Teaming for Supervisors: Key Points for Supporting & Coaching CSWs Sharon L. Morrison, Ph.D.
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Transcript of Teaming for Supervisors: Key Points for Supporting & Coaching CSWs Sharon L. Morrison, Ph.D.
Teaming for Supervisors:Teaming for Supervisors:Key Points for Supporting & Coaching CSWs
Sharon L. Morrison, Ph.D.
TODAY’S TOPICSTODAY’S TOPICS
• DCFS – Our teaming efforts• Teaming – What it is and isn’t, and the
Benefits• DCFS – Teaming Facilitation• Facilitation Supports – Skills and
Strategies• Conflict Management
DCFS TEAMING
CURRENT FORMAL TEAMING EFFORTS
CURRENT FORMAL TEAMING EFFORTS
TDM/RMP (Evolving)WRAPAROUNDMCPCMATPPCT CONFERENCE
OUR EXPANDING TEAMING EFFORTS
OUR EXPANDING TEAMING EFFORTS
INFORMAL MEETINGSAS NEEDED (SHOULD HAPPEN
REGULARLY AND AS NEEDED)BUILT UPON OTHER AND/OR
ENHANCED BY OTHER TEAMSFAMILIES LEARN HOW TO
FACILITATE THEIR OWN TEAMS
WHAT IS TEAMING?
TEAMING DEFINITIONTEAMING DEFINITION
“TEAMS GATHER IMPORTANT INFORMATION ABOUT STRENGTHS AND NEEDS THAT CONTRIBUTE TO THE OVERALL ASSESSMENT OF A FAMILY’S SITUATION. NETWORK MEMBERS CAN IDENTIFY THE RISK OF MALTREATMENT BEFORE IT OCCURS, RESPOND TO NEEDS OF SAFETY PROMPTLY, AND PROVIDE A RANGE OF SERVICES AND SUPPORTS FOR THE FAMILY.”
DCFS CORE PRACTICE MODEL7
TEAMING DEFINITION - FOUNDATION
TEAMING DEFINITION - FOUNDATION
A GROUP OF PEOPLE, EACH WITH “EQUAL” VOICE, COMING TOGETHER TO WORK TOWARD A COMMON PURPOSE
8
TEAMING WHAT IT ISN’TTEAMING WHAT IT ISN’T
TEAM = MAKING A PHONE CALL
TEAM = SITTING AT A TABLE WITH OTHER PEOPLE JUST “WATCHING”
TEAM = TELLING PEOPLE WHAT TO DO IN GROUP
TEAM = WALKING INTO A ROOM WITH THE DECISION ALREADY MADE
9
TEAMING AT ITS BESTTEAMING AT ITS BEST
OPTIMAL TEAM = All the “right people” are meeting, talking, planning together. Team members collectively function as a unified and consistent team planning services – addressing needs – and evaluating results. The family is fully involved. There is collaborative problem solving that optimally benefits the child and family.
10Adapted from QSR: Teamwork
TEAMING AT ITS BESTTEAMING AT ITS BEST
MINIMALLY ADEQUATE - POOR = The “right people” are not there or not participating. Important information about the family is missing. The group does not function in a consistent, collaborative manner. Decisions are really made by particular individuals and may not be appropriate to family-centered practice.
