Group Dynamics in Healthcare Settings

Group dynamics: Healthcare sector

1
ROLE OF GROUP DYNAMICS IN HEALTH AND SOCIAL CARE SECTORS
Introduction
Group dynamics refers to an understanding of behavioural patterns of people in
groups in making a decision or in a problem-solving process (K Jelphs, 2016).
Group dynamics deals with assumptions, values, believes and behavioural
patterns of a group of people (K Jelphs, 2016). These group dynamics comprise
group formations, structure and functioning process of a group of people (K
Jelphs, 2016). In the healthcare system, effective teamwork leads to immediate
and positive impacts on the patient's recovery, safety, and outcome. Effective
teamwork in healthcare delivery is a globally recognised phenomenon and it is
an essential tool for developing more patient-centred and effective tools in the
healthcare setting (Mitchell, et al., 2012 ).
This is a discussion of the effectiveness of group working and constraints of a
group working within different settings including health care settings. This
discussion also covers group working or team working with the application of
different leadership styles in health and social care settings.
Identify the meaning of ‘Groups Dynamics’ and apply these to health
and social care
Group dynamics are psychological and behavioural processes within the social
group and between two or more groups (G Brotherton, 2013). The group
dynamics refer to identity, nature, laws and development process in the group.
This group's dynamics also represent the interrelations of individuals within and
between the groups and in larger social institutions (Drinka & Clark, 2016). A
group and team refer to a different set of two or more people who interact
interdependently, dynamically and adaptively to attain a common goal and
mission (Hadad, et al., 2013). This group of people has been allocated specific

2
ROLE OF GROUP DYNAMICS IN HEALTH AND SOCIAL CARE SECTORS
roles and functions to perform. These people have a limited lifespan of
membership in the group (Hadad, et al., 2013).
In the healthcare setting and social care, to increase the efficiency in care
services multidisciplinary team working is essential. A multidisciplinary team in a
healthcare setting is a group of health care professionals and social care workers
from different disciplines to provide specific services to users (Adams, 2007).
Teamwork is an essential part of healthcare settings in delivering health and
social care. Unlike an individual, teams bring potential skills, disciplines, and
experiences together which is required to help and support people in a
healthcare setting (Rosen, et al., 2018). In the healthcare settings, group
dynamics group necessarily broad applications. These group dynamics are vital
in the healthcare setting to manage high pressure, fast-pace and patient-centric
service (NHS, 2017).
In simple words, a group or team is a collection of two or more people who share
an interconnected relationship with having common properties in
interdependence groups refers to a social class and social entities (Adams,
2007). The group can be defined as a collection of people; they have been
organized to work together to achieve a common purpose (Hadad, et al., 2013).
Members or people in the group committed and united by the common
objectives that are shared by all group members. Group or team working allows
people from different backgrounds, areas, and various roles to work collectively
(Drinka & Clark, 2016).
How the group works in a healthcare setting
In the healthcare and social care setting, which operate the various model of
patients or service receivers need various types of services. There are various
types of groups to provide social and healthcare services and to address

3
ROLE OF GROUP DYNAMICS IN HEALTH AND SOCIAL CARE SECTORS
different issues in healthcare settings including psychology services, chronic
illnesses and to address the causes, treatment, and recovery of various types of
illnesses and diseases (Mitchell, et al., 2012 ). These specialised groups provide
specialised services such as Biopsychosocial, Mutual aid/empowerment,
Psychoeducational groups, Therapy and support groups, and Single session
groups (Mitchell, et al., 2012 ).
Contribution of dynamics groups in healthcare
Group dynamics in healthcare increases the effectiveness and efficiency of the
services. Since group dynamics provide more specialized and specific services to
patients, so these group dynamics provide more patients centric services in
healthcare (Drinka & Clark, 2016). Achievement of common goals helps the
groups in working well. Working in groups is important to resolve critical issues
especially in health care sector, by resolving the issues with the help of unique
features of group dynamics (Drinka & Clark, 2016).
For example: A person who is suffering some kind of chronic cancer. Services
and healthcare provided by the general physicians or nurse practitioners are not
efficient for the patients. The patient needs a specialised oncologist service
towards his medical condition. Thus, group dynamics help to provide specialized
oncologists or other specialized services to the concerned person (Mitchell, et al.,
2012 ). Group dynamics improve teamwork effectively, as already discussed,
group dynamics or team are essential in the healthcare sector (Adams, 2007). In
healthcare and social settings group dynamics includes nurses, medical
practitioner, therapists and specialized consultants and surgeons (Drinka &
Clark, 2016).
Group dynamics also helps to understand the actual need of patients or services
receivers. In the healthcare and social care setting people and professionals from

