The Five Trust-Building Behaviors of High-Performing Healthcare Teams

Recent research from organizational psychologist Ron Friedman and his team at ignite80 reveals fascinating insights about how high-performing teams build and maintain trust (Friedman, 2024). Their findings have particular resonance for healthcare organizations, where effective teamwork directly impacts patient outcomes.

In a comprehensive study of 1,000 U.S. office workers, Friedman's team discovered that truly high-performing teams are rare—only 8.7% of teams qualified based on their exceptional effectiveness ratings. What sets these elite teams apart? Five key behaviors that foster trust, all of which have powerful applications in healthcare settings.

First, high-performing teams don't leave collaboration to chance. In healthcare, this principle is especially vital. Rather than jumping straight into patient care responsibilities, the most effective healthcare teams take time to discuss how they'll work together. Think about a newly formed surgical team or a restructured nursing unit. By having upfront conversations about communication preferences, individual strengths, and strategies for handling unexpected challenges, these teams create a foundation for smoother collaboration when critical moments arise.

The second distinguishing behavior is proactive information sharing. In healthcare, where information gaps can have serious consequences, this practice is paramount. High-performing teams don't wait for managers to relay important updates. Instead, team members take personal responsibility for keeping colleagues informed about patient status changes, treatment plan modifications, or emerging concerns. This transparency not only builds trust but also enhances patient safety and care quality.

Third, successful teams consistently share credit for achievements. When a patient outcome improves or a department reaches a quality benchmark, high-performing healthcare teams don't allow individual team members to monopolize the recognition. Instead, they actively acknowledge the contributions of everyone involved—from the attending physician to the environmental services staff. This practice strengthens team bonds and creates a culture where everyone feels valued.

The fourth behavior might surprise many healthcare professionals: high-performing teams view disagreements as opportunities for improvement rather than threats to relationships. In an industry where hierarchical structures can sometimes inhibit open dialogue, this mindset is transformative. Teams that embrace constructive disagreement often make better clinical decisions because they benefit from diverse perspectives and experiences. The key is maintaining focus on patient care while preventing disagreements from becoming personal.

Finally, high-performing teams take proactive steps to address tension. In healthcare's high-stress environment, interpersonal friction is inevitable. What distinguishes excellent teams is their willingness to address these issues head-on. When something feels off between team members, they don't wait for the next scheduled meeting or for a supervisor to intervene. They reach out, have difficult conversations, and work to repair relationships quickly—understanding that unresolved tension can compromise patient care.

Friedman's research challenges a common misconception about workplace trust: that it's primarily built through top-down leadership initiatives. While good leadership is important, trust in healthcare teams emerges largely through peer-to-peer interactions and daily behaviors that demonstrate reliability, competence, and mutual respect.

For healthcare organizations looking to strengthen team performance, these findings suggest several practical steps. First, build time into team formations for explicit discussions about collaboration preferences and communication styles. Second, create systems that facilitate easy information sharing between team members. Third, implement recognition programs that celebrate team achievements rather than individual accomplishments. Fourth, train teams in constructive disagreement techniques that maintain focus on patient outcomes. Finally, develop protocols for addressing interpersonal tension before it affects team performance.

The stakes for building trust in healthcare teams couldn't be higher. When healthcare professionals trust each other, they communicate more effectively, respond more quickly to emerging problems, and ultimately provide better patient care. As Friedman's research demonstrates, trust isn't something that just happens—it's built through specific, intentional behaviors that any healthcare team can learn and implement.

In an era where healthcare faces unprecedented challenges, from staffing shortages to increasing complexity of care, strong team trust isn't just a nice-to-have—it's a crucial foundation for delivering excellent patient care. By adopting these five key behaviors, healthcare teams can build the trust they need to perform at their highest level, ultimately benefiting both staff satisfaction and patient outcomes.

Reference: Friedman, R. (2024). How High-Performing Teams Build Trust. Harvard Business Review.