11Adapted from QSR: Teamwork
TEAMING AT ITS BESTTEAMING AT ITS BEST
RIGHT PEOPLE WORKING CONSISTENTLY,
COLLECTIVELY AND COLLABORATIVELY PLANNING/EVALUATING THE
APPROPRIATE SERVICES FOR THE CHILD & FAMILY
FAMILY IS FULLY INVOLVED AND BENEFITING
12Adapted from QSR: Teamwork
POINTS TO COACH TOPOINTS TO COACH TO
1. REVIEW “WHAT IS TEAMING?” SECTION.
2. ON WORKSHEET, SELECT THE KEY POINTS YOU THINK ARE MOST IMPORTANT TO REINFORCE FOR YOUR STAFF
3. WHICH OF THESE WILL NEED ON-GOING COACHING? - CHECK MARK THEM.
4. LET’S DISCUSS.
WHY TEAMING?Benefits
BENEFITSBENEFITS
FAMILIES BENEFIT FROM ADDITIONAL SUPPORTS AND MORE COMPREHENSIVE APPROACHES
FAMILIES LEARN TO COORDINATE THEIR OWN TEAMS
FAMILIES HAVE MORE RESOURCES FAMILIES EXPERIENCE GREATER SUCCESS
AND LESS DEPENDENCE ON THE SYSTEM = Better Outcomes
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BENEFITSBENEFITS
CSWs GAIN MORE RESOURCES AND SUPPORTS (MORE COMPREHENSIVE APPROACHES ARE MORE LIKELY TO MEET FAMILY NEEDS - TRAUMA INFORMED SERVICES)
CSWs HELP FAMILIES EXPERIENCE MORE SUCCESS
CSWs ADD TO THEIR CURRENT “BAG OF TOOLS”
STRATEGY TO HELP PEOPLE GET “UNSTUCK” CSWs GAIN JOB SKILLS FOR THE FUTURE
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POINTS TO COACH TOPOINTS TO COACH TO
1. YOU KNOW YOUR STAFF. RETURN TO YOUR WORKSHEET AND UNDER “BENEFITS,” CIRCLE THE BENEFITS YOU WILL REINFORCE MOST STRONGLY FOR/WITH THEM.
2. LET’S DISCUSS.
DCFS TEAMINGFacilitation
FACILITATION RESPONSIBILITESFACILITATION RESPONSIBILITES
BUILDING THE TEAM GUIDING THE TEAM PROCESS HONORING THE FAMILY VOICE ENSURING THAT STRENGTHS AND
NEEDS ARE ADDRESSED REACHING CONSENSUS RESOLVING DIFFERENCES
Vincent, Paul – Child Welfare Policy & Practice Group
CSW ROLECSW ROLE
A DEVELOPMENTAL APPROACH ALLY - NAVIGATING CPS EXPERT
(ACCOUNTABLE & “NEUTRAL”) TDM DISTINGUISHED FROM GENERAL
“FACILITATING” WRAPAROUND FACILITATOR
DISTINGUISHED FROM YOUR TEAM GUIDANCE AND COORDINATION
SUPERVISOR ROLESUPERVISOR ROLE
COACH SUPERVISOR TEACHER TRAINER MENTOR HELPER ROLE MODEL
STEPS IN THE TEAM PLANNING PROCESS
STEPS IN THE PLANNING PROCESS
STEPS IN THE PLANNING PROCESS
PreparingForming/Engaging - Team
FacilitatingPlan Development
Tracking Progress
Sustaining Change
(Walker, 2004; The Child Welfare Policyand Practice Group, 2001)
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SKILL CHECKLISTSKILL CHECKLIST
1. REVIEW “SKILL CHECKLIST.”
2. LATER – WE’LL ASK YOU TO “RATE” YOURSELF
FORMING/ENGAGING TEAMFORMING/ENGAGING TEAM
Keys to Team Engagement:
2. WIIFM
3. Emphasis on Expertise/ Contribution
1. Who does family need to help?
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FORMING/ENGAGING TEAMFORMING/ENGAGING TEAM
Keys to Team Engagement:
5. Celebrate Successes
6. Value Perspective & Contribution
4. Small steps – See Progress
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NATALIENATALIE
1. REVIEW “NATALIE”
2. AS A TEAM, DISCUSS WHO POTENTIAL TEAM MEMBERS MIGHT BE? (Remember to think “outside the box.”)
3. HOW WILL YOU PULL THIS TEAM TOGETHER? WHAT STRATEGIES WILL YOU USE?
FACILITATION SUPPORT
FACILITATION SUPPORTFACILITATION SUPPORT
Conditions for Successful Team Outcomes:
1. Team adhere to structure (practice model)
(Walker, et al. 200330
2. Team considers multiple alternatives before making decisions
3. Team helps all members feel their input is valued
FACILITATION SUPPORTFACILITATION SUPPORT
Conditions for Successful Team Outcomes:
4. Team builds agreement despite differing views
(Walker, et al. 200331
5. Team builds appreciation of strengths
6. Team planning reflects cultural competence
FACILITATION SUPPORTFACILITATION SUPPORT
Helpful Facilitation Strategies to Coach to:
1. Addressing Needs – as a facilitator
2. Building Agreement Skills
3. Addressing Conflict Skills
Needs
1. Addressing Needs
Autonomy
AppreciationAffiliation
Status
Activities
Person’s freedom to make decisions for him/herself
Having actions acknowledged
Being treated as an “equal” or colleague
Feeling that others respect one’s standing
Having roles & activities that are fulfilling
Adapted from Shapiro, 2004
1. Addressing Needs
Getting Beyond Negative Reactions to Needs:
Step One AWARENESS
Step Two“DISTANCE” YOURSELFCompassionate Disengagement
Step Three“BRAINSTORM” POSSIBLE NEEDSCompassionate Hunches
Building Agreements
♥ Stages of Building Agreement
♥ Process of Agreements
♥ Content of Agreements
♥ Avoiding Polarization
♥ “Conditions for ‘Yes’” Approach.