4
ROLE OF GROUP DYNAMICS IN HEALTH AND SOCIAL CARE SECTORS
different cultural, professionals and organisational backgrounds work together.
Professionals from diverse backgrounds enable the healthcare sector to
understand the care need of people from different cultural backgrounds (G
Brotherton, 2013). For instance, different cultures have different treatment
customs, rest patterns, and eating and dietary systems. Services providers form
concerned cultural background help to understand the cultural need like
particular treatment methods, dietary patterns and other care patterns (Drinka &
Clark, 2016).
Constraints in group dynamics working
Group dynamics helps the health and social care sectors in dealing with critical
cases related to patients. Sometimes only by taking the help of effective group
working practices, the crucial cases can be resolved (Drinka & Clark, 2016).
Despite several benefits towards contributions in the improvement of healthcare
and social care, there are many constraints also presented in group dynamics in
healthcare settings and social care. The major constraint faced healthcare sector
due to group dynamics is the changing role of healthcare providers. The role
played by the different healthcare professionals have considerable changes and
vary with patients. There are plenty of chances of role overlapping in healthcare
professionals. These changing roles and overlapping can present challenges for
the healthcare sector in role allocation (Rosso, 2014). Group dynamics and
teamwork lead then changes in the hierarchical structure of the healthcare
mechanism. Strongly hierarchical structure may affect adversely effective
teamwork in the services. These group dynamics also lead to changes in the
healthcare sector. The increasing rate of chronic diseases and conditions
requires the need for change in the development of new groups and teams and
enhancements in the existing teams in healthcare (Drinka & Clark, 2016).

5
ROLE OF GROUP DYNAMICS IN HEALTH AND SOCIAL CARE SECTORS
Many healthcare providers and professions like medicine, dentistry, and nursing
care based on a one-to-one autonomous relationship between patient and
services providers. This one-to-one relationship between patient and services
providers or healthcare professional is challenged by various concepts of shared
values and teamwork (Drinka & Clark, 2016). In some circumstance like failing of
teamwork, lack of coordination, unclear, undefined roles, and lack of adequate
communication in teamwork result in accidents in the healthcare settings.
Besides, issues regarding decision making, conflict management and to resolve
disagreement also occur in teamwork (Mitchell, et al., 2012 ).
Leadership styles in healthcare
There are various leadership styles applies in a healthcare setting. According to
dynamic leadership theory, Kurt Lewin defines three major leadership styles in
healthcare settings (VF Komarov, 2017). Authoritarian leadership style,
democratic leadership, and laisses- faire leadership styles are three major
leadership styles in healthcare settings (VF Komarov, 2017).
Authoritarian leadership style
In the Authoritarian leadership style leaders in the healthcare setting maintain
distant from their employees or team members. These leadership styles
achieved over punishment, demands, regulations, rules, and orders.
Authoritarian leaders make all decisions their own without any interruption of
team members (Wang and Guan, 2018). This leadership style is essential in
decision making in emergency and critical conditions and in a condition where
quick decisions are required. In the healthcare setting, it creates coordination
within and between teams and group authoritarian leadership is crucial (Wang &
Guan, 2018).

