promoting team work deborah johnson, m.ed., bsn, rnp, rn-bc, cmbti
TRANSCRIPT
Promoting Team Work
Deborah Johnson, M.Ed., BSN, RNP, RN-BC, CMBTI
Objectives
Identify strategies that will create and sustain
long distance team relationships
“Teamwork is the ability to work together toward a common vision
The ability to direct individual accomplishments toward organizational
objectives.
It is the fuel that allows common people to obtain uncommon results.”
Andrew Carnegie
Teams and Dialogue
How effective are you in:
•Maintaining dialogue from a distance?
•Keeping a team focus for patient care?
•Working through disagreements or conflict?
Cultural &
Work/Life Values
Trust
Individual Preferences
Personality Types
• Why people “act that way”
• Strengths related to personality type
• Used to solve problems, perform tasks
• Communication, trust issues usually sign of misunderstanding of personalities
What do you know about
Your Team Members?
Characteristics
Successful Behavior
• Communication Trust
• Openness Fairness
• Engagement Collaboration
• Responsibility Accountability
• Problem Solving Decision making
Contributions
• What strengths do you bring?
• What strengths do you appreciate and value about your other team members?
Functional Teams
• Trust
• Conflict Resolution
• Commitment
• Accountability
• Attention to Results
Team Barriers What are Yours?
Conflict Is…
• NORMAL
• INEVITABLE
• NECESSARY
Do you make any of these five common (and costly) mistakes?
•#1: Underestimate your own authority, ability and strengths.•#2: Assume you know what the opposition wants.•#3: Overestimate your opponent’s knowledge of your weaknesses.•#4: Become intimidated by your opponent’s prestige, rank, title or educational accomplishments.•#5: Overly influenced by traditions, precedents, statistics, forecasts, or cultural icons and taboos.
http://www.pon.harvard.edu/free-reports/thank-you/?n=1&freemium_id=7694
Conflict Mode
• Do you o Know what style you typically use or lean
toward?
oRecognize the styles of others?
o Select approaches that minimize issues?
o Adapt your style to meet the needs of the situation and/or person?
Copyright © 1996 by Xicom, Incorporated. Revised binder © 2003 by CPP, Inc. Xicom, Incorporated, is a subsidiary of CPP, Inc. Permission is hereby granted to reproduce this overhead for workshop use only. Duplication for any other use, including resale, is a violation of copyright law.
Understanding the Conflict Modes
Two basic aspects of all Conflict-handling modes
Your Conflict Mode = Skill + Situation
Cooperativeness
Ass
ert
iven
ess
Copyright © 1996 by Xicom, Incorporated. Revised binder © 2003 by CPP, Inc. Xicom, Incorporated, is a subsidiary of CPP, Inc. Permission is hereby granted to reproduce this overhead for workshop use only. Duplication for any other use, including resale, is a violation of copyright law.
The Five Conflict-Handling Modes
From Thomas-Kilmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000.
Mountain View, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by
CPP, Inc. Used with permission.
High Importance
RELATIONSHIP
Low High Importance Importance
GOAL
Avoidance
AVOIDANCE Low relationship
Low content
ACCOMODATE High relationship
Low content
Accommodate
ACCOMODATE High relationship
Low content
COMPETE Low relationship
High content
Compete
Compromise
COMPETE Low relationship
High content
COLLABORATION High relationship
High content
Collaboration
Speak in the Positive
Words and
Tone of Voice
What phrases
do you use?
I will get this taken care of
That’s not my fault
Let’s see what we can do
We can’t do that
Tell me what you understand
Why did you…
(implying blame)
May I call you back?Why don’t you give me a call back in a
few minutes?
I’ll be with you in a minute
I’m busy right now
I will find someone who can help you
That’s not my job
I’ll find outI don’t know
Positive Phrase
Negative Phrase
Self Reflection
• Honestly identify barriers, fears, emotions, perceptions, assumptions
• Recognize inner conflict related to beliefs, values, morals that lead to conflict, ethical dilemmas
• Express emotions and thoughts using critical thinking and emotional intelligence skills
Trouble Spots
• Determine triggers that result in dis-ease or conflict
• Character assassination o Internal - thoughts, images
o External - nonverbal, verbal
• Strife – brew and fester – explode
Create the Culture
• Separate people from the problem
• Focus on interests, not positions
• Develop multiple options
• Use objective criteria and fair processes
• Consider best alternatives
Create the Culture
• Create safety valves o Establish ground rules, norms, code of
conduct
oDefine expectations, purpose, goals, resources
oWork processes, problem solving, decision making
• Define, discuss, share, document, support, reinforce
Great opportunities disguised as impossible situations
Engaging the Team• Does not happen naturally
• Time to know each other
• Mission understood
• Clear objectives, tasks, expectations
• Established boundaries
• Timely information
• Evaluation and follow up
Benchmarks
• Self check
• Surveys
• Onsite observations
• Team diagnostic checklist
ReferencesCPP, Inc. Thomas-Kilmann Conflict Mode Instrument.Group Conflict Mode Score: An Application of the Thomas-Kilmann Conflict Mode Instrument Copyright 1996, 2003, 2012 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this product for workshop use. Duplication for any other use, including resale, is a violation of copyright law. The TKI and CPP logos are trademarks or registered trademarks of CPP, Inc., in the United States and other countries.
Website for score sheet: https://www.cpp.com/en/tkiitems.aspx?ic=4800EF3
Lencioni, Patrick M (2002). The Five Dysfunctions of a Team, A Leadership Fable. San Francisco: Jossey-Bass.