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 • Openness • Engagement • Responsibility • Problem Solving Trust Fairness Collaboration Accountability 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?

o Recognize the styles of others?

o Select approaches that minimize issues?

o Adapt your style to meet the needs of the situation and/or person?

Understanding the Conflict Modes

Two basic aspects of all Conflict-handling modes

Cooperativeness

Your Conflict Mode = Skill + Situation

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 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.

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

H I P R E L A I T O N S

Low Importance

Avoidance

GOAL

High Importance

Accommodate

ACCOMODATE High relationship Low content AVOIDANCE Low relationship Low content

Compete

ACCOMODATE High relationship Low content COMPETE Low relationship High content

Compromise

Collaboration

COLLABORATION High relationship High content COMPETE Low relationship High content

Speak in the Positive

Words and Tone of Voice What phrases do you use?

Negative Phrase I don’t know Positive Phrase I’ll find out That’s not my job I’m busy right now Why don’t you give me a call back in a few minutes?

Why did you… (implying blame) We can’t do that That’s not my fault I will find someone who can help you I’ll be with you in a minute May I call you back?

Tell me what you understand Let’s see what we can do I will get this taken care of

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 o Define expectations, purpose, goals, resources o Work 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

References

CPP, 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.