Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
When you arrive:1. Complete The Four Types page.
*Pay attention to the directions regarding rows & columns
2. Complete the Twenty C’s of Teamwork page *Review the list and select the 5 characteristics/values that you think are most important for working in teams to serve children with neurodevelopmental disabilities
Teamwork
Carole IveyLEND Seminar 1– Fall 2017
What is Teamwork?
•http://www.youtube.com/watch?v=TRZnTfRingg&feature=results_main&playnext=1&list=PL9E49E21F32B1D764
Think about the teamsyou are on...
What are these teams? Who is on the teams? Are they positive or negative
experiences? Why?
Definition of Team“a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable”
--- Katzenbach and Smith (2003)The Wisdom of Teams, p. 45
Groups vs Teams“A group..coming together to work on an assignment is not the same thing as a well-functioning team”
(Oakley, Felder, Brent, & Elhajj, 2004, p. 13)
Groups•Individual accountability
•Come together to share information and perspectives
•Focus on individual goals
•Produce individual work products
•Define individual roles, responsibilities, and tasks
Teams•Individual & mutual accountability
•Frequently come together for discussion, decision making, problem solving, and planning.
•Focus on team goals
•Produce collective work product
•Define individual roles, responsibilities, and tasks to help team do its work; often share and rotate them.
Groups
•Concern with one’s own outcome and challenges
•Purpose, goals, approach to work shaped by manager
Teams
•Concerns with outcomes of everyone and challenges the team faces
•Purpose, goals, approach to work shaped by team leader with team members
From Managing Teams for Dummies, 2013
Think about your experience…
Was it a team?
Why or Why not?
Why Teams?•In the US, ½ of the workers belong to at least one team at work.
•Teams are used by used at least 50% of the larger US companies and 100% in places like Japan and Sweden
•Healthcare and public service corporations have the highest use of team (81%)
From Group Dynamics (Forsyth, 2005)
Interdisciplinary Teamwork Literature
•Manage care from a variety of systems•Improve quality of outcomes•Enhance safety•Increase job satisfaction•Legislation•Professional standards
Rationale for Teamwork: Beyond the Law
• Work culture and potential collegiality• Diverse perspectives enhance quality directions and outcomes• Influence of context on learning• Characteristics of clients• Recommended practices
Components of Teamwork?
Essentials for Teamwork Organizational Structure Administrative LeadershipShared ValuesInterpersonal Relationships
TrustCommunication
Teamwork SkillsTeam development FeedbackCommunication Decision-makingConflict Resolution Team meetings
Core Competencies for Interprofessional Collaborative Practice (2016)
• Values/Ethics
• Roles Responsibilities
• Interprofessional Communication
• Teams & Teamwork
Interprofessional Education Collaborative (2016). Core Competencies for Interprofessional Collaborative Practice: Report of an Expert Panel. Washington, DC. Retrieved from: https://ipecollaborative.org/uploads/IPEC-Core-Competencies.pdf
Teams & Team Development
Organization Structure
children
Parents
PsychologyDept
PT/OT/Speech
Teachers
Special Education
Social Work
Three models for team interaction Adapted from Garland, C.G., McGonigel, M.J, Frank, A., & Buck, D. (1989). The transdisciplinary model of service delivery. Lightfoot, VA:Child Development Resources. Component Philosophy of
team interaction
Family Role Lines of Communication
Staff Development
Assessment Process
Individualized Plan Development
Individualized Plan Implementation
Multi-disciplinary
Team members recognize the importance of contributions from several disciplines.
Generally, families meet with team members separately by discipline.
Lines of communication are typically informal. Members may not think of themselves as part of a team.
Staff development generally is independent and within individual disciplines.
Team members conduct separate assessments by disciplines
Team members develop separate plans for intervention within their own disciplines.
Team members implement their plan separately by discipline.
Inter-disciplinary
Team members are willing and able to share responsibility for services among disciplines
The family may or may not be considered a team member; may work with whole team or just representatives.
The team meets regularly for case conferences, consultations, etc.
Staff development is frequently shared and held across disciplines.
Team members conduct assessments by discipline and share results.
Goals are developed by discipline and shared with the rest of the team to form a single service plan.
Team members implement parts of the plan for which their disciplines are responsible.
Trans-disciplinary
Team members commit to teach, team and work across disciplinary boundaries to plan and provide integrated services.
Families are always members of the team and determine their own roles.
The team meets regularly to share information and to teach and learn across disciplines (for consultations, team building, etc.
Staff development across disciplines is critical to team development and role transition.
The team participates in an arena assessment, observing and recording across disciplines.
Staff and families develop plan together based on family concerns, priorities, and resources.
Team members share responsibility and are accountable for how the plan is implemented by one person, with the family.
Teamwork Models:Multidisciplinary Team
LEADERParent
TeacherSpecial Ed.
