CASE: MAYO CLINIC Because individual doctors working alone couldn't possibly achieve the same level of success caring for a broad array of patients, medical teamwork has provided Mayo Clinic with synergy that has fueled its growth over the last 150 years. Of course, there are challenges to managing teams composed of individuals with unique training and expertise so that they function as cohesive units. For one thing, doctors with different specialties may have divergent viewpoints regarding the best way to resolve cases. As you might imagine, these differences could lead to dysfunctional conict and power struggles. Fortunately, however, Mayo Clinic's core value provides the foundation for cooperation and integrative outcomes. Because team members understand that the needs of the patient come rst, differences can be resolved by rationally evaluating which solution, or combination of solutions, accomplishes this allimportant goal. There are, however, a number of other practices used by Mayo Clinic to promote teamwork. page 421 As an example, when Mayo Clinic hires new employees. it considers values as well as talent. Job candidates with the requisite knowledge and skills are interviewed by panels comprised of several existing employees who ask questions designed to reveal whether the candidates have values that align with Mayo Clinic's patientcentered approach. Although the process takes a lot of time, it helps ensure that new hires will be eective and happy in an organization that emphasizes teamwork and humility. rather than individual accomplishments and personal gain. Relatedly, Mayo Clinic staff, including surgeons and other physicians, are paid by straight salary. Although the salary levels are competitive, salary pay is unusual in the medical eld, and may be a turnoff for those who are driven by wealth afforded by incentive pay schemesfor example. receiving a fee for each surgery performed. However, the use of salaries keeps the staff focused on meeting patient needs, and it promotes teamwork. There simply isn't any incentive to take shortcuts in delivering care to patients, and staff are more likely to take time to work together to address patient needs. Of course. if medical staff are paid by salary. what incentive is there to work tirelessly to deliver worldclass patient care? The solution lies in the organization's use of communal medical records. Staff members understand that their assessments and treatment notes will be read by others in the team. and because everyone is so well regarded, there is a lot of pressure to do things right and to work hard. 12.1 Identifyr and describe the types oftaskwork processes used by Mayo Clinic's teams. 12.2 What potential sources of process loss might exist for the teams at Mayo Clinic? 12.3 Which team slate is most responsible for mitigating potential process loss? How might the other team slates be important as well? Sources: L.L. Berry and KD. Seltrnan, Managumem Lessonsrrm Mayo (any [McGraw-Hill: New York, 20H}: LL. Berry and KD. Seltrnan, "The Enduring Culture of Mayo Clinic," Mayo Choir Pyoruedmgs, February 2014. pp. 144-41