There is no doubt that an effectively functioning healthcare team, in all healthcare settings, can decrease medical errors, improve communication between healthcare providers, empower patients to participate in their own care, facilitate early problem solving, and decrease the cost of care. However, the key to a successful team lies in its process. Physicists tell us that nature is composed of an infinite series of rhythmic fields. Similarly, team process is a rhythmic field with its own set of harmonic qualities, both consonant and dissonant. The Dutch scientist Christian Huygens, in 1665, conducted experiments with pendulum clocks, mounted side by side, discovering that over time, the pendulums would begin to swing together in precise time. Later scientists referred to this mutual phase locking of two oscillators as entrainment. It is easy to observe entrainment when watching a small chamber music group play together. Members of a chamber group play without a conductor. They begin to move as one as they sense and feel the music they are creating together. Margaret Wheatley later applied this concept to the work of organizations and teams. She noted that through this self-organizing process, systems regenerate themselves and move to higher levels of harmony and effectiveness. By these concepts, we can understand that, in spite of the stress and differences within a team, its ability to problem solve actually brings the members closer and makes them more effective as a unit. They begin to “move together” and function ever more effectively as one unit. Allan Drexler’s work on team process led to him proposing a seven-stage model in which each stage represents a set of concerns team members face as they work together. These interdependent stages are: 1. Orientation;2. Trust building; 3.Goal/role clarification; 4.Commitment; 5.Implementation; 6.High performance; and, 7.Renewal. If the team gets “stuck” in any one of these stages, resolution must occur before the team is able to move ahead to the next stage. Matthew Fox’s work added to this by emphasizing the unifying value of recognizing and celebrating the experiences of unbounded possibility that can arise from a successful group dynamic. Fox also notes the cleansing force of the recognition of the “darker”, more difficult aspects of the group experience and how this can be transformed and integrated into an energizing dynamic that gives life and power to the team. All of these contributions to the understanding of effective group process help us to understand that human beings ability to work in teams is natural and, in a healthy team, the whole is greater than the sum of its parts. It further points out that when a group of healthcare workers unite behind a common goal, the tensions that inevitably arise within the group can actually be the creator of a more cohesive, stronger unit, as opposed to a negative force that leads to communication breakdown and errors. We can, further, conclude that there is a process or flow that can help us create a model for effective empowered healthcare teams that are professional and communicate openly with patients and one another. At the core of the team, the goal that unifies focus and purpose is outstanding service to “customers”. In this case, “service” reflects Robert Greenleaf’s notion of “servant leadership”, wherein the ultimate concern of the effort is contributing to those being served by the team, as well as other team members and the wellbeing of the self. The idea of serving oneself and other team members, in addition to patients, is a marked departure from the current state of healthcare in which there is a preponderance of burned out professionals in a system that creates divisiveness between them. This “spirit of service” is manifested in the sense of wonder experienced by the team as it discovers its own power to provide amazing service to one another as well as to those they serve. The more nurtured and empowered the team feels in taking care of its own needs, the more energy, enthusiasm, and creativity they generate in meeting the needs of those they serve! In order to achieve high performance, the team must be able to function as a harmonious unit. There are often challenges to this harmony, such as differences of opinion or a breakdown in trust, which the team must be empowered to deal with and resolve. Both the harmonious function and the ability to resolve negative issues help the team, and each individual member, to grow and blossom. Therefore, the dynamic of team growth can be seen as a continual ebb and flow, or rhythm, experienced by the team as it embraces and builds upon its consonances while working through its dissonances. Thus, the team enhances its own performance and learns to solve its own problems proactively in order to strengthen the team’s evolving sense of purpose, unity, and worth. Just imagine the amount of administrative time and dollars this will save!!! If one were to visualize this model of the processes the team must go through in order to reach peak performance and function, thereby enhancing communication and decreasing medical errors, it would be in the form of a spiral (as opposed to a linear model). It is important to note that these processes are neither linear nor sequential in occurrence, which is why the depiction as a spiral accurately indicates processes that reflect back on one another. The team is constantly using each of these processes, as needed, to strengthen itself and to provide outstanding, cost effective, error free service to patients. Further, this model emphasizes how service, as described above, is the centerpiece and the “glue” that unites the team and all its processes. Additional information regarding this service-based model of the spirited multidisciplinary healthcare team that is so crucial to doctors, patients, healthcare employees, and the culture of medicine are available at firstname.lastname@example.org.