1. Southeast Asia Regional Senior Leadership Program Day 3 Phnom Penh, Cambodia June 8-12th, 2015

2. Today’s Schedule

3. Team Roles and Dynamics Zahirah McNatt June 2015

4. Session overview Explore why team roles and dynamics are important to our work Discuss 4 of the most common roles played by team members Group activity: Develop a list of “behavioral norms”/ways of working together

5. Why discuss team roles and dynamics? Most of the “work” human beings do and decisions we make take place in face-to-face interactions High functioning teams produce great outcomes Communication is key to sound decision-making Team dynamics can be particularly difficult when working on challenging problems and beginning to implement

6. Team roles Based on Kantor´s model, there are four roles that individuals play in their teamwork interaction: – Initiate – Follow – Oppose – Observe

7. Which roles are most important? Someone needs to initiate the discussion or action and provide direction Someone has to follow or accept the idea and enhance discussion Someone needs to oppose or challenge the idea to make sure decisions or actions are not made impulsively Someone has to observe to give feedback on how the team is doing and provide perspective

8. RolePositiveNegative Initiate Follow Oppose Observe

9. RolePositiveNegative Initiate Gets action startedDominates Follow Supports movement forward and action Mindlessly agrees Oppose Thinks criticallyObstructs Observe Reflects and gives feedback Acts passively

10. How do we encourage positive interactions? By committing to behavioral norms (or ways of working together) that help the team to function well – Ex: Respect team members and make sure your actions always positively impact others (such as completing your assigned tasks and attending all meetings) – Ex: Work as one team so that if something goes wrong we fix it is as one team rather than blaming any individual

12. Group Activity Reflect on the time you have spent working together as a team: 1. Consider who has played each of these roles and how that has influenced the team. 2. Create a list of 5 behavioral norms (or acceptable behaviors) for your team.

13. Report out Each team state share one norm

14. Take home messages Working in teams can be challenging – But team dynamics can always be improved The 4 team roles should be played by all members at different times during the work. Developing agreed upon behavioral norms can help to avoid negative team relations and create accountability to one another

15. Thank you

16. Networking Break 9:45-10:15

17. Strategic Problem Solving: Implementation and Addressing Resistance Mayur M. Desai, PhD, MPH June 2015

18. Outline Why does implementation often fail? Implementation planning Gantt chart How do you manage resistance to change?

19. 8 Steps of Strategic Problem Solving 1.Assess the Landscape and Define the Problem 2.Envision the Future: Start with the End in Mind 3.Set a SMART Objective 4.Conduct a Root Cause Analysis 5.Develop and Compare Possible Strategies 6.Create an Implementation Plan 7.Create an Evaluation Plan 8.Implement and Monitor Progress

20. Why does implementation often fail? No one responsible for implementing activities Missed deadlines Communication is inconsistent and not transparent Inaccurate budget preparation Confusion about new initiatives Resistance to change

21. Implementation Planning What activities or tasks need to be accomplished? When does each activity need to start and end? Who is involved with implementing the plan? What is each person’s role and is everyone on board? Have you considered gender? How will the plan and progress be communicated? Is there a plan for engagement (for managing resistance)?

22. Gantt Chart Create a Gantt chart and timeline (or project plan) Use the Gantt chart to monitor progress Update the Gantt chart regularly to keep it realistic Be specific about roles and responsibilities Keep it simple so you can manage by it

23. Sample Gantt Chart

38. Why does implementation often fail? No one responsible for implementing activities Missed deadlines Communication is inconsistent and not transparent Inaccurate budget preparation Confusion about new initiatives Resistance to change

39. Resistance to Change Do you have an example of when you resisted a change? Why did you resist the change?

40. How do you manage resistance to change? Listen to what resisting people need and try to meet those needs Use reason – give new information (data) Create appropriate incentives Reinforce desired behaviors (recognize people) Always set an example Have patience

