Download Effective Teamwork

Effective Teamwork
Teams in HSC
Workforce is female dominated?
Staff have a variety of backgrounds,
qualifications and experience.
Wide range of professionals often have to
co-operate towards a shared aim when
working with service users.
(Jones & Pound, 2008)
Effective Teamwork
Effective teamwork is considered one of the
potential ways in which care service
providers might overcome organisational
problems and provide more effective and
seamless services.
(Jelphs & Dickinson, 2008)
Discussion
Why is teamwork important?
What is needed for effective teamwork?
What are the barriers to effective
teamwork?
Team Effectiveness
Effective teams are always of and
responsible to both their internal and
external environment.
Teams can continuously improve their
effectiveness by focussing on improving
their function in five key areas.
(McKibbin et al, 2008: 80)
Team Effectiveness Model
 Goals
 Roles
 Procedures
 What the team aspires
to achieve
 The part each
member plays in
achieving the team
goals
 The methods that help
the team conduct its
work together
Team Effectiveness Model
 Relationