parallel process and team meetings
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Parallel Process and Team Meetings. Parallel. Process. Organizational Stress. Organizations Under Stress. Organizations Under Stress. Organizations Under Stress. Organizations Under Stress. Organizations Under Stress. Organizations Under Stress. Organizations Under Stress. - PowerPoint PPT PresentationTRANSCRIPT
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Parallel Processand
Team Meetings
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Parallel
The organization is a living, growing,
changing system with its own unique biology.
It is therefore every bit as susceptible to
stress, strain & trauma as the individuals who
live and work in the organization.
Complex interaction between
traumatized clients, stressed staff,
pressured organizations, and oppressive social
and economic environment.
Process
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ORGANIZATIONAL STRESSCHANGES IN FINANCING
DECREASES IN TRAINING, MORE
PAPERWORK, MORE SURVEILLANCE
FEWER STAFF, RAPID TURNOVER
LESS PROFESSIONALLY DEVELOPED STAFF
AGGRESSIVE CHILDREN & ADULTS
ADAPTED TO VIOLENT NORMS
ORGANIZATIONAL TRAUMA
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LOSS OF BASIC SAFETY LOSS OF EMOTIONAL MANAGEMENT
Organizations Under Stress
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DISSOCIATION/
FRAGMENTATION
ORGANIZATIONAL AMNESIA
SYSTEMATIC ERROR
REENACTMENT
Organizations Under Stress
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LOSS OF DEMOCRATIC
PROCESS
LOSS OF COMPLEXITY
SHORT SIGHTEDNESS
IMPOVERISHED RELATIONSHIPS
Organizations Under Stress
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DISEMPOWERMENT LOSS OF CRITICAL THINKING SKILLS
INCREASED AUTHORITARIANISM
Organizations Under Stress
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INCREASED AGGRESSION UNRESOLVED GRIEF
Organizations Under Stress
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DEMORALIZATION LOSS OF MEANING
Organizations Under Stress
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SELF DESTRUCTIVE
BEHAVIOR
FORESHORTENED FUTURE
Organizations Under Stress
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Clients
Feel unsafeAngry/aggressiveHelplessHopelessHyperarousedFragmentedOverwhelmedConfused Depressed
Staff
Feel unsafeAngry/aggressiveHelplessHopelessHyperarousedFragmentedOverwhelmedConfused Demoralized
Organization
Is unsafe Punitive Stuck Missionless Crisis Driven Fragmented Overwhelmed Valueless Directionless
Parallel Process
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What do These Symptoms Look Like to Staff?
Feeling like there are forbidden topics
Lost information and knowledge
Increased bullying, abuse of power
Running from crisis to crisis
Managing like everything is a crisis
Short-sighted problem solving and “quick fixes”
Conflicts go unresolved or ignored
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Continued, what does it look like for us?
Loss of hope and faith in our supervisors and in their ability to encourage positive change
Lots of staff turnover
No recognition, praise, or fun
Feeling like nothing is ever going to change
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The Good News: It Works Both Ways
Just as negative issues and energy can transmit through all levels of an organization, so can
positive actions and intentions--parallel process works both ways, and if we know that
we can use it to help recover from staff problems and leadership problems.
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Organization identifies norms to
be established
Shared commitments
staff training of commitments
Safety plans
Universal training
Create mechanism to regularly
familiarize all members with the
normsCommunity
Meetings
Team meetings
The community as a therapeutic agent of
change
Implementation Guide
Core Team
technical assistance
CHANGING THE CULTURE
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So What Can We Do To Recover?
Develop skills to manage stress
Express your feelings - use “I” statements and listen to others
Collaboration & team work
When things start to feel tense, do something different
Looking for a process issue causing the problem instead of blaming one person
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More Recovery Tools
• Focus on skill building & competency
• Staff empowerment & recognition• Give permission to fail (think of
post-it notes!)• Set clear goals – no mixed
messages
And most of all: Recognize that change is a process
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PRACTICETalking about power
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Active, focused meeting where every member
Feels comfortable talking and listening
Is engaged and contributes
Shares insights and generates new ideas
TEAM MEETING: WHAT IS IT?
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THE BENEFITS
OF AN EFFECTIVE
TEAM MEETING INCLUDE:
• Opportunity to discuss client issues…• Ideas for working with individual
clients or the whole group… • New initiatives to improve the activities
or events on the horizon.• Open forum for addressing staff
concerns, communication, and teamwork.
TEAM MEETING: WHY DO IT?
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Ask for (and accept) feedback
Set a clear agenda, preferably available in advance
Everyone on staff should have the opportunity to put items on the agenda.
TEAM MEETING: HOW TO LEAD IT
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Look for ways to delegate responsibility for aspects of the meeting to staff.
Note: Announcements are sometimes necessary, but they should be kept to a minimum at Team Meetings.
TEAM MEETING: HOW TO LEAD IT
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Yes No Somewhat
Democratic decision making
Team refrains from blaming/shaming Youth and each other
All levels of staff participating
Community Issues discussed
What do we need to do differentlyNot what the client has go do During rounds, team balances time spent on discussing youth’s problems with creating a shared treatment plan
TEAM MEETING CHECKLIST