences on task outcomes, in healthcare this can impact service users. It can also impact individual health and wellbeing, staff progression, job satisfaction and attrition rates. The ability to examine one’s feelings, reactions, and motives and how these influence what one does and thinks is known as reflexivity. When applied to the context of a team, it is the extent to which teams take the time to stop and reflect together on what they are trying to achieve and the mechanisms of how they achieve their aims. This is typically an area that teams neglect. They do so at their peril. The conscious reflection on team functioning is an important process in the development of effective teams, and an important predictor of team outcomes. The higher the team reflexivity the more innovative the team.
Citation
Eddison N. McKeown, C. Leslie, R. Using reflexivity to optimise teamwork. IHSCM Regional Hub Magazine, July 2022, p. 53-61.