TEAMING DEFINITION TEAMS GATHER IMPORTANT INFORMATION ABOUT STRENGTHS AND NEEDS THAT CONTRIBUTE TO THE OVERALL ASSESSMENT OF A FAMILYS SITUATION. NETWORK MEMBERS CAN IDENTIFY THE RISK OF MALTREATMENT BEFORE IT OCCURS, RESPOND TO NEEDS OF SAFETY PROMPTLY, AND PROVIDE A RANGE OF SERVICES AND SUPPORTS FOR THE FAMILY. DCFS CORE PRACTICE MODEL 7
TEAMING DEFINITION - FOUNDATION A GROUP OF PEOPLE, EACH WITH EQUAL VOICE, COMING TOGETHER TO WORK TOWARD A COMMON PURPOSE 8
TEAMING WHAT IT ISNT TEAM = MAKING A PHONE CALL TEAM = SITTING AT A TABLE WITH OTHER PEOPLE JUST WATCHING TEAM = TELLING PEOPLE WHAT TO DO IN GROUP TEAM = WALKING INTO A ROOM WITH THE DECISION ALREADY MADE 9
TEAMING AT ITS BEST OPTIMAL TEAM = All the right people are meeting, talking, planning together. Team members collectively function as a unified and consistent team planning services – addressing needs – and evaluating results. The family is fully involved. There is collaborative problem solving that optimally benefits the child and family. 10 Adapted from QSR: Teamwork
TEAMING AT ITS BEST MINIMALLY ADEQUATE - POOR = The right people are not there or not participating. Important information about the family is missing. The group does not function in a consistent, collaborative manner. Decisions are really made by particular individuals and may not be appropriate to family- centered practice. 11 Adapted from QSR: Teamwork
TEAMING AT ITS BEST RIGHT PEOPLE WORKING CONSISTENTLY, COLLECTIVELY AND COLLABORATIVELY PLANNING/EVALUATING THE APPROPRIATE SERVICES FOR THE CHILD & FAMILY FAMILY IS FULLY INVOLVED AND BENEFITING 12 Adapted from QSR: Teamwork
POINTS TO COACH TO 1.REVIEW WHAT IS TEAMING? SECTION. 2.ON WORKSHEET, SELECT THE KEY POINTS YOU THINK ARE MOST IMPORTANT TO REINFORCE FOR YOUR STAFF 3.WHICH OF THESE WILL NEED ON-GOING COACHING? - CHECK MARK THEM. 4.LETS DISCUSS.
BENEFITS FAMILIES BENEFIT FROM ADDITIONAL SUPPORTS AND MORE COMPREHENSIVE APPROACHES FAMILIES LEARN TO COORDINATE THEIR OWN TEAMS FAMILIES HAVE MORE RESOURCES FAMILIES EXPERIENCE GREATER SUCCESS AND LESS DEPENDENCE ON THE SYSTEM = Better Outcomes 15
BENEFITS CSWs GAIN MORE RESOURCES AND SUPPORTS (MORE COMPREHENSIVE APPROACHES ARE MORE LIKELY TO MEET FAMILY NEEDS - TRAUMA INFORMED SERVICES) CSWs HELP FAMILIES EXPERIENCE MORE SUCCESS CSWs ADD TO THEIR CURRENT BAG OF TOOLS STRATEGY TO HELP PEOPLE GET UNSTUCK CSWs GAIN JOB SKILLS FOR THE FUTURE 16
POINTS TO COACH TO 1.YOU KNOW YOUR STAFF. RETURN TO YOUR WORKSHEET AND UNDER BENEFITS, CIRCLE THE BENEFITS YOU WILL REINFORCE MOST STRONGLY FOR/WITH THEM. 2. LETS DISCUSS.
