1. Teams and Teamwork: Championship Teams Chinook LS 2 From Individual to more than the sum of the parts! Teams exist to reach a goal. Mike Davies, MD FACP Mark Murray and Associates

2. Teams are made up of People We all “look” different We all think differently –We all decide using different principles –We take in information differently –We relate differently We ARE different! Effective teams KNOW each other!

3. People are Different Intention Style Behavior People come to work wanting to do the right thing This is the “big filter” i.e. the brain Result of intention filtered by the brain and subsequent behavior: words and actions

4. What is your “style”? Are you concerned about the protection, growth and welfare of others? Are you concerned about accomplishing a task, organizing people to achieve results? Are you concerned things are right – thought out, objective, and ordered? Are you concerned about being flexible, responding to the welfare of the group?

5. Interpersonal Styles DirectPersuasiveLoyalCautious DemandingImpulsivePredictablePractical Risk-takerSelf-promotingTeam PersonAnalytical AdventuresomeTrustingSereneOrderly DecisiveHelpfulPossessivePersevering CompetitiveEmotionalSupportiveMethodical EnterprisingIdealisticAcceptingConventional Self-confidentDetail AvoiderCompromisingConscientious Quick to ActAchieverIndecisiveReserved ForcefulCaringHumbleOrganizer

6. Red or “Directive” Major Focus: Controlling the environment – “Do it and do it now” or “I’m in charge.” Basic Needs: Authority, challenges, prestige, varied activities, difficult assignments, logical approaches, opportunities to advance. Fears/Concern: Being taken advantage of; losing control of the situation; boredom; being tied to routine; appearing weak or soft. Seen Positively As: IndependentDecisiveEfficientCompetitive Seen Negatively As: DominatingAbrasivePushyTouchy

7. Red Advice If you’re a Red, consider:  Developing more patience with other people  Learning to negotiate with others  Developing greater awareness of other people’s needs  Participating more with others If you’re working with a Red, consider:  Being clear, specific, brief, to the point  Sticking to business  Coming prepared – requirements, objectives, support material  Presenting material in a logical format  Providing alternatives/choices for making “their” decision  If disagreeing, take issue with facts not people  Supporting rather than directing or ordering  Departing graciously

8. Blue or “Expressive” Major Focus: Focusing energies on others. Basic Needs: Social recognition, wants to be popular, needs people to talk to, likes freedom from control and detail, works best in favorable work conditions, needs recognition of abilities, wants to help others. Fears/Concerns: Being blamed for things going wrong; having people be upset with them; not being liked; public humiliation. Seen Positively As: DramaticEnthusiasticCreative Seen Negatively As: ExcitableImpractical

9. Blue Advice If you’re a Blue, consider:  Being more objective in making decisions  Developing more organized, systematic approaches to tasks  Improving follow-through by attending to key details  Learning to be more direct  Having better control over use of time If you’re working with a Blue, consider:  Planning interactions which support interaction  Allowing time for relating/socializing  Talking about people and their goals  Tasks/assignments are followed –up best when in writing  Asking for opinions/ideas  Providing approaches to implementing actions  Providing testimonials from people seen as important or prominent  Offer special, immediate and extra incentives for willingness to participate

10. Silver Major Focus: Cooperating with others Basic Needs: Status quo, security, time to adjust, appreciation, identification with the group, work patterns, limited territory, areas of specialization. Fears/Concerns: Situations where nobody knows what is happening; confusion and instability; lack of clarity on expectations. Seen Positively As: SupportiveDependableAgreeableLoyal Seen Negatively As: DependentSubjectivePliableManipulative

11. Silver Advice If you’re a Silver, consider:  Learning to handle change better  Becoming more assertive  Increasing comfort with open conflict  Varying routines occasionally  Speaking up when concerned or bothered If you’re working with a Silver, consider:  Starting however briefly, with a personal comment  Patiently draw out personal goals  Listening – Be responsive  Presenting information in a non-threatening manner  Watching for areas of possible disagreement – flight rather than fight  If disagreeing – watch for hurt feelings  Clearly defining individual contributions (preferably in writing)  Providing guarantees that decisions will minimize risks

