• Open Access

Coaching interprofessional health care improvement teams: the coachee, the coach and the leader perspectives

Authors

  • Marjorie M. Godfrey MS, RN,

    Doctoral Student, Co-Director, Corresponding author
    1. Student, School of Health Sciences, and Jönköping Academy for Improvement of Health and Welfare, Jönköping University, Jönköping, Sweden
    2. The Dartmouth Institute Microsystem Academy, The Dartmouth Institute for Health Policy and Clinical Practice, Geisel School of Medicine at Dartmouth, Lebanon, NH, USA
    • Correspondence

      Marjorie M. Godfrey

      The Dartmouth Institute for Health Policy and Clinical Practice

      30 Lafayette Street

      Lebanon

      NH 03766

      USA

      E-mail: marjorie.m.godfrey@dartmouth.edu

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  • Boel Andersson-Gare MD, PhD,

    Professor
    1. Jönköping Academy for Improvement of Health and Welfare, School of Health Sciences, Jönköping University and Futurum, Jönköping County Council, Jönköping, Sweden
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  • Eugene C. Nelson DSc, MPH,

    Professor, Director
    1. Community and Family Medicine, Geisel School of Medicine at Dartmouth, Hanover, NH, USA
    2. Population Health Measurement Program, The Dartmouth Institute for Health Policy and Clinical Practice, Lebanon, NH, USA
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  • Mats Nilsson PhD,

    Epidemiologist
    1. Futurum, Jönköping County Council, Jönköping, Sweden
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  • Gerd Ahlstrom PhD

    Director, Professor
    1. The Swedish Institute for Health Sciences and Department of Health Sciences, Lund University, Lund, Sweden
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Abstract

Aim

To investigate health care improvement team coaching activities from the perspectives of coachees, coaches and unit leaders in two national improvement collaboratives.

Background

Despite numerous methods to improve health care, inconsistencies in success have been attributed to factors that include unengaged staff, absence of supportive improvement resources and organisational inertia.

Methods

Mixed methods sequential exploratory study design, including quantitative and qualitative data from interprofessional improvement teams who received team coaching. The coachees (n = 382), coaches (n = 9) and leaders (n = 30) completed three different data collection tools identifying coaching actions perceived to support improvement activities.

Results

Coachees, coaches and unit leaders in both collaboratives reported generally positive perceptions about team coaching. Four categories of coaching actions were perceived to support improvement work: context, relationships, helping and technical support.

Conclusions

All participants agreed that regardless of who the coach is, emphasis should include the four categories of team coaching actions.

Implications for nursing management

Leaders should reflect on their efforts to support improvement teams and consider the four categories of team coaching actions. A structured team coaching model that offers needed encouragement to keep the team energized, seems to support health care improvement.

Ancillary