1. Developing & Sustaining EffectiveTeams Welcome Croeso

2. Ian Govier (Facilitator) Gwent Women and Children's Services

3. opportunitynowhere

4. Are we thinking the same thing?

5. Getting to know each other (a little better)

6. When I was a child I wanted to….When I was a child I wanted to…. I came into the health service because:I came into the health service because: If I wasn’t working in my current position, I’d like to:If I wasn’t working in my current position, I’d like to: When I retire, I plan to:When I retire, I plan to:

7. Workshop Aim: W to explore how we can develop & sustain an Effective Team

8. In terms of developing & sustaining EFFECTIVE TEAMS: what do you want to ACHIEVE or CHANGE as a result of today?

9. Seeing the Bigger Picture BP

10. Time for a Break

11. Healthcare in 2008 The Challenge Healthcare in 2008 The Challenge

14. Permanent White Water (Vaill, 1996)

16. The Constants Change Change Principles Principles Choice Choice (Covey, 2006)

17. Developing & Sustaining Effective Teams - principles

18. Leadership in the new millennium has comprehensively come of age. Where once leaders were aloof decision-makers, today they are dedicated collaborators whose role is to give power to their TEAM rather than wield power to their own ends. Leaders on Leadership– an intimate view of life at the top of Europe plc Leaders on Leadership– an intimate view of life at the top of Europe plc Development Dimensions International (DDI) Research Report, January 2006

19. What is a team?

20. A team is more than just a group of individuals who work together. A team is a small number of individuals with complementary skills committed to a common purpose, common performance goals and an approach for which they hold themselves collectively accountable. (2007)

21. A team is a group of individuals who work together to produce products or deliver services for which they are mutually accountable. Team members share goals and are mutually held accountable for meeting them, they are interdependent in their accomplishment, and they affect the results through their interactions with one another. Because the team is held collectively accountable, the work of integrating with one another is included in the responsibilities of each member. (Mohrman and Cohen, 1995)

22. Defend or Destroy! Team Exercise

23. Teams – when things go wrong!

24. The same 5 common themes emerge from each inquiry. Since the inception of the NHS, more than 50 NHS public inquiries have been conducted to address catastrophic failures in patient care. Walshe & Higgins (2002) Disempowerment of staff and patients IsolationIsolation Poor communication Inadequate leadership / management Failure of systems and processes

25. The Five Dysfunctions of a Team (Lencioni, 2002) Absence of TRUST Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention to RESULTS

26. The Five ‘Functions’ of a Team (Lencioni, 2002) Evidence of TRUST Acceptance of CONFLICT IncreasedCOMMITMENT ClearACCOUNTABILITY Attention to RESULTS

27. An exercise in Trust

28. Lunch Time

29. What are some of the characteristics of an EFFECTIVE TEAM? Group Work

30. In health care terms, what difference does effective team working really make?

31. Teams possessing the following characteristics are more effective in delivering high quality care: clarity of team objectivesclarity of team objectives high levels of participation from all team membershigh levels of participation from all team members high emphasis on qualityhigh emphasis on quality high support for innovationhigh support for innovation Health Care Team Effectiveness Project (Borrill and West,2002)

32. Borrill & West (2002) also found that: individuals who worked in well functioning or effective teams had lower levels of stress and better mental health. Their research demonstrated a significant relationship between the percentage of staff working in teams and patient mortality. Where more people work in teams, the death rate among patients is significantly lower. There is much to be gained by enhancing team functioning and effectiveness!

33. Time for a Break

34. It Takes a Team Coming together is a beginning Keeping together is progress Working together is success John C. Maxwell

35. Let’s Nail It! Team Exercise

36. What are the underpinning Values & Principles that exist in our team? WofL

37. EFFECTIVE TEAMS - a ‘vehicle’ for service delivery and improving patient care

38. Where are we with our team at the moment?

40. Choosing our ‘team’ vehicle

43. What vehicle represents our team, & why? Is it a +ve or -ve image? How do you think others perceive you and your team in terms of your vehicle? Who drives this vehicle? Who else sits in this vehicle? Do you want to change your vehicle? Do you change position? How comfortable are you?

44. Real teams do not develop until the people in them work hard to overcome the barriers of collective performance. Overcoming barriers to performance is how groups become teams. Katzenbach (1993)

46. ‘Number Cruncher’ Team Exercise

47. “That which we persist in doing becomes easier - - not that the nature of the task has changed, but our ability to do has increased.” Ralph Waldo Emerson

48. Final Thoughts Final Thoughts

49. The Constants Change Change Principles Principles Choice Choice (Covey, 2006)

50. If we always do what we’ve always done… …we’ll always get what we’ve always got!

51. Everyone thinks of changing the world, but no one thinks of changing themselves. Leo Tolstoy

52. What am I (are we) going to do differently after today?

53. The ‘Trim Tab’ effect

54. ‘Trim Tab’ HMS Gwent

55. Be a TRIM TABBER!

56. The world is moved along, not only by the mighty shoves of its heroes, but also by the aggregate of tiny pushes of each honest worker. Helen Keller

57. and finally…

58. …I’ll probably do nothing about it! If I do nothing about it in 24 hours…

59. Thank You Diolch Website: www.ctrtraining.co.uk http://www.ctrtraining.co.uk/resources.php