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ADVERTISINGINDEX
Note: Ad page number(s) given in parentheses
ADVERTISER
AAAHC. info@aaahc.org / www.aaahc.org / (847)
853-6060 (pg. 6)
Abbott Point of Care. www.abbottpointofcare.
com (pg. 9)
ASCOA. development@ascoa.com / www.ascoa.com /
(866) 982-7262 (pg. 10)
ASCs Inc. info@ascs-inc.com / www.ascs-inc.com /
(760) 751-0250 (pg. 50)
Boston Scientific. supplychainoptimization@
bsci.com / www.bostonscientific.com/gastroservices/scs
/ (pg. 57)
CareCredit. www.carecredit.com/2017 / (866) 246-
6479 (pg. 65)
Collect Rx. www.collectrx.com / (877) 230-2440
(pgs. 13-15)
CONMED. conmed.com / (800) 448-6506 (pg. 61)
Cygnus Medical. www.cygnusmedical.com / (800)
990-7489 (pg. 67)
ECA Medical Instruments. www.ecamedical.
com / (805) 376-2509 (pg. 27)
eSutures. info@esutures.com / www.esutures.com /
(888) 416-2409 (pg. 20)
FUJIFILM. www.fujifilmendoscopy.com (pg. 71)
Global Medical REIT. www.globalmedicalreit.
com (pg. 49)
gMed. gmed.com / (954) 541-8240 (pg. 2)
HealthCare Appraisers. www.healthcareapprais-
ers.com (pgs. 33-40)
Innomed. info@innomed.net / www.innomed.net /
(912) 236-0000 (pg. 31)
Kaye/Bassman. gnz@kbic.com / www.kbic.com /
(972) 265-5290 (pg. 63)
Lee Medical. www.leemedicalnj.com / (888) 422-
7717 (pg. 62)
Lenova. innovation1@naturalscientificsolutionsinc.
com / naturalscientificsolutionsinc.net (pg. 58)
Live Oak Bank. liveoakbank.com/healthcare /
(910) 796-1674 (pg. 55)
McKesson Medical-Surgical. mms.mckesson.
com/asc / (866) 625-2679 (pg. 19)
Medacta. medacta.com / (312) 878-2381 (pgs.
45-48)
Meditech Spine. support@meditechspine.com /
meditechspine.com / (678) 974-5287 (pg. 70)
Medtronic. www.medtronic.com / (800) 633-8766
(pg. 19)
Meridian Surgical Partners. www.meridiansur-
gicalpartners.com / (615) 301-8140 (pg. 21)
National Medical Billing Services. info@
nationalascbilling.com / www.nationalascbilling.com /
(866) 948-7673 (pg. 72)
NEJM Catalyst. catalyst.nejm.org/join / (800)
843-6356 (pg. 51)
Paradigm Spine. www.paradigmspine.com (pg. 3)
PharMEDium. pharmedium.com / (800) 523-7749
(pgs. 22-25)
Practice Partners. practicepartners.org / (888)
310-1311 (pg. 44)
SCA. www.scasurgery.com / (800) 768-0094 (pg. 11)
SI-Bone. www.si-bone.com (pg. 59)
Smith&Nephew. www.reshapingmobility.com
(pgs. 41, 53)
STERIS Instrument Management Ser-
vices. steris-ims.com / (800) 783-9251 (pg. 69)
Surgical Notes. sales@surgicalnotes.com / www.
surgicalnotes.com / (800) 459-5616 (pg. 42)
Xenex. xenex.com/studies / (888) 299-1914 (pg. 43)
Zimmer Biomet. zimmerbiometsignaturesolu-
tions.com (pg. 29)
6 Tips for Working With Someone Who Isn't a Team Player
By Tamara Rosin
W
orking with someone who isn't a
team player is not only frustrat-
ing, it can impair the entire team's
performance. In healthcare, where team-based
care is central to efforts to improve coordina-
tion and collaboration among providers, the
repercussions can be severe for both patients
and hospitals.
Here's how to work with a colleague who isn't car-
rying his or her weight as a team player, according
to a recent article in the Harvard Business Review.
1. Don't make assumptions. Before jumping to
conclusions and attributing a coworker's poor
teamwork to their personality or work style, do
some exploration. It's possible the individual is
dealing with a personal stressful situation that is
contributing to distraction or diminished per-
formance at work, according to the report. Or
perhaps they are dealing with work pressures
you don't know about. It's important to avoid
dismissing the person as a slacker or coming up
with your own explanations for their behavior,
"especially if it involves attributing bad motives
to them," said Allan Cohen, PhD, a professor of
management at Babson College in Babson Park,
Mass., and author of Influence Without Author-
ity, according to the report.
2. Talk to the individual. Start a dialogue with
the team member in question, but approach him
or her with friendly questions, not accusations.
Helpful questions that indicate your support for
the individual could include: "What else are you
working on right now?" or "What motivates you
the most?" according to the report.
3. Be inclusive. e issue of a disengaged team
member could become exacerbated if the team
decides to shun the person who isn't carrying his
or her weight, according to the article. To pro-
mote better cohesion, ask the person out for cof-
fee or lunch and try to get to know him or her
better, and bring a few other coworkers along.
4. Clarify the team's mission. An uncooperative
team member may indicate that something is off
with the group. Perhaps the team's approach isn't
working or the mission isn't clear enough. Re-
visit the group's shared vision and mission and
clarify best methods for fulfilling them.
5. Clearly define team members' roles. "Don't
assume everybody knows exactly what their
contribution is supposed to be," said Dr. Co-
hen. It's possible the person who hasn't been
acting as a team player simply does not under-
stand what he or she is meant to do.
6. Create new opportunities to motivate. An
employee may seem withdrawn from their work
because they desire new opportunities to grow
and develop their skills, according to the report.
If that seems to be the case, see if there is a more
suitable role for this individual on the team. It's
also possible to give them other informal roles to
better showcase their skills or offer new learning
opportunities, according to the report.
n
