Presentation on theme: "Working in Multiprofessional Teams Malcolm Payne with young people."— Presentation transcript:
Working in Multiprofessional Teams Malcolm Payne with young people
Malcolm Payne2 Working with young people Young people are dependent… …but moving towards independence. Their degree of independence varies… …and is controlled by relationships with adults… …and agencies. Relationship-management comes from information- management. Working with young people involves constant variation.
Malcolm Payne3 Teamwork is… …security against the risks of complexity in post-modern welfare
Malcolm Payne4 Teamwork is about… …the division of labour: once there is more than one person doing a job, you will have to divide the work
Malcolm Payne5 Teamwork in care services Co-ordination policy Co-ordination, collaboration and partnership State-market User-provider driven Strategic, regulated, bureau-professionalised Participation, advocacy Multiprofessional teamwork Medical model – hospital, community Voluntary sector co- ordination 4 models: Keyworker Strategic co-ordination Informal collaboration Multiprofessional
Malcolm Payne6 Co-ordination policy Co-ordination Services strategies and polices should be mutually supportive and reinforcing Collaboration Practitioners and managers should work together so that work connects, is effective and economic Partnership Work should be integrated with users and carers, and respond to what they want Also, planned, long-term relationships between agencies
Malcolm Payne8 Boundary Identity Resources Issues in teamwork
Malcolm Payne9 Theories of collaboration General systems theory The organisation is made up of interdependent, interlocking parts Social exchange theory Reciprocity affects relationships in an organisation Co-operation theory People calculate strategy to choose between options where there are conflicts of interest: issues are reciprocity, durability, provocability
Malcolm Payne10 Purposes of multiprofessional work Bring together skills Share information Achieve continuity Ensure accountability Co-ordinate planning Co-ordinate resources.
Malcolm Payne11 Teamwork tensions 1 To develop team relationships, we must look inward… …but in care services, we must look outward.
Malcolm Payne12 Teamwork tensions 2 Teamwork is valued as mutual support… …but it is also an instrument to meet the organisations aims.
Malcolm Payne13 Teamwork tensions 3 Teambuilding focuses on colleagues needs… …but services should concentrate on users needs.
Malcolm Payne14 Traditional team The Traditional Team
Malcolm Payne15 Open team The Open Team 1
Malcolm Payne16 The Open Team 2
Malcolm Payne17 Team characteristics Clear and common purpose Sense of belonging Synergy – team is more than the sum of its parts Openness Co-operation and mutual support; informal atmosphere Creative Clarifies roles and responsibilities Sound procedures Appropriate leadership Regular reviews Individual development Participation in good group relations Good external relations
Malcolm Payne18 Teambuilding overview Reviewing Individual development Strategic – mission and vision Task differentiation - competences Role integration – occupational standards Role clarity or role blurring? Problem-solving Consultation
Malcolm Payne19 Conflict in teams – when? Ambiguous domains Conflicts of interest Communication barriers – distance in time/space Dependence and expectations Strongly differentiated roles Frequent contacts (more chance of problems) Consensus needed (problems if agreement impossible) History
Malcolm Payne20 Models of team development - 1 FormingStormingNormingPerforming Natural development Assisted development Re-forming
Malcolm Payne21 Models of team development - 2 Situational/contingency team Preferences Type of work Organisation
Malcolm Payne22 Types of team football tennis athletics
Malcolm Payne23 Team members roles Personality Interpersonal roles Skills Work roles Interpersonal roles
Malcolm Payne24 Working in Multiprofessional Teams Malcolm Payne with young people