1. Promoting Team Work Deborah Johnson, M.Ed., BSN, RNP, RN-BC, CMBTI

2. Objectives Identify strategies that will create and sustain long distance team relationships

3. “Teamwork is the ability to work together toward a common vision The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to obtain uncommon results.” Andrew Carnegie

4. Teams and Dialogue How effective are you in: Maintaining dialogue from a distance? Keeping a team focus for patient care? Working through disagreements or conflict?

5. Cultural & Work/Life Values

6. Trust

7. Individual Preferences

8. Personality Types Why people “act that way” Strengths related to personality type Used to solve problems, perform tasks Communication, trust issues usually sign of misunderstanding of personalities

9. What do you know about Your Team Members?

10. Characteristics

11. Successful Behavior Communication Trust Openness Fairness Engagement Collaboration Responsibility Accountability Problem Solving Decision making

12. Contributions What strengths do you bring? What strengths do you appreciate and value about your other team members?

13. Functional Teams Trust Conflict Resolution Commitment Accountability Attention to Results

14. Team Barriers What are Yours?

15. Conflict Is… NORMAL INEVITABLE NECESSARY

16. Do you make any of these five common (and costly) mistakes? #1: Underestimate your own authority, ability and strengths. #2: Assume you know what the opposition wants. #3: Overestimate your opponent’s knowledge of your weaknesses. #4: Become intimidated by your opponent’s prestige, rank, title or educational accomplishments. #5: Overly influenced by traditions, precedents, statistics, forecasts, or cultural icons and taboos. http://www.pon.harvard.edu/free-reports/thank-you/?n=1&freemium_id=7694

17. Conflict Mode Do you o Know what style you typically use or lean toward? o Recognize the styles of others? o Select approaches that minimize issues? o Adapt your style to meet the needs of the situation and/or person?

18. Copyright © 1996 by Xicom, Incorporated. Revised binder © 2003 by CPP, Inc. Xicom, Incorporated, is a subsidiary of CPP, Inc. Permission is hereby granted to reproduce this overhead for workshop use only. Duplication for any other use, including resale, is a violation of copyright law. Understanding the Conflict Modes Two basic aspects of all Conflict-handling modes Your Conflict Mode = Skill + Situation Cooperativeness Assertiveness

19. Copyright © 1996 by Xicom, Incorporated. Revised binder © 2003 by CPP, Inc. Xicom, Incorporated, is a subsidiary of CPP, Inc. Permission is hereby granted to reproduce this overhead for workshop use only. Duplication for any other use, including resale, is a violation of copyright law. The Five Conflict-Handling Modes From Thomas-Kilmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000. Mountain View, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by CPP, Inc. Used with permission.

20. Avoidance

21. AVOIDANCE Low relationship Low content ACCOMODATE High relationship Low content Accommodate

22. ACCOMODATE High relationship Low content COMPETE Low relationship High content Compete

23. Compromise

24. COMPETE Low relationship High content COLLABORATION High relationship High content Collaboration

25. Speak in the Positive Words and Tone of Voice What phrases do you use? I will get this taken care of That’s not my fault Let’s see what we can do We can’t do that Tell me what you understand Why did you… (implying blame) May I call you back?Why don’t you give me a call back in a few minutes? I’ll be with you in a minute I’m busy right now I will find someone who can help you That’s not my job I’ll find outI don’t know Positive Phrase Negative Phrase

26. Self Reflection Honestly identify barriers, fears, emotions, perceptions, assumptions Recognize inner conflict related to beliefs, values, morals that lead to conflict, ethical dilemmas Express emotions and thoughts using critical thinking and emotional intelligence skills

27. Trouble Spots Determine triggers that result in dis-ease or conflict Character assassination o Internal - thoughts, images o External - nonverbal, verbal Strife – brew and fester – explode

28. Create the Culture Separate people from the problem Focus on interests, not positions Develop multiple options Use objective criteria and fair processes Consider best alternatives

29. Create the Culture Create safety valves o Establish ground rules, norms, code of conduct o Define expectations, purpose, goals, resources o Work processes, problem solving, decision making Define, discuss, share, document, support, reinforce

30. Great opportunities disguised as impossible situations

31. Engaging the Team Does not happen naturally Time to know each other Mission understood Clear objectives, tasks, expectations Established boundaries Timely information Evaluation and follow up

32. Benchmarks Self check Surveys Onsite observations Team diagnostic checklist

34. References CPP, Inc. Thomas-Kilmann Conflict Mode Instrument. Group Conflict Mode Score: An Application of the Thomas-Kilmann Conflict Mode Instrument Copyright 1996, 2003, 2012 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this product for workshop use. Duplication for any other use, including resale, is a violation of copyright law. The TKI and CPP logos are trademarks or registered trademarks of CPP, Inc., in the United States and other countries. Website for score sheet : https://www.cpp.com/en/tkiitems.aspx?ic=4800EF3 https://www.cpp.com/en/tkiitems.aspx?ic=4800EF3 Lencioni, Patrick M (2002). The Five Dysfunctions of a Team, A Leadership Fable. San Francisco: Jossey-Bass.