FACILITATION RESPONSIBILITES BUILDING THE TEAM GUIDING THE TEAM PROCESS HONORING THE FAMILY VOICE ENSURING THAT STRENGTHS AND NEEDS ARE ADDRESSED REACHING CONSENSUS RESOLVING DIFFERENCES Vincent, Paul – Child Welfare Policy & Practice Group
CSW ROLE A DEVELOPMENTAL APPROACH ALLY - NAVIGATING CPS EXPERT (ACCOUNTABLE & NEUTRAL) TDM DISTINGUISHED FROM GENERAL FACILITATING WRAPAROUND FACILITATOR DISTINGUISHED FROM YOUR TEAM GUIDANCE AND COORDINATION
SUPERVISOR ROLE COACH SUPERVISOR TEACHER TRAINER MENTOR HELPER ROLE MODEL
STEPS IN THE PLANNING PROCESS Preparing Forming/Engaging - Team Facilitating Plan Development Tracking Progress Sustaining Change (Walker, 2004; The Child Welfare Policy and Practice Group, 2001) 23
SKILL CHECKLIST 1.REVIEW SKILL CHECKLIST. 2. LATER – WELL ASK YOU TO RATE YOURSELF
SKILL DEVELOPMENT 1.REVIEW LONNIE LONGTIMER 2. FOLLOW INSTRUCTIONS ON WORKSHEET
FORMING/ENGAGING TEAM Keys to Team Engagement: 2. WIIFM 3. Emphasis on Expertise/ Contribution 1. Who does family need to help? 26
FORMING/ENGAGING TEAM Keys to Team Engagement: 5. Celebrate Successes 6. Value Perspective & Contribution 4. Small steps – See Progress 27
NATALIE 1.REVIEW NATALIE 2.AS A TEAM, DISCUSS WHO POTENTIAL TEAM MEMBERS MIGHT BE? (Remember to think outside the box.) 3.HOW WILL YOU PULL THIS TEAM TOGETHER? WHAT STRATEGIES WILL YOU USE?
Conditions for Successful Team Outcomes: 1.Team adhere to structure (practice model) (Walker, et al. 2003 30 2. Team considers multiple alternatives before making decisions 3. Team helps all members feel their input is valued
FACILITATION SUPPORT Conditions for Successful Team Outcomes: 4. Team builds agreement despite differing views (Walker, et al. 2003 31 5. Team builds appreciation of strengths 6. Team planning reflects cultural competence
FACILITATION SUPPORT Helpful Facilitation Strategies to Coach to: 1. Addressing Needs – as a facilitator 2. Building Agreement Skills 3. Addressing Conflict Skills
1. Addressing Needs Autonomy Appreciation Affiliation Status Activities Persons freedom to make decisions for him/herself Having actions acknowledged Being treated as an equal or colleague Feeling that others respect ones standing Having roles & activities that are fulfilling Adapted from Shapiro, 2004
1. Addressing Needs Getting Beyond Negative Reactions to Needs: Step One AWARENESS Step Two DISTANCE YOURSELF Compassionate Disengagement Step Three BRAINSTORM POSSIBLE NEEDS Compassionate Hunches
Stages of Building Agreement Process of Agreements Content of Agreements Avoiding Polarization Conditions for Yes Approach. Miles, et al., 2000 2. Building Agreements
P resent Idea or Series C heck for Understanding C heck for Agreement Miles, et al., 2000 Stages of Building Agreement What questions or comments do you have? Can you agree? What will it take to agree? Can you live with ….? 2. Building Agreements
C heck with participants for agreement on process B uild small agreements throughout the process to keep members invested. Miles, et al., 2000 2. Building Agreements Process of Agreements We have a long list of ideas. Are we ready to prioritize them?
C larify what is written on paper I ndicate direction or summary of a discussion C ombine ideas that are similar Miles, et al., 2000 2. Building Agreements Content of Agreements So, youre concerned about the amount of time it will take to complete a plan? So, is it okay to combine your statements with the other point we listed? Did I capture what you meant correctly? Is there anything I should add?
E ncourage out of the box thinking A void win-lose situations Miles, et al., 2000 2. Building Agreements Avoiding Polarization There is no ONE right way. I would like to take the best of everyones ideas If you were the ruler of the world, how would you solve this problem?
A sk members who cant agree what it would take to make them feel better about the idea S olicit feedback from other members about the conditions for a yes Miles, et al., 2000 2. Building Agreements Conditions for Yes Approach C ombine suggestions to come up with a workable, mutually acceptable approach.
NATALIE 1.REVISIT NATALIE 2.IDENTIFY 4 OR 5 POSSIBLE POINTS OF CONTENTION WHERE YOUR WORKERS … -MIGHT HAVE DIFFICULTY -MIGHT NEED SUPPORT -WHERE CONFLICT MIGHT ARISE
SKILL CHECKLIST 1.REVIEW SKILL CHECKLIST. 2.PUT A STAR BY THOSE SKILLS YOU THINK YOU HAVE DEVELOPED WELL. (THE SKILLS AT WHICH YOU ALREADY EXCEL.) 3.NOW CHECKMARK THOSE SKILLS WHERE YOU THINK YOU MIGHT BENEFIT FROM SOME SKILL BUILDING. 4.LETS DISCUSS WHAT SUPPORTS YOU NEED.