12. Green or “Analytical” Major Focus: What is the “right” or correct way. Basic Needs: Security, no sudden changes, personal attention, exact job descriptions, controlled work environment Fears/Concerns: Unwarranted personal criticism; criticism of what they have done; spontaneous displays of feelings Seen Positively As: IndustriousObjectiveOrderlyPrecise Seen Negatively As: IndecisiveRigidPickyStuffy

13. Green Advice If you’re a Green, consider:  Developing more comfort with emotionally charged situations  Learning to value informal interactions with others  Adjusting standards to the needs of the environment If you’re working with a Green, consider:  Approaching in a straightforward manner – stick to business  Building credibility by offering pros and cons to suggestions  Doing what you say you will do  Presenting an implementation plan with timetables  Assuring no surprises  If agreeing, provide follow-through  If disagreeing, make an organized presentation  Giving time to verify reliability of actions

14. Goals What do these teams have in common? –Basketball –Football –Curling –Blue Chip Companies Can the goal be met alone? –If yes, no team needed –If no, need a team

15. People are Different Intention Style Behavior

16. IntentionStyleBehavior Decrease delay for an at appointments Red Task accomplishment People organization Competitive Telling Blue Concern for others Supportive Asking Silver Concern for welfare of group & flexibility Democratic Consensus Asking and telling Green Concern for right and wrong Reliance on Data and Information Asking and telling

17. The Challenge of Teamwork How do we deploy the people we have - each with their unique talents & strengths to achieve the best results? How do we understand and leverage the team in times things are going well, and in times they are going poorly? How do we work TOGETHER?

18. Interdependence Level of interdependence defines a team Low = Baseball –“Perfect” Game = 27 strikeouts; only 2 people needed. Others “stand around” –Other players are “defense”. Only few needed at one time –Conflict between any two players not likely to dramatically influence all other players

19. Interdependence, cont.. Moderate Football –A given play needs unique skills of only several offensive players and several defensive players to foil –Conflict between any two players may interfere with the goal

20. Interdependence, cont.. High Basketball –All move constantly –All have chance to score –Teams working “together” can beat teams with individual talent –Consequence of conflict is serious.

21. Team Interdependence Summary LowMedHi BaseballFootballBasketball Movement Action OccasionalIntermittentConstant Value Creation 2FewAll Conflict Consequence LowMedHigh Max Interdependence Bases Loaded Broken Play Constant

22. Team Development Baseball –Practice individual skills Batters, Pitchers Football –Practice small group skills Offense, Defense, Special Teams Basketball –Practice all together

23. Developing Vs. Development Team development = static image –Recruiting right people – now “go do your jobs” Developing teams is HOW WE INTERACT –To cause to become fuller, larger, better (Webster) –Search for championship status never ends

24. Teamwork Avoid conflicts Constant stress Crisis orientation = Less energy for job Resolves conflicts Understanding Proactive orientation = More energy Poor Good Job not getting done as well as it could be It feels like job is getting done well

26. Where does good teamwork start?

27. No single thing more important than the goal Observation: “I now realize how much of the overall success depends on people discovering for themselves what goals to set and what to do to achieve them.” “Why Good Projects Fail Anyway” - HBR Sept. ‘03

28. Questions “I often wonder what is the basic reason for being here. It seems….spend energy doing things not consistent with what I think is our main purpose….” “The team’s basic overall objectives are very clear….all effort is directly related to getting these key goals accomplished…any question….is resolved by referring back to our basic objectives”

29. Do we have our goals clear?

30. Goals Team Core Mission Statement = Reason for Existence. –Family “live happily ever after” (mission) Where and How?(aims or goals) –Winter Trip (where and when – practical)

31. Plan Write down the “reason for existence” Write down what evidence exists the mission statement is achieved…..

32. Goals to Consider Our aim is to do at least XX visits per day Our aim is to insure the health and well being of the panel of patients we have agreed to serve Our aim is to see anyone who comes to the door Our mission is to see any patient who presents between 8 and 4 on M-F

33. Summary Teams are made up of unique individuals Innate styles often “spin” the same intention different ways Understanding your team’s styles is the first step in teamwork Now teamwork is the INTERACTION between the individual members toward a goal No single thing is more important to the success of the team than…..clear overall objectives and goals.