In modern healthcare, the stakes can be very high. Every decision made by medical professionals can have significant and life-changing consequences for patients. In this environment, it is crucial that medical staff work effectively together to do the best for their patients, and you may assume that their competence and skills are the most important factors in their success. However, as Dr. Matthew Sherrer at the University of Alabama at Birmingham argues in his new paper, Building Trusting Healthcare Teams, it’s not just competence that saves lives – it’s trust. Read More
Teams of people work in high-stakes environments in a variety of fields beyond medicine. Think of a team of firefighters entering a burning building – their decisions and actions could have huge consequences for both the people trapped inside and the safety of the firefighters themselves. Sherrer and his colleagues argue that medical teams can learn from other teams working under high pressure in different circumstances.
In their paper, the researchers draw parallels with the U.S. Navy SEALs, arguably one of the most elite military teams in the world. The researchers remind us that the SEALs value trust over performance. In fact, they actively avoid so-called ‘toxic stars’, or high performers who erode team cohesion. Instead, they prefer individuals who excel in reliability, humility, and teamwork. Sherrer and his colleagues believe that healthcare should take a similar approach.
Their message is timely. The healthcare landscape has become increasingly fragmented and acrimonious, marked by professional turf wars between physicians and advanced practice providers, such as nurse practitioners, nurse anesthetists, and physician assistants. These tensions create echo chambers of division rather than collaboration. Instead of fostering unity, debates over medical titles fuel suspicion and resentment.
These conflicts are not without consequence. Surveys show that toxic behavior and poor communication contribute directly to medical errors and even patient deaths. In this environment, the need for trust isn’t just philosophical, it’s a matter of safety and survival.
So, how do we rebuild trust in fractured teams? Sherrer and his colleagues champion a culture of collaborative conflict, where disagreements aren’t buried or avoided but handled with mutual respect, openness, and a shared commitment to patient care. This kind of culture doesn’t pretend everyone will always agree, but it simply insists that we disagree better while stressing the importance of the collective group’s interests.
To put theory into action, Sherrer and his team rely upon the High Performing Care Collaborative – or HPCC – at the University of Alabama at Birmingham. This two-day retreat, delivered by the school’s Leadership Development Office, removes healthcare professionals, including doctors, nurses and anesthetists from their daily grind, and brings them together for structured workshops that focus on communication, mutual understanding, and strategic planning. Using tools such as personality assessments, team members learn about themselves and each other, fostering empathy and respect.
Importantly, the HPCC doesn’t promise quick fixes. Instead, it cultivates an environment where vulnerability is welcomed, differences are discussed constructively, and long-term strategies are co-created. As a result, teams walk away with not only shared goals but a renewed sense of unity and purpose.
Ultimately, what Sherrer and his colleagues propose is a shift in mindset: from rivalry to collaboration. Trust, they suggest, isn’t a luxury in healthcare – it’s a necessity. By choosing to build bridges, healthcare teams can do more than just function, they can flourish. In a time when burnout is rampant and professional silos threaten patient outcomes, this message is both refreshing and essential.
