1. Teamwork , Leadership, and problem solving

2. Bad Teamwork vs Good Teamwork

3. Stages of teambuilding
Forming
Takes place when the team 1st meets
Introductions: background, interests, experiences, 1st impressions
Learn about the project- discuss objectives and goals – what role will they take?
Storming
Team member compete with each other for status and for acceptance of their ideas
Different opinions
What should be done and how it should be done (conflict)
Stage ends when team members accept each other and work together for good of the project

4. Stages cont. Norming Performing Adjourning Remember the Titans Example
Start to notice and appreciate team members strengths
Everyone contributes
Some overlap with storming
Performing
Members are confident, motivated and familiar with project
Able to achieve goals
Adjourning
Project ends and team disbands
Remember the Titans Example

5. Roles of a team Individuals assume various roles when in a group
Some are elected to leadership roles (president, vice president, etc)
More informal roles are assumed by all group members

6. Informal Roles Information Seeker Tension Reliever Clarifier Initiator
Asks questions, looks for new ideas, may sound doubtful, is willing to research topics and issues, is open to new ideas
Tension Reliever
Encourages risk taking, uses humor to relieve the tension, maintains a steady & calming attitude, looks for consensus during arguments
Clarifier
Connects disparate ideas into new wholes, creates visual interpretations of the data, orders & organizes discussion items, is an analytical and critical thinker
Initiator
Organizes the discussion into a practical plan of action, is good at assigning tasks & delegating actions, is very goal and performance oriented, is always enthusiastic & positive about the future

7. Informal Roles Gatekeeper Harmonizer Follower Information Giver
Knows the rules in depth, watches the clock, keeps everyone in line, challenges new ideas, needs to be convinced
Harmonizer
Serves as the group cheerleader, minimizes conflicts & differences of opinion, looks out for the feelings of all group members, is enthusiastic and caring
Follower
Wants to do something concrete, waits for the “experts” to tell them what to do, always supports the initiators of the group
Information Giver
Comes to all meetings with notes in hand & handouts from previous meetings, is always careful to state pertinent facts, is very detail-oriented, never forgets information but may forget how you feel about something

8. Leadership Attributes and attitudes of an effective leader
Roles of the effective leader
Inspiring, monitoring, supervising, ensuring follow-through, and facilitating group process
Attributes and attitudes
Leadership styles
Autocratic
“What I say goes”
Democratic
Include team in decision making process
Laissez-faire
Give team a lot of freedom
Transformational
Inspirational- but sometimes give short deadlines

9. Leadership cont.
Leadership Styles

10. Leadership Behaviors Initiator Interpreter Analyzer Harmonizer
One or ones who get the group started
Interpreter
One or ones who clarify or explain other members ideas
Analyzer
One or ones giving critical analysis of the ideas
Harmonizer
One or ones who try to reduce tension and reduce differences among group members

11. Leadership Behaviors Cont.
Encourager
One or ones who have friendly attitude toward members and encourage acceptance of members ideas
Blocker
Always opposing ideas of group members
Domineering
One or ones who try to manipulate the group
Clown
Always making jokes, has a great time but does not always add to the productivity of the group

12. Leadership Behaviors Cont.
Assertive
One or ones that keeps the group on task- keeps things rolling smoothly, and watches the clock
Aggressive
One or ones who verbally attacks others

13. Effective Healthcare teams
Roles and Responsibilities of effective healthcare members
Assessment
Treatment/management
Education/advocacy
Referrals/collaboration
Characteristics of effective healthcare teams
Impact of effective healthcare teams

14. Characteristics of effective teams
Common Purpose
Free Communication
Trust
Collaboration
Consensus Decisions
Complementary Skills
Commitment

15. Importance of Understanding the role of each team member
Provides picture of total care plan
Clarifies each members responsibilities
Establishes patient/team goals
A leader is necessary to organize/coordinate team activities