Teacher
Speech-LanguageTherapist
Social Worker
Thomas, Correa, Morsink (2001)
Interdisciplinary Team
Adapted from Thomas, Correa, Morsink (2001)
Assessment Meeting
PT
PH
SW
SE
OT
SP
PA
PSYAPE
Transdisciplinary Team
Adapted from Thomas, Correa, Morsink (2001)
AssessmentPlacement Decision
Program Implementation
PT
OT
GC
SP PA CO
APE
SESW
LEND Teamwork•Virginia Autism Clinic•LEND Interdisciplinary Clinics
•Use transdisciplinary model•Assess together•Problem solve plan together•Write assessment based on child’s needs/categories vs profession-oriented categories
The Four TypesCarole K. Ivey, PhD, OTR/L
Adapted from Dr. Tony Alessandra’s The Platinum Rule
The Four Types Assessment
The Four TypesIf Column 1 is Highest column –
you are a Director
Take charge; competitive; task focused; achievers; strong willed
If Column 2 is Highest column –you are a Socializer
Optimistic; fast paced; emotional; love to have a good time; enthusiastic; impulsive; expressive.
If Column 3 is Highest column –you are a Relater
Easygoing; slower-paced, diplomatic, predictable, persistent, modest, accommodating, friendly
If Column 4 is Highest column –you are a Thinker
Careful; precise; formal; private about their thoughts; reserved; logical and seekers of reason; inventive, reflective
The Four Types Subtypes
Alessandra The Platinum Rule
Interacting with Different Types
Relater
Relater
Socializer
Socializer
Relater
Relater
Relater
Relater
Socializer
Socializer
Director
Director
Relater
Relater
Socializer
Socializer
Director
Thinker
Using the Four Types in your Teams
1. Think about yourself; learn about yourself
2. Learn about your team members
3. Consider how to better interact with your team members
4. Consider your team as a whole
Organizational Values for Teamwork
• We’re all in this together-company, customers and suppliers
• No subordinates and superiors allowed• Open, honest communication is vital• Everyone has open access to information• Focus on processes
Examples of Shared Values• We believe every student can learn.• All team members are valuable and their ideas
& opinions must be sought.• Our purpose is to work together to make the
child successful in life - here and beyond school.
• We respect and trust each other and show it in a variety of ways.
Agenda for First Meeting• Introductions by Team Members • Discuss your “Types”• Team-building activity - Commonality• Discuss values• Decide on team name
DECISION MAKING
Decision –Making MethodsDecision by authority
•Appointed leader/manager makes a unilateral decision
Decision by minority•Small group within team exerts their influence over entire team
The Democratic process•Majority of team members agree
Decision by consensus•Finding a proposal that is acceptable to all
Consensus
“A win-win decision in which all team members
become committed to the successful
implementation of the shared agreement”
Reaching Team Consensus1. State the problem clearly2. Gather all points of view3. Make a list of alternate solutions4. Discuss the pros and cons of the alternatives5. Combine ideas that work together6. Compromise to include the values and
concerns of all members whenever possible7. Reach a consensus if possible.
ConsensusAfter the decision has been
reached, all members can say “although I may not completely agree with every detail of the
team’s decision, I can support it and help carry it out because it was reached through a fair and
open process that considered my point of view.”
LET’S MAKE A DECISION……
TEAM MEETINGS
Why are Team Meetings Important?
•We are social animals – needing to feel a sense of belonging.
•Through meetings we get to know other team members.
•Through meetings we get to support each other’s ideas.
•Meetings are an opportunity to engage in constructive conflict.
Importance of meetings…• Meetings enable team decision making opportunities
• Meetings enable the team to solve problems
• Meetings can be fun
• Meetings are a time to share information
• Meetings keep everyone involved, committed, and responsible
From Skill-Building for Self-Directed Team Members by Ann and Bob Harper
What Goes Wrong at Meetings1. Getting off subject2. No goals or agenda3. Too lengthy4. Poor/inadequate
preparation5. Inconclusive6. Disorganized7. Ineffective
leadership/lack of control
8. Irrelevant info discussed
9. Time wasted10. Starting late11. Not effective for making
decisions.12. Internal and External
Interruptions13. Individuals dominate14. Rambling, redundant or
digressive discussion15. No published
results/follow-up actions16. No premeeting,
orientations/cancelled
Taken from How to Lead Work Teams by Fran Rees
Four Categories of Unskilled, Ineffective Meetings
1. No clear meeting objective or purpose2. Ineffective meeting processes3. No closure or follow-up4. Disorganization in planning or running
the meeting
Leading a Participative Meeting
L – Lead with ObjectivesE – Empower to FacilitateA – Aim for ConsensusD – Direct the Process
Taken from How to Lead Work Teams by Fran Rees
Focusing a Meeting• Use a pre-meeting memo to communicate
meeting objectives.• Read and post objectives for all to see.• Use the meeting agenda to let people
know what activities to expect/how long.• At the beginning, use an activity that
includes everyone.• Set general rules or norms for the meeting.• Ascertain the expectations of group
members at the beginning of the meeting.
