Download - A Sum Greater than it’s Parts
A Sum Greater than it’s PartsA Sum Greater than it’s PartsPresented by:
Damon Cottrell, MS, RN, APRN-BC, CCNS, CCRN, CENPresbyterian Hospital of Dallas
Dallas County Chapter of AACN - President
Mary Beth Reid, MS, RN, APRN-BC, CCRN, CENPresbyterian Hospital of Plano
Dallas County Chapter of AACN - Secretary
““We don't accomplish We don't accomplish anything in this world alone ... anything in this world alone ... and whatever happens is the and whatever happens is the result of the whole tapestry of result of the whole tapestry of one's life and all the weavings one's life and all the weavings of individual threads from one of individual threads from one
to another that creates to another that creates somethingsomething.”.”
- - Sandra Day O'Connor
What is a Team?What is a Team?
• Small number of people
• Complimentary skills
• Committed to a common purpose
• Performance goals
• Working approach
• Mutually accountable
Why Build a Team?Why Build a Team? •Bring together
complimentary skills and experiences
•Establish communications supportive of real-time problem solving & initiative
•Provide unique social dimensions
•Teams have more fun
A Group or A TeamA Group or A Team
Group• Leader dominates
and controls the team
• Goals set by organization
• Leader conducts meeting
• Leader assigns work• Individual emphasis• Competition• Information hoarded• Decisions by leader
Team• The leader is facilitator and
coach• Goals set by team members• Meetings are participative
discussions• Team plans work assignments• Team emphasis• Cooperative work• Communication upward• Shared information• Decisions by team
Types of TeamsTypes of Teams
• Working teams
• Special purpose or project teams
• Multifunctional teams
• Self-directed teams
• Management teams
What is Team Building?What is Team Building? •“…an effort in which a team
studies its own process of working together and acts to create a climate that encourages and values the contributions of team members.”
•“Their energies are directed toward problem solving, task effectiveness, and maximizing the use of all members’ resources to achieve the team’s purpose.”
Arnold Bateman
Characteristics of Characteristics of Effective Team BuildingEffective Team Building
•Collegiality• Respect• Relaxed climate
•Collaboration
•Coordination
•Coaching
Characteristics of Characteristics of Effective Team BuildingEffective Team Building
•Risk taking
•Goals clear and targets established
•Roles defined
•Errors examined without personal attacks
•Capacity to create new ideas
•Members can influence the team agenda
Problematic SituationsProblematic Situations
•Communication• What?• Not listening• Wasting time in meetings• Poor rapport• Conflicting agendas• Rivalry/Jealousy• Personality conflicts
““Everything becomes a Everything becomes a little different as soon as little different as soon as it is spoken out loudit is spoken out loud.”.”
- - Hermann Hesse
Other Problematic SituationsOther Problematic Situations
• Lack of leadership/leadership skills• Poor planning• Poor training
• Poor attitudes• Conflict• Team members not
getting along
• Poor Reward/Recognition programs
““Argument is the worst Argument is the worst sort of conversationsort of conversation.”.”
- - Jonathan Swift
““Whenever two good Whenever two good people argue over people argue over
principles, they are both principles, they are both rightright.”.”
- - Marie Ebner Von Eschenbach
Building a TeamBuilding a Team
GoalsGoals
• Goals are dreams…with deadlines
• Developed through group process
• Team interaction and agreement
• Should be clear and written
• Responsible person(s)
• Set realistic goals
• Go for “small wins”
Evaluation of ProgressEvaluation of Progress
•Establish process for periodic evaluation
•Schedule separate meetings
•Avoid “finger pointing”
•Revisit the basics
•Redesign the work
PlanningPlanning
•Always have an agenda• Stick to it!• Timekeeper• Open item for “other
issues” as time allows
•Facilitator training
•New information/ approaches
““I have noticed that the I have noticed that the people who are late are people who are late are
often so much jollier often so much jollier than the people who than the people who
have to wait for themhave to wait for them.”.”
- - E. V. Lucas
Role ClarificationRole Clarification
•Conflict not uncommon
•Unclear assignments should be avoided
•Avoid overlap
•PEOPLE
Examining ErrorsExamining Errors
• Open ended questions
• Involve the whole team
• Listen, Listen, Listen• Expect resistance• Follow the team’s
lead• Maintain trust,
safety and confidentiality
• End with a closure
InterdependenceInterdependence
• Share the leadership• Gain consensus to make
decisions• Assignments tackling
specific issues• Assigning work to subsets
• Team membership based on skill• Take advantage of individual
talents
• All members with equivocal work
Risk Taking/CreativityRisk Taking/Creativity
•Essential for problem solving
•Should be encouraged
•“Out-of-the-box” thinking
•Mistakes a source for learning
Real-Life ExamplesReal-Life Examples
•Committees• Professional Development• Communications,
Recruitment & Retention• Others
• Public Policy• Research• Fundraising• Etc.
Real-Life ExamplesReal-Life Examples
•Merit Programs• Provides
incentives for chapter participation
• Assists in gaining interest in leadership activities
Real-Life ExamplesReal-Life Examples
•Special Events• Beginning of year “Board
Retreat”
Real-Life ExamplesReal-Life Examples
• Individual Mentoring• Identify talent• Seek mentorships
and provide encouragement to “members on the move”
Putting it all togetherPutting it all together• 4 C’s
• Collegiality• Collaboration• Coordination• Coaching
• Mentoring
• Praise• Don’t overdo• Sincerity• Publicly praise• Something to keep• Ask for advice
• The Leader• Know each
member• Develop goals
collaboratively• Communicatio
n is two-way• MBWA –
Manage by walking around
• Don’t dominate
Once You’re EffectiveOnce You’re Effective
• Balanced performance results
• Clear, challenging aspirations
• Committed and focused leadership
• Energized team that is dedicated to productivity and learning
• Skill based sources of competitive advantage
• Open communication and knowledge of management