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Malcolm Rae, Clinical Lead Martin Lawlor, Consultant Distributive Leadership and Inter-disciplinary working CRSI & UCC JOINT CONFERENCE 10 th JUNE 2009,

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Presentation on theme: "Malcolm Rae, Clinical Lead Martin Lawlor, Consultant Distributive Leadership and Inter-disciplinary working CRSI & UCC JOINT CONFERENCE 10 th JUNE 2009,"— Presentation transcript:

1 Malcolm Rae, Clinical Lead Martin Lawlor, Consultant Distributive Leadership and Inter-disciplinary working CRSI & UCC JOINT CONFERENCE 10 th JUNE 2009, Cork

2 Acknowledgements Alimo-Metcalfe B. & Alimo-Metcalfe J. (2005). ‘Leadership’: Time for a New Direction? Leadership, 1,1, 51-71

3 Learning themes Discuss Interdisciplinary Teamwork & Leadership styles Towards a healthy team-what needs to change ? Seek the groups view /opinion on Interdisciplinary Team Leadership in their Organisation

4 Team Definition TEAM, “A CO-ORDINATION OF SEVERAL PEOPLE IN CO-OPERATION TO STRIVE FOR A COMMON PURPOSE OR AIM. INTER-DISCIPLINARY TEAM WORKING IS THE CORNERSTONE OF EFFECTIVE PATIENT CARE. SO WHAT DOES AN INTER-DISCIPLINARY TEAM SEEK TO ACHIEVE? WHAT ARE THE BENEFITS? LET’S MEASURE YOUR THINKING WITH OURS.

5 Benefits of Teamwork PULLS TOGETHER SEPARATE, BUT INTERLINKED PROFESSIONAL SKILLS PROMOTES A BROADER PERSPECTIVE IN CARE PROVISION PROMOTES IMPROVED COMMUNICATION LEADS TO SHARED KNOWLEDGE AND INFORMATION ENABLES EFFICIENT AND OPTIMUM CARE PROMOTES CONSISTENCY OF APPROACH PROVIDES CONTINUITY OF CARE

6 Benefits of Teamwork PROMOTES DIFFERENT VIEWS AND EXPOSES THE PATIENT TO A RANGE OF EXPERTISE IT ENABLES COLLECTIVE WISDOM IT LEADS TO MOST EFFECTIVE AND EFFICIENT DEPLOYMENT OF STAFF AS THEY CONCENTRATE ON WORK THEY ARE BEST EQUIPPED TO DO

7 Interdisciplinary Teamwork WHAT ARE THE BARRIERS TO ACHIEVING THIS? HOW DO WE ESTABLISH AND MAINTAIN EFFECTIVE WORKING RELATIONSHIPS?

8 Impetus for Change 1. NATIONAL POLICY TARGETS 2. DRIVE FOR QUALITY 3. COST EFFECTIVE SERVICES 4. MOVEMENT TOWARDS PATIENTS RIGHTS 5. PATIENTS EXPECTATIONS

9 Teamwork MANY OF THESE HAVE THE POTENTIAL TO CAUSE CONFLICT OR MAY RESULT IN DEFENSIVE AND PROTECTIONIST PRACTICE. THERFORE, THE IMPORTANCE OF POSITIVE, FLEXIBLE AND RESPONSIVE TO PATIENT NEED, MULTI-DISCIPLINARY TEAM CANNOT BE OVER EMPHASISED.

10 BARRIERS TO EFFECTIVE TEAMS ROLES RESPONSIBLITIES/ACOUNTABILITIES CONFLICT REGARDING THE LEGAL POSITION LEADERSHIP ROLE OF AND CHAIRMAN OF PATIENT CARE TEAM REVIEWS AND RESPONSIBILITIES IF PROFESSIONAL/CLINICALJUDGEMENT IS CHALLENGED TRUST

11 BARRIERS TO EFFECTIVE TEAMS CONFIDENTIALITY STEREOTYPED VIEWS NO COMMON GOALS, VISION OR PHILOSOPHIES POOR COMMUNICATIONS DELEGATION HIERARCHIAL SYSTEMS

12 BARRIERS TO EFFECTIVE TEAMS REFERRAL, ASSESSMENT, ALLOCATION AND ADMISSION ISSUES ALLEGIANCE TO ONES OWN DISCIPLINE VOLUME OF WORK PATIENTS RIGHTS ADVOCACY VERSUS PROFESSIONALISM LACK OF POWER TO INFLUENCE INTERPERSONAL RELATIONSHIPS

13 RECOMMENDATIONS FROM ASHWORTH 1. CRITERIA FOR ASSESSMENT, ADMISSION/EXCLUSION 2. IMPROVE ATTENDANCE AT REVIEWS AND CARE TEAM ACTIVITIES 3. SET STANDARD FOR GOAL REVIEW 4. AGREE THE CHAIRMAN AND DEFINE THE ROLE 5. TRUST AND CONFIDENTIALITY 6. ENCOURAGE CLIENT/RELATIVE INVOLVEMENT/LINKS 7. FACILITATE ENGAGEMENT OF OTHERS 8. PEER REVIEW MECHANISM 9. STANDARDS AND AUDITS 10. RESOURCE IMPLICATIONS

14 EFFECTIVE TEAMS-TEAM COMMANDMENTS CONSULT FRANKLY, OPENLY AND TACTFULLY TEAMWORK TAKES PRACTICE. LEARN BY WORKING AS A TEAM CHANGE YOURSELF AND THE TEAM WILL CHANGE TRUST BREEDS TRUST. IF YOU DON’T TRUST ENOUGH, YOU WONT BE TRUSTED BELIEVING IS SEEING. BELIEF IN THE TEAM IS WHAT MAKES IT WORK

15 EFFECTIVE TEAMS-TEAM COMMANDMENTS DON’T BLAME OR FIND FAULT WITH TEAM MATES STRIVE FOR CONSENSUS IN DECISIONS AND SUPPORT ALL OUTCOMES UNANIMOUSLY DON’T ATTACH PERSONALITIES TO IDEAS. IT MUDDLES EXAMINATION OF THE WORTH OF THE IDEA BE LIGHT! “HE DESERVES PARADISE WHO MAKES HIS COMPANIONS LAUGH”- (THE KORAN) PARTICIPATE FULLY, NOBODY SITS ON THE BENCH OR FENCE!

16 DISTRIBUTIVE LEADERSHIP CHALLENGE HIERARCHICAL MODEL LEADERS Vs Leader POSSIBLITY FOR EVERYONE TO DEMONSTRATE LEADERSHIP BEHAVIOUR SUPPORTIVE CULTURE-ISSUES OF CONFLICT, POWER, EMOTIONS IN ORGANISATIONAL LIFE TRANFORMATIONAL and TRANSACTIONAL

17 CHARACTERISTICS OF GOOD TEAM BUILDING- DISTRIBUTED ‘LEADERSHIP’ Team leaders have good people skill Team leaders are committed to team approach Each team member is willing to contribute Team develops a relaxed climate for communication Team members develop mutual trust Team and individuals are prepared to take risks

18 CHARACTERISTICS OF GOOD TEAM BUILDING- DISTRIBUTED ‘LEADERSHIP’ Team is clear about goals and establishes targets Team member roles are defined Team members know how to examine team and individual errors without personal attack Team has capacity to create new ideas Each team member knows he can influenced the team agenda

19 Team Leadership perspective Think of one person who you regard as a an Effective Team Leader Why did you follow them? What did you have to see/ experience to trust them?


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