Building, Maintaining and Developing the Team Karen Stubbs and Gillian Borrie Corelli Consulting Ltd...
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Transcript of Building, Maintaining and Developing the Team Karen Stubbs and Gillian Borrie Corelli Consulting Ltd...
Building, Maintaining and Developing the Team
Karen Stubbs and Gillian Borrie
Corelli Consulting LtdSeptember 06
How team/groups develop
• Woodcock (1979) and Tuckman (1965) identified certain characteristics which a team will exhibit at different stages in its development
• not every team will display every characteristic
• the type of team and its tasks and responsibilities will affect its tendency to have particular characteristics
Forming; the undeveloped team
• relying on the leader
• finding out about tasks, rules and methods of working
• acquiring information and resources
Drawings by Dr. George Kouloumas c. 1991
Storming: the experimenting team
• internal conflict • members resist
tasks at the emotional level
Norming; the consolidating team
• conflict is settled• cooperation
develops• views exchanged• new norms/ standards of
behaviour established
Performing; the mature team
• teamwork is achieved
• roles are flexible• solutions are
found and implemented
Recognising the Effective Team
• informal relaxed atmosphere• highly participative discussion• group task clearly understood• members listen to each other• decisions made by general consensus• ideas expressed freely• Leadership shared appropriately
McGregor “The Human Side of Enterprise” 1961
……and the Ineffective Team
• bored and tense• discussion dominated by one or two• no clear common objectives• no real listening to each other• decisions made by majority rule, rather
than consensus• no criticism, no personal feelings• leadership not shared
McGregor “The Human Side of Enterprise” 1961
Meredith Belbin- “nobody’s perfect but a team can
be”This Cambridge psychologist/management
consultant devised the classic exercise in defining and identifying team roles – A Self-Perception Inventory – in 1981. It is still widely used.
We will look at it now; please spend approx. 15 minutes completing it, and assessing your own team role
Can you identify other roles played by other members of your practice?
Balancing needs in teams
Group Task
Needs
Other interested groups/tea
ms
Group Maintenance
(Other Team members’
needs)
Full Team
Individual Needs
McGregor on Motivation
Theory Y states that the average human:
• does not inherently dislike work• will exercise control and self-
direction• learns to accept responsibility• more people can contribute
creatively than do so
Motivation
Maslow’s Hierarchy of Need:
• people are motivated by desire to satisfy specific groups of needs
• people satisfy these needs systematically, moving up the hierarchy
• useful framework for discussing variety of human needs people experience at work
Maslow
Hierarchy of needSelf-actualisation
Self-Esteem
Love, Affection, Belonging
Emotional Safety
Physiological
The 7s Framework
A good manager/ team leader pays attention to:
Strategy SystemsStructure StyleStaff Skills
Shared Values
Peters and Waterman, McKinsey & Co, 1992
Looking after your team
• understand what motivates staff• use meetings effectively• define and agree your objectives• see the need for value and
appreciation – and show it!• put in place effective appraisal• identify team’s strengths and
weaknesses
and more……………
• encouraging informal feedback• promoting professional
development• seeking opportunities for training/
mentoring/coaching• developing written procedures to
help things work• communicating effectively
What can you see?
A small group exercise
• What sort of team do you work with?- describe it in 3 words
• What could you do to improve, encourage and develop it?- outline in 3 sentences
Recognising challenges to the team
Challenge• new tasks
• new roles
• new responsibilities
• new opportunities
Example please!
Kubler-Ross Change Curve
Integration
Shock
Denial
Decisions
Frustration
Experiments
Depression
A last group exercise
• What is the major challenge to your practice over the next 12 months?
• Can your team cope with it? Yes / No
• If not, why not?
• If so, why?
A short course in leadership – John Adair
• The six most important words...“I admit I made a mistake”
• The five most important words...“I am proud of you.”
• The four most important words...“What is your opinion?”
• The three most important words...“If you please.”
• The two most important words...“Thank you.”• The one most important word...“We”• And the least most important word…...“I”.
A brief bibliography
• The Good Manager’s Guide, 2nd ed.,Trevor Boutall, MCI, London, 1997
• The Toolbox for Portfolio Development, a practical guide for the primary health care team, Roger Pietroni, Radcliffe Medical Press, 2001
So, in summary………
In this session, we have looked • what teams are and how they behave
• strategies for strengthening teams
• how change in health care policy and practice might impact on our primary health care teams’ behaviour