16. Ways to develop good relationships within the team
Maintain positive attitude
Be friendly and cooperative
Listen carefully
Respect opinions of others
Be open-minded & willing to compromise
Avoid harsh criticism
Perform duties to best of abilities

17. Managing Team Conflict
Preventive Strategies
Determine ground rules
Set goals
Get Team agreement
Communicate openly
Reactive Strategies
Acting
Use authoritarian approach- Tell the group what resolution will be- useful in emergencies or when emotions are high

18. Team Conflict cont. Reactive Strategies Adjusting Accommodation
Give and take to reach middle ground – good when temporary solution is needed
Accommodation
Sacrificing self concerns to yield to another person- used when one person is wrong or more can be gained later – must separate thoughts from feelings
Avoiding
Withdrawing or postponing the issue

19. Consensus Parliamentary Procedure is the rule by majority
Majority rule is the most effective if a consensus is reached

20. Consensus A collective opinion or general agreement
Consensus does not mean everyone agrees with what is being done
All team decisions DO NOT need to be made by consensus
Final decision DOES NOT reflect the first choice of each team member
Consensus is a COMPROMISE

21. Consensus Mindset as well as a process
Consensus that is authentic requires that team members be more concerned about community and less concerned about power
Requires that the team be more focused on team productivity than on individual credit
Demand mature behavior from everyone
Recognized leader holds himself or herself and others accountable for open honest participation
Be open to continuous learning

22. Ground Rules for Consensus
Disagreement allowed but must explain reason
Differences of opinion help to expose all alternatives
Avoid rigid argument for one position
Don’t change mind to avoid conflict
Suspend evaluation until all points of view are presented
Have a back up plan

23. Back Up Plan To have when consensus can not be reached
No decision- idea dropped and status quo continues
Third party decides
Leader decides
Designated Committee decides
Luck decides
Split Decision
Majority rules- or an agreed on percentage

24. Consensus process Issue is clarified Discussion of the issue
Reclarify any parts
Each person gives their stance
The minority expresses their view
The team problem-solves the minority’s view
Again each person gives their stance

25. Consensus Levels of agreement in a group 100% consensus
Sufficient consensus
Democratic (majority rules)
Autocratic- with input from the group
Totally autocratic

26. Behaviors that negatively affect groups
The Latecomer
Arrives late, makes a big commotion, wants to be caught up on everything that has happened, gives “reasons” why they were late
The Early Leaver
Leaves session early, drains energy from session
The Broken Record
Keeps bringing up same point over & over, takes up valuable time
The Doubting Thomas
Aggressively negative, uses phrases like “it will never work”

27. Behaviors that negatively affect groups
The Dropout
Sits at the back of the room, doesn’t say anything, corrects papers/reads, disturbs the presenter more than the group
The Whisperer
Whispers constantly to neighbor, irritating to the group, breaks the concentration of the group
The Know-It-All
Uses credentials/age/length of service/status to argue a point
The Loudmouth
Talks too much and too loudly, dominates the session, pulls attention away from the focus of the session

28. Problem Solving Problem solving involves a 4 step process
Identify the problem
List all alternatives
Name the consequences of alternatives
Evaluate & choose the best action

29. Step 1-Identify the problem
The true problem must be clearly understood and identified
Don’t drag in old issues or issues that do not relate

30. Step 2-List all alternatives
Brainstorm as many alternatives as possible
Setting a time limit encourages creativity & quick thinking
No evaluation of any kind allowed-quantity over quality
Build on what has been said & modify
Write down every idea

31. Step 3-Name Consequences
Identify all possible outcomes that might result from possible alternative
List as “good” or “bad” outcomes

32. Step 4-Evaluate & Choose
Label each consequence as a positive or negative factor
Rank ideas according to those that have greatest potential for success
Choose a solution-even not choosing an alternative is a choice
Provide feedback
Start process over, if necessary

33. Legal Aspects of decision making
Be aware of scope of practice
Must function within legal boundaries