Developing & Sustaining EffectiveTeams

1. Welcome Developing & SustainingEffectiveTeams Croeso

2. Gwent Women and Children's Services Developing & Sustaining Effective Teams Ian Govier (Facilitator)

3. opportunitynowhere

4. Are we thinking the same thing?

5. Getting to know each other (a little better)

6. When I was a child I wanted to…. • I came into the health service because: • If I wasn’t working in my current position, I’d like to: • When I retire, I plan to:

7. Workshop Aim:W to explore how we can develop & sustain an Effective Team

8. In terms of developing & sustaining EFFECTIVE TEAMS:what do you want to ACHIEVEor CHANGEas a result of today?

9. Seeing the Bigger Picture BP

10. Time for a Break

11. Healthcare in 2008The Challenge

14. Permanent White Water (Vaill, 1996)

16. The Constants • Change • Principles • Choice (Covey, 2006)

17. Developing & Sustaining Effective Teams - principles

18. Leadership in the new millennium has comprehensively come of age. Where once leaders were aloof decision-makers, today they are dedicated collaborators whose role is to give power to theirTEAM rather than wield power to their own ends. Leaders on Leadership– an intimate view of life at the top of Europe plc Development Dimensions International (DDI) Research Report, January 2006

19. What is a team?

20. A team is more than just a group of individuals who work together. A team is a small number of individuals with complementary skills committed to a common purpose, common performance goals and an approach for which they hold themselves collectively accountable. (2007)

21. A team is a group of individuals who work together to produce products or deliver services for which they are mutually accountable. Team members share goals and are mutually held accountable for meeting them, they are interdependent in their accomplishment, and they affect the results through their interactions with one another. Because the team is held collectively accountable, the work of integrating with one another is included in the responsibilities of each member. (Mohrman and Cohen, 1995)

22. Defend or Destroy! Team Exercise

23. Teams– when things go wrong!

24. Isolation Since the inception of the NHS, more than 50 NHS public inquiries have been conducted to address catastrophic failures in patient care. Disempowerment of staff and patients Poor communication Failure of systems and processes The same 5 common themes emerge from each inquiry. Inadequate leadership / management Walshe & Higgins (2002)

25. The Five Dysfunctions of a Team Inattention to RESULTS (Lencioni, 2002) Avoidance of ACCOUNTABILITY Lack of COMMITMENT Fear of CONFLICT Absence of TRUST

26. The Five ‘Functions’ of a Team Attention to RESULTS (Lencioni, 2002) Clear ACCOUNTABILITY Increased COMMITMENT Acceptance of CONFLICT Evidence of TRUST

27. An exercise in Trust

28. Lunch Time

29. What are some of the characteristics of an EFFECTIVE TEAM? Group Work

30. In health care terms, what difference does effective team working really make?

31. Teams possessing the followingcharacteristics are more effective in delivering high quality care: • clarity of team objectives • high levels of participation from all team members • high emphasis on quality • high support for innovation Health Care Team Effectiveness Project (Borrill and West ,2002)

32. Borrill & West (2002) also found that: individuals who worked in well functioning or effective teams had lower levels of stress and better mental health. Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality. Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing team functioning and effectiveness!

33. Time for a Break

34. It Takes a Team Coming together is a beginning Keeping together is progress Working together is success John C. Maxwell

35. Let’s Nail It! Team Exercise

36. What are the underpinning Values & Principles that exist in our team? WofL

37. EFFECTIVE TEAMS - a ‘vehicle’ for service delivery and improving patient care

38. Where are we with our team at the moment?

40. Choosing our ‘team’ vehicle

43. What vehicle represents our team, & why? Is it a +ve or -ve image? How do you think others perceive you and your team in terms of your vehicle? Who drives this vehicle? Do you change position? How comfortable are you? Who else sits in this vehicle? Do you want to change your vehicle?

44. Real teams do not develop until the people in them work hard to overcome the barriers of collective performance. Overcoming barriers to performance is how groups become teams. Katzenbach (1993)

46. ‘Number Cruncher’ Team Exercise

47. “That which we persist in doing becomes easier - - not that the nature of the task has changed, but our ability to do has increased.” Ralph Waldo Emerson

48. Final Thoughts

49. The Constants • Change • Principles • Choice (Covey, 2006)

50. If we always do what we’ve always done… …we’ll always get what we’ve always got!