Use of behavioral science concepts and processes to facilitate change: a team building program for nursing supervisors.

This paper describes a team development program conducted for Nursing Supervisors and Nursing Executives in a Melbourne teaching hospital. It provides a detailed account of (i) the concepts which guided the formulation and conduct of the program and (ii) the processes which were used to maximise the possibilities for change and foster a joint commitment to dealing with problems in the Nursing Department. The program achieved greater understanding and clarity regarding work roles, improved cohesion and teamwork at the supervisory and executive level and a shift towards a more participative style of management within the department.