Transcript Bowness Intensive Rehabilitation Unit Needs Assessment 2003

Distributive Leadership and
Inter-disciplinary working
CRSI & UCC JOINT CONFERENCE 10th JUNE
2009, Cork
Malcolm Rae, Clinical Lead
Martin Lawlor, Consultant
Acknowledgements

Alimo-Metcalfe B. & Alimo-Metcalfe J.
(2005). ‘Leadership’: Time for a New
Direction? Leadership, 1,1, 51-71
Learning themes

Discuss Interdisciplinary Teamwork &
Leadership styles

Towards a healthy team-what needs to
change ?

Seek the groups view /opinion on
Interdisciplinary Team Leadership in their
Organisation
Team Definition

TEAM, “A CO-ORDINATION OF SEVERAL
PEOPLE IN CO-OPERATION TO STRIVE FOR A
COMMON PURPOSE OR AIM.

INTER-DISCIPLINARY TEAM WORKING IS THE
CORNERSTONE OF EFFECTIVE PATIENT CARE.

SO WHAT DOES AN INTER-DISCIPLINARY TEAM
SEEK TO ACHIEVE? WHAT ARE THE
BENEFITS? LET’S MEASURE YOUR THINKING
WITH OURS.
Benefits of Teamwork
•
PULLS TOGETHER SEPARATE, BUT INTERLINKED PROFESSIONAL SKILLS
•
PROMOTES A BROADER PERSPECTIVE IN CARE PROVISION
•
PROMOTES IMPROVED COMMUNICATION
•
LEADS TO SHARED KNOWLEDGE AND INFORMATION
•
ENABLES EFFICIENT AND OPTIMUM CARE
•
PROMOTES CONSISTENCY OF APPROACH
•
PROVIDES CONTINUITY OF CARE
Benefits of Teamwork

PROMOTES DIFFERENT VIEWS AND
EXPOSES THE PATIENT TO A RANGE OF
EXPERTISE

IT ENABLES COLLECTIVE WISDOM

IT LEADS TO MOST EFFECTIVE AND
EFFICIENT DEPLOYMENT OF STAFF AS
THEY CONCENTRATE ON WORK THEY
ARE BEST EQUIPPED TO DO
Interdisciplinary Teamwork

WHAT ARE THE BARRIERS TO
ACHIEVING THIS?

HOW DO WE ESTABLISH AND MAINTAIN
EFFECTIVE WORKING RELATIONSHIPS?
Impetus for Change
1.
2.
3.
4.
5.
NATIONAL POLICY TARGETS
DRIVE FOR QUALITY
COST EFFECTIVE SERVICES
MOVEMENT TOWARDS PATIENTS
RIGHTS
PATIENTS EXPECTATIONS
Teamwork

MANY OF THESE HAVE THE POTENTIAL
TO CAUSE CONFLICT OR MAY RESULT IN
DEFENSIVE AND PROTECTIONIST
PRACTICE.

THERFORE, THE IMPORTANCE OF
POSITIVE, FLEXIBLE AND RESPONSIVE
TO PATIENT NEED, MULTI-DISCIPLINARY
TEAM CANNOT BE OVER EMPHASISED.
BARRIERS TO EFFECTIVE TEAMS
• ROLES RESPONSIBLITIES/ACOUNTABILITIES
• CONFLICT REGARDING THE LEGAL
POSITION
• LEADERSHIP ROLE OF AND CHAIRMAN OF
PATIENT CARE TEAM REVIEWS AND
RESPONSIBILITIES
• IF PROFESSIONAL/CLINICALJUDGEMENT IS
CHALLENGED
• TRUST
BARRIERS TO EFFECTIVE TEAMS
•
CONFIDENTIALITY
•
STEREOTYPED VIEWS
•
NO COMMON GOALS, VISION OR
PHILOSOPHIES
•
POOR COMMUNICATIONS
•
DELEGATION
•
HIERARCHIAL SYSTEMS
BARRIERS TO EFFECTIVE TEAMS

REFERRAL, ASSESSMENT, ALLOCATION AND
ISSUES

ALLEGIANCE TO ONES OWN DISCIPLINE

VOLUME OF WORK

PATIENTS RIGHTS ADVOCACY VERSUS
PROFESSIONALISM

LACK OF POWER TO INFLUENCE

INTERPERSONAL RELATIONSHIPS
ADMISSION
RECOMMENDATIONS FROM ASHWORTH
1. CRITERIA FOR ASSESSMENT, ADMISSION/EXCLUSION
2. IMPROVE ATTENDANCE AT REVIEWS AND CARE TEAM
ACTIVITIES
3. SET STANDARD FOR GOAL REVIEW
4. AGREE THE CHAIRMAN AND DEFINE THE ROLE
5. TRUST AND CONFIDENTIALITY
6. ENCOURAGE CLIENT/RELATIVE INVOLVEMENT/LINKS
7. FACILITATE ENGAGEMENT OF OTHERS
8. PEER REVIEW MECHANISM
9. STANDARDS AND AUDITS
10. RESOURCE IMPLICATIONS
EFFECTIVE TEAMS-TEAM
COMMANDMENTS

CONSULT FRANKLY, OPENLY AND TACTFULLY

TEAMWORK TAKES PRACTICE. LEARN BY WORKING AS A
TEAM

CHANGE YOURSELF AND THE TEAM WILL CHANGE

TRUST BREEDS TRUST. IF YOU DON’T TRUST ENOUGH,
YOU WONT BE TRUSTED

BELIEVING IS SEEING. BELIEF IN THE TEAM IS WHAT
MAKES IT WORK
EFFECTIVE TEAMS-TEAM
COMMANDMENTS

DON’T BLAME OR FIND FAULT WITH TEAM MATES

STRIVE FOR CONSENSUS IN DECISIONS AND SUPPORT
ALL OUTCOMES UNANIMOUSLY

DON’T ATTACH PERSONALITIES TO IDEAS. IT MUDDLES
EXAMINATION OF THE WORTH OF THE IDEA

BE LIGHT! “HE DESERVES PARADISE WHO MAKES HIS
COMPANIONS LAUGH”- (THE KORAN)

PARTICIPATE FULLY, NOBODY SITS ON THE BENCH OR
FENCE!
DISTRIBUTIVE LEADERSHIP


CHALLENGE HIERARCHICAL MODEL
LEADERS Vs Leader

POSSIBLITY FOR EVERYONE TO DEMONSTRATE
LEADERSHIP BEHAVIOUR

SUPPORTIVE CULTURE-ISSUES OF CONFLICT,
POWER, EMOTIONS IN ORGANISATIONAL LIFE

TRANFORMATIONAL and TRANSACTIONAL
CHARACTERISTICS OF GOOD TEAM BUILDINGDISTRIBUTED ‘LEADERSHIP’

Team leaders have good people skill

Team leaders are committed to team approach

Each team member is willing to contribute

Team develops a relaxed climate for communication

Team members develop mutual trust

Team and individuals are prepared to take risks
CHARACTERISTICS OF GOOD TEAM BUILDINGDISTRIBUTED ‘LEADERSHIP’

Team is clear about goals and establishes targets

Team member roles are defined

Team members know how to examine team and individual
errors without personal attack

Team has capacity to create new ideas

Each team member knows he can influenced the team
agenda
Team Leadership perspective

Think of one person who you regard as a an
Effective Team Leader

Why did you follow them?

What did you have to see/ experience to trust
them?
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