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Varying ways of working within teams lead to confusion for staff and clients. I help you make clear working agreements that the team supports, and keep them in place after my assignment.
In every care team, habits develop over time. The morning shift does something slightly differently from the evening shift, a permanent colleague works differently from a stand-in. That may seem minor, but for clients it means inconsistent care, and for staff uncertainty about what has actually been agreed.
I help teams make those differences visible and turn them into one shared way of working. How to record this so everyone can find it again is explained at recording team agreements in care. For procedures that have to be right step by step, a clear work instruction works better.
Agreements are only really tested when the team changes. At safeguarding quality when staff change you can read how to prevent everything from drifting again. The handover is also a moment when agreements need to hold; that is the subject of SBAR in practice.
My role is supportive and content-focused. The team makes the agreements; I make sure the conversation stays concrete and that the result is short, clear and workable.
I work along or observe during different shifts and map out where staff work in different ways.
In a team meeting we discuss those differences. Staff explain why they work the way they do, and together we choose the best way of working.
I write up the agreements in plain language, without unnecessary text, in a place where everyone can find them.
We agree how new colleagues and stand-ins get to know the agreements and when the team evaluates them together.
Nursing homes and residential care
Area of experienceCare for clients at home
Area of experienceCare for people with dementia
Area of experiencePhysical care and nursing
Area of experienceCare in the last phase of life
Area of experienceRecovery after illness or admission
Area of experienceEverything you want to know about consistent working agreements.
Often making them works, but sticking to them does not. An outsider can keep the conversation focused and make sure agreements are concrete enough to follow.
That depends on the number of topics. I try to do as much as possible during the work, so little extra meeting time is needed.
For example the handover, reporting, wound care, hygiene, the daily structure of clients or the use of aids and equipment. Your question determines the choice.
Then we look for the reason. Sometimes an agreement does not fit practice. Where necessary the team leader makes the decision; I do not have a deciding role.
By keeping them short, giving them a fixed place in the induction and ensuring a fixed moment for evaluation. The team leader becomes the owner.
Yes. Consistent working agreements fit well with wound care, reporting, hygienic working and fall prevention. We agree that in one assignment.
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