Miles, et al., 2000
2. Building Agreements
Present Idea or Series
Check for Understanding
Check for Agreement
Miles, et al., 2000
♥ Stages of Building Agreement
“What questions or comments do you have?”
“Can you agree? What will it take to agree? Can youlive with ….?”
2. Building Agreements
Check with participants for agreement on process
Build small agreements throughout the process to keep members invested.
Miles, et al., 2000
2. Building Agreements
♥ Process of Agreements
“We have a long list of ideas. Are we readyto prioritize them?”
Clarify what is written on paper
Indicate direction or summary of a discussion
Combine ideas that are similar
Miles, et al., 2000
2. Building Agreements
♥ Content of Agreements
“So, you’re concerned about the amount of time itwill take to complete a plan?”
“So, is it okay to combine your statements with theother point we listed?”
“Did I capture what you meant correctly? Is thereanything I should add?”
Encourage “out of the box” thinking
Avoid win-lose situations
Miles, et al., 2000
2. Building Agreements
♥ Avoiding Polarization
“There is no ONE right way. I would like to take the best of everyone’s ideas”
“If you were the ruler of the world, how would yousolve this problem?”
Ask members who can’tagree what it would take tomake them feel better about the idea
Solicit feedback from other membersabout the conditions for a yes
Miles, et al., 2000
2. Building Agreements
♥ “Conditions for Yes Approach
Combine suggestions to come up with a workable, mutually acceptable approach.
NATALIENATALIE
1. REVISIT NATALIE
2. IDENTIFY 4 OR 5 POSSIBLE POINTS OF CONTENTION WHERE YOUR WORKERS …
-MIGHT HAVE DIFFICULTY
-MIGHT NEED SUPPORT
-WHERE CONFLICT MIGHT ARISE
Conflict
STYLES OF CONFLICT RESOLUTION
STYLES OF CONFLICT RESOLUTION
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1. DIRECTING
2. COLLABORATING
3. ACCOMMODATING
4. COMPROMISING
5. AVOIDING
“WHAT I SAY GOES!”
“TWO HEADS ARE BETTERTHAN ONE –
LET’S WORK IT OUT.”
“IT DOESN’T MATTERTO ME.”
AKA “GIVING IN.”
“SPLIT THE DIFFERENCE;HALF A LOAF IS
BETTER THANNONE.”
“THERE IS NOTHING I CANDO.”
AKA “DON’T MAKEWAVES.”
YOUR STYLEYOUR STYLE
COMPLETE
“YOUR CONFLICT STYLE” WORKSHEET
STEPS INCONFLICT
“RESOLUTION”
STEPS INCONFLICT
“RESOLUTION”
STEPS & STRATEGIESSTEPS & STRATEGIES
2. Gather Points of View.
1. Agree to Negotiate.
3. Focus on Interests.
4. Create Win/Win Options.
5. Evaluate Options.
6. Create Agreement.
STEPS:
PRACTICEPRACTICE
VIGNETTE
SKILL CHECKLISTSKILL CHECKLIST
1. REVIEW “SKILL CHECKLIST.”
2. PUT A STAR BY THOSE SKILLS YOU THINK YOU HAVE DEVELOPED WELL. (THE SKILLS AT WHICH YOU ALREADY “EXCEL.”)
3. NOW CHECKMARK THOSE SKILLS WHERE YOU THINK YOU MIGHT BENEFIT FROM SOME SKILL BUILDING.
4. LET’S DISCUSS WHAT SUPPORTS YOU NEED.
Questions? Left Overs?
Thank You!
A little fun …
http://www.youtube.com/watch?v=IKqV7DB8Iwg&ob=av2n8lwg&ob=av2e