41. Summary There are many reasons why implementation fails Implementation planning is critical for success Gantt chart is a useful tool for monitoring progress Be specific about roles and responsibilities Need to be flexible; update as you go along Gantt chart is not enough Need to manage resistance to change

42. Thank you.

43. Work Session 2: Implementation Plan 11:15-12:00 & 13:30-14:30 Instructions Create an Gantt Chart for the selected strategy Be specific in activities to be implemented (who, what, when) In addition, anticipate resistance and unintended consequences Set activities to be accomplished by Workshop 3 in November and at Evaluation in May 2016

44. Work Session 2: Implementation plan 11:15-12:00

45. Work Session 2: Implementation Plan 11:15-12:00 & 13:30-14:30 Instructions Create an Gantt Chart for the selected strategy Be specific in activities to be implemented (who, what, when) In addition, anticipate resistance and unintended consequences Set activities to be accomplished by Workshop 3 in November and at Evaluation in May 2016

46. CRPD Working Lunch: Philippines 12:00-12:30 Lunch 12:00-13:30

47. Work Session 2: Implementation plan continued 13:30-14:30

48. Good Governance: Cultivating Accountability Zahirah McNatt June 2015

49. Session overview Review governance practices with a focus on cultivating accountability Group activity: Using a case study, explore methods of modeling accountability Group activity: Specifically outline how your SLP team will be accountable to one another and stakeholders

50. Good governance practices Cultivate accountability Set an example of responsible behavior Practice openness and transparency Provide a forum for feedback Be responsive to concerns Engage Stakeholders Include and empower all voices Proactively seek input Build alliances and networks Encourage collaboration Show impact of input received Set shared direction Create a common vision with stakeholders Resolve conflict Advocate for improvement Role model key behaviors Steward Resources Act ethically and demand the same from your staff Report on resource use Appreciate talented staff Measure performance

51. What does accountability mean? A relationship exists between two parties and the performance of tasks of one is subject to the other’s oversight, direction or requests for information Answerable for all actions

52. Be open and transparent

53. Provide a forum for feedback

54. Be responsive

55. Group activity In teams, review the following case study and make a clear decision, then… Answer these questions - 1.Who are you accountable to in this case study? 2.What actions will you take to be transparent to the stakeholders? 3.How will you get feedback from your stakeholders? 4.How will you be responsive to them? Give specific examples.

56. Case study NGO ABC has a head office and 7 cars. Since the director and managers all have many meetings to go to, with partners, with the ministry, with donors; all 7 cars are based in the capital city. Staff working in remote areas do not have many meetings to go to but transportation is always a challenge. They think cars should be based in the villages and have made that request to you. What will you do?

57. Accountability plan exercise As a team (in relation to your project): 1.Consider your team and your stakeholders. 2.State 2 specific actions you will take to be accountable to your stakeholders. 3.State 2 specific actions you will take to be accountable to your other team members. Be concrete.

58. Teams report out

59. Take home messages Transparency, forums for feedback and responsiveness can create a culture of accountability Being truly accountable to stakeholders can be difficult but once successful can result in real progress Set behavioral norms, evaluate, provide feedback and reward positive behaviors

60. Principles of Good Governance Cultivate accountability Set an example of responsible behavior Practice openness and transparency Provide a forum for feedback Be responsive to concerns Engage Stakeholders Include and empower all voices Proactively seek input Build alliances and networks Encourage collaboration Show impact of input received Set shared direction Create a common vision with stakeholders Resolve conflict Advocate for improvement Role model key behaviors Steward Resources Act ethically and demand the same from your staff Report on resource use Appreciate talented staff Measure performance

61. Thank you

62. What can I do to cultivate accountability? Take personal ownership of your decisions and their consequences. Model behaviors and actions you expect of others Measure results and explain them to internal and external stakeholders. Address nonperformance and recognize good performance and integrity.

63. Daily Check-in