Ground Rules• Informal directives set by the team• Strike a balance between
• Completing work of the group (task)• Keeping relationships among members
positive (process)• Ground rules can be:
• Logistical (e.g., start time/end time, no interruptions)
• Behavioral (e.g., confidential, speak openly, listen)
Participant Roles•Facilitator/Team Leader
•Explain task - Help deal with•Clarify Ground Rules domination•Lead an icebreaker - Keep pace•Include all - Refocus•Catalyze follow-up assignments and check for understanding of assignments
•Timekeeper•Recorder•Monitor
Agenda for Regular Meetings• Warm-up or Check-In
• Agenda Review
• Status reports on action items/assignments from last meeting
• Issues to be discussed/decided
• Review progress relative to work plan and schedule
• Assignments for work to be done in meeting and in between meetings
• Review action items from this meeting
• Draft agenda for next meeting
• Evaluate meeting
Teamwork Handbook (p. 3.56 or page 3.4)
Evaluation of Teamwork and Team Functioning
Carole IveyInformation taken from
Deborah DiazGranados, PhDSchool of Medicine
Effective teams…• Reflect on past performance• Self-correct following a critical event
• Discuss what happened and why it happened
• Resolve miscommunications•Share expectations
Smith-Jentsch, Zeisig, Acton, & McPherson, 1998
Guided Team Self Correction
Team briefings and debriefings are commonly used as a means of
•Team building•Collectively make sense of their environment•Develop a shared vision for how to proceed in the future
Guided Team Self Correction
Information Exchange/Situation
Monitoring
Communication
Supporting Behavior
Initiative/ Leadership –Followership
Information Exchange/Situation Monitoring
•Proactively asking for or obtaining information from another team member or other information source
•Anticipating and responding to information needs
•Providing periodic situation updates which summarizes the big picture
Communication•Communicating clearly and concisely
•Avoiding discipline specific terminology
•Using standard reporting protocols with all relevant data when appropriate
•Avoiding excessive verbage to communicate information in a timely manner
Supporting Behavior•Provided help to others
•Monitoring and correcting team errors
•Making other’s aware of potential errors
•Providing and requesting backup or assistance to balance workload
Initiative/Leadership -Followership
•Offering/seeking suggestions for the team plan or mission
•Setting goals
•Providing and requesting goals/directions/ priorities
•Providing organizational structure to improve team performance
iTOFT•Individual assessment based on observation of teamwork
•Feedback tool
•Observable behaviors•Shared decision making•Working in a team•Leadership (Advanced Version)•Patient Safety (Advanced Version)
5 Question Survey of Teamwork(Lurie, Schultz, & Lamanna, 2011)
•Team members to use items to assess their own
degree of teamwork
•Focus on feasibility (complete in less than 3 minutes)
•Pulled items from different domains
The 5 Items1. This team encourages everyone to share ideas.2. Leadership in this team creates an environment
where things can be accomplished.3. People in this team have the information that they
need to do their jobs well.4. When people in this team experience a problem,
they make a serious effort to figure out what’s really going on.
5. Everyone in this team feels able to act on the team vision.
Team Case ActivityThis is a team assignment. Each team will be responsible for researching and developing a presentation based on pertinent issues on a case study. Across 3 class sessions, the team will gather information about the topic and case study as well as apply concepts from course readings, lectures, discussions and other sources. Teams will be given meeting time in class, but will be required to plan a schedule and responsibilities to accomplish the assignment. Teams will present their presentations in class on 10/4. Presentations should be informative and creative, involve all team members, and thoroughly discuss the concept and case studies.
Case StudiesThe team will work together to develop a 15-minute presentation to present their case to the class. The presentation should include relevant discussion and decision on the following areas:• State the needs (of the child/family/team).• Prioritize needs (including justification of priorities).• Develop an implementation plan for the team
1st Step: Select a Case (using consensus decision making, rank order
by team interest – 1: most interested to 6 least interested)
Michael – 15 yr HS sophomore, TBI, transitioning from rehab back to school
Felicia – 12 yr MS 6th grade, behavior issues affecting inclusion in programs, Fragile X
Catalina – 6 yr old with multiple health issues with feeding priorities by mom
Jackie – 20 yr old single mom and premature baby Trip – 12 yr old with multiple behavior and medical
disabilities Jian – 20 yr old with Down Syndrome who requires
significant support
Case Plan9/6/17 – Select cases, discuss initial plan, assign plan/responsibilities for researching information
9/13/17 – Identify needs and priorities
9/20 – develop an implementation plan for the team
9/27 – finish presentations
10/4 – team presentations