6
ROLE OF GROUP DYNAMICS IN HEALTH AND SOCIAL CARE SECTORS
Democratic leadership style
This leadership style reflects the principles of self-participation in decision
making. These leaders gain this position with a collective decision. This
leadership style characterized by the active participation of team members, and
divides to accountability and responsibility of services delivers by the team
(HuiXu, 2017). Under such types of leading medical professionals are free to
deliver services and healthcare in their styles. Leaders have fewer restrictions on
services provided by professionals in the democratic leadership style. Still
working in a team will be definitely helpful for health and social care sectors (Al-
Sawai, 2013).
Laissez fair leadership style
In this kind of leadership, healthcare professionals are free from their leaders
regarding decision making. Professionals are free to make rational decisions
according to situations (Al-Sawai, 2013).This type of leadership style is useful
when a professional is providing his services to a group or culture-specific
services. Services provider is free to use methods and services patterns
according to patient suitability and adaptability (Al-Sawai, 2013).
Dynamic leadership style
The dynamic leadership style is a mix of two or more leadership styles. In such
leadership styles, decision making depended on the situations (Al-Sawai, 2013).
Like if condition required quick decision then leaders follow the authoritarian
leadership style and make a quick decision or in other conditions teams have
decision making powers (Rahbi, et al., 2017).
Conclusion
This is a discussion based on the group dynamic or teamwork in the healthcare
sector. This study concludes that in the healthcare and social care settings

7
ROLE OF GROUP DYNAMICS IN HEALTH AND SOCIAL CARE SECTORS
delivering patient's centric and quality services group dynamic and teamwork is
a crucial aspect. Although group dynamics have constraints in delivering the
services, yet various leadership styles help out to overcome the challenges and
apply in different settings.

8
ROLE OF GROUP DYNAMICS IN HEALTH AND SOCIAL CARE SECTORS
References
Adams, R., 2007. Foundations of Health and Social Care. Basingstoke: Palgrave
Macmillan
Al-Sawai, A., 2013. Leadership of Healthcare Professionals: Where Do We Stand?.
Oman Medical Journal, 28(4), pp. 285-287.
Drinka, T. & Clark, P., 2016. Healthcare Teamwork: Interprofessional Practice and
Education. 2nd ed. California: Praeger.
G Brotherton, S. P., 2013. Your Foundation in Health & Social Care. London: Sage
Publications.
Hadad, M., Kraus, S., Hartman, B.-A. I. & Rosenfeld, A., 2013. Group planning
with time constraints. Switzerland : Springer International Publishing.
HuiXu, J., 2017. Leadership theory in clinical practice. Chinese Nursing Research,
4(4), pp. 155-157.
K Jelphs, H. D., 2016. Working in teams 2e. Bristol: Policy Press.
Mitchell, R., Giles, M., Parker, V. & Boyle, B., 2012 . The ABC of health care team
dynamics: Understanding complex affective, behavioral, and cognitive dynamics
in interprofessional teams. Health care management review, 39(1), pp. 1-9.
NHS, 2017. Improving teams in healthcare, London: Royal College of Physicians.
Rahbi, A. D., Khalid, K. & Khan, M., 2017. The Effects of Leadership Styles on
Team Motivation. Academy of Strategic Management Journal , 16(3).
Rosen, A. M., DiazGranados, D. & Weaver, J. S., 2018. Teamwork in Healthcare:
Key Discoveries Enabling Safer, High-Quality Care. The American psychologist,
74(4), pp. 433-450.
Rosso, D. B., 2014. Creativity and Constraints: Exploring the Role of Constraints
in the Creative Processes of Research and Development Teams. SAGE Journal,
35(4), pp. 551-585.
VF Komarov, G. A., 2017. A study of Kurt Lewin's Styles of Leadership by
business games method. World of Economics and Management, pp. 110-120.
Wang, H. & Guan, B., 2018. The Positive Effect of Authoritarian Leadership on
Employee Performance: The Moderating Role of Power Distance. Frontires in
Psychology, Volume 9, pp. 357-384.