Whether you are leading in an interprofessional informatics team or co- leading in organization with other interprofessional leaders, or co-leading a team with other team member, the same team fundamentals apply. Many scholars have studied team interactions and the wisdom of teamwork is required across all types of teams in diverse settings. In this module, we examine team structure and the fundamental elements and behaviors that ensure success. The objectives are; discuss concepts and principles that support effective teamwork to develop your interprofessional leadership skillset. Describe the development of trust among team members to promote effective teamwork. Describe phases of team formation to understand normal team development, and create or critique statements and documents that describe mission, vision, values, purpose, goals, and norms to support organizational and team excellence. Learning activities include videos, readings, writing, mission, vision, values, organizational statements, and team documents such as purpose, goals, and norms. A discussion and a quiz. Recall that in course three of this specialization, we studied Dilts, vision to action framework. In this module, we can apply concepts from the Dilts model to team formation and leadership. The textbook for this module and the next is provided by the National Cancer Institute, The United States Department of Health and Human Services and the National Institutes of Health. In its second printing, the collaboration and team science field guide distills scholarship and wisdom about teamwork and leadership into messages we can apply to any team or scenario. The field guides case studies are written from the perspective of team science and research. If your interprofessional informatics leadership is not in research, you may re-envision these scenarios to fit your particular situation. The concepts of identity, trust, vision, purpose, and motivation are fundamental to the Dilts model and teamwork and leadership. We're simply building a new level of understanding when we consider the team concept. In that context, it is helpful to formalize our ideas as actual statements or documents. Recall your personal values assessment and revised personal leadership mission statement developed in course three and how developing these statements aided your self-awareness. Similarly, formal documentation of our mission, vision, values, purpose, goals, and norms supports high-functioning interprofessional teams to achieve optimal outcomes especially when teams co-create these documents and feel invested in the team success. As a leader, you can use these statements and documents as a critical part of team formation process and as a way to build shared understanding within the team. If your team is within an organization, first check for that organization's mission, vision, and value statements. If present, use them to establish the foundation for developing the other documents. Then identify existing purpose, goals, and norms for your team. These can be developed or critiqued by the team for a specific assignments or organizational changes. Key to all of these documents is the process by which they are developed and incorporated into teamwork and leadership. As part of this course, you will develop or identify and add to your portfolio at least mission, vision and value statements, and team norm document for a current or potential informatics role in interprofessional healthcare informatics team leadership. Mission, vision, values, these terms may seem similar, so it is important to distinguish which is which and why we need them all. Mission is what the organization does. Vision is what the organization hopes to be and values are beliefs or principles that support the vision. Your readings include guides to aid in discerning and creating these statements. We also need team specific statements and documents. Purpose is what we do for whom and why. Goals are what we will measure and achieve, and norms are how we will be with one another. Additional readings include guides to aid in discerning and creating these statements. It is always helpful to look for examples of such documents as a starting point or comparison to your own work. I learned about team norms in my services as a public health nurse in the 1990s. I can still remember the norms I helped to develop with my team. This continued to shape my perspective and behavior over two decades later. Throughout this specialization, we have emphasized the importance of self-knowledge as an essential skill for nursing informatics leaders. In module one of this course, we further explored cultural sensitivity as an extension of self-knowledge to enhance our knowledge of ourselves with others. Bennet and colleagues emphasize self-knowledge, emotional intelligence and trust as a foundation of collaboration and teamwork or leadership. We cannot just learn what we need to do to lead. We need to reflect on who we are and how we are with others. Review the materials you've read and developed so far in preparation for this module's discussion. How will you use your self-awareness to inform team participation and leadership. Take the quiz to test your knowledge before we move on to the next module about team evolution and dynamics.