Public health problems are complex and have multiple psychological, behavioral, organizational and social determinants. Effective interventions address these different levels of influence. Because of this, it takes public health professionals trained in different disciplines and a wide range of community groups and organizations to effectively address the community's health. In such collaborative work, each discipline can bring its unique perspective, analytical skills and resources the understanding of public health problems. Top management teams (TMTs) are one mechanism that assist local health departments to bring together and use this diversity for enhanced decision making at the agency level. A qualitative study of top management team decision making in four local public health departments was conducted. Over 20 individual members were interviewed and transcribed data was analyzed using Ethnograph. We found that increasing team member input in TMT meetings created a paradox: There was much more conflict (typically associated with low team morale) yet team members felt better about the decisions that were made. Additionally, TMTs with greater conflict developed more skill in resolving conflict. Implications for the management of local health departments and multidisciplinary public health practice are discussed.
Learning Objectives: At the conclusion of the session, the participant (learner) in this session will be able to: 1. Describe three factors that lead to productive decision-making in local public health department top management teams 2. Constructively address conflict in top management teams
Keywords: Decision-Making, Leadership
Presenting author's disclosure statement:
Organization/institution whose products or services will be discussed: None
I do not have any significant financial interest/arrangement or affiliation with any organization/institution whose products or services are being discussed in this session.