Teams on the frontline Geert Stroobant De Heide - Balans The influence of incidents on the...
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Transcript of Teams on the frontline Geert Stroobant De Heide - Balans The influence of incidents on the...
Teams Teams onon the frontline the frontline
Geert StroobantDe Heide - Balans
The influence of incidents on the functioning of a team.
??? Evidence based ?????? Evidence based ???vsvs
Personal experiencePersonal experience(stories and patterns)(stories and patterns)
The influence of incidents on a The influence of incidents on a teamteam
Relatie – Ruimte – Ritme – Regels(Relation – Space – Rhythm – Rules)
Team
Strategy
incident
attitude systems
Understanding behavior
Wat do we do next time?
How do we become as more skillful as a team
Social climate
Teams under stressTeams under stress
►Split up in three Split up in three groupsgroups The ‘Out-group’The ‘Out-group’ The ‘In-group’The ‘In-group’ The ‘silent-group’The ‘silent-group’
►And are silent where And are silent where must be spokenmust be spokenWanneer het water tot aan de Wanneer het water tot aan de lippen staat kan men niet meer lippen staat kan men niet meer
spreken.spreken.
How can we work with teams How can we work with teams under stress?under stress?
► Can we understand Can we understand them? What are the them? What are the underlying underlying processes?processes?
► Which tools do you Which tools do you have as coach to have as coach to influence this influence this proces?proces?
1. Understanding teams1. Understanding teamsWhy do teams split up under Why do teams split up under
stress?stress?►Teams split up by the personal Teams split up by the personal
assistance –education style of every assistance –education style of every team member.team member.
►Teams split up by the personal way Teams split up by the personal way team members handle stressteam members handle stress
►(In a certain way we work with the (In a certain way we work with the father and mother of the care workers)father and mother of the care workers)
Educational styleEducational styleAssistance styleAssistance style
Every style is sedement of the personal life history. In the meeting with relevance education characters
arise the personal style.
vader
moeder
Kleuterjuf
onderwijzers
Leider jeugdbeweging
Eigen ervaring als leider jeugdbeweging
stages
werkervaring
Between distance en Between distance en immediacyimmediacy
relatie
regel
Between interdependence and Between interdependence and autonomyautonomy
relatie
regelzelfsturing
sturing
regel autoritair
relatiepermissief
relatie permissief
regelAutoritair
ruimte Laisser faire
Regelrelatie
Autoritairpermissief
Necessary styleNecessary style
►Every youngster functions better or Every youngster functions better or more badly at a certain style.more badly at a certain style.
►Also this is the resultant of on the one Also this is the resultant of on the one hand the personality and on the other hand the personality and on the other side its own life historyside its own life history
Situational styleSituational style
Situation
time
Size of the group
Competence of the target group
Security risk
Nature of the task
Conflict handling styleConflict handling style
► Education style Education style under stress.under stress.
STRESSSTRESS
autoritair
permissief
Laisser faire
STRESS
fight
freeze
flight
Conflict handling in teamsConflict handling in teams
► Wanneer het water Wanneer het water tot aan de lippen tot aan de lippen staat kan men niet staat kan men niet meer spreken.meer spreken.
coaching of teamscoaching of teams
►95 % of the behavior of the team 95 % of the behavior of the team members is stipulated bij former members is stipulated bij former experiences and their individuality. experiences and their individuality. Only 5% is stipulated bij insight.Only 5% is stipulated bij insight.
►Use this 5%.Use this 5%.►Take the time (which you often do not Take the time (which you often do not
have). Time is an aly.have). Time is an aly.
Team-Ontwikkelings-ModelTeam-Ontwikkelings-Model
Missie – Visiel
systemen
teamsamenstelling
strategieën
leiderschap
Socio-emotioneel klimaat
Machtsdynamiek
Groepsdynamische ontwikkeling
Ontwerp Ontwikkeling
1 – 2 – 3 - 4
1 – 2 – 3 - 4
1 –
2 –
3 - 4
1 –
2 –
3 -
4
1 – 2
– 3 - 4
1 – 2
– 3
- 4
1 – 2
– 3
- 4
1 –
2 –
3 -
41 – 2 – 3 - 4
structuren
Intern – externe gerichtheid
1 – 2
– 3
- 4
finallyfinallyTeams need ‘time’ to work things out.Teams need ‘time’ to work things out.
‘‘reculer pour mieux sauter’.reculer pour mieux sauter’.
Als je één jaar welvaart wil, doe dan het koren groeienAls je tien jaar welvaart wil, doe dan bomen groeienAls je honderd jaar welvaart wil, doe dan mensen groeien(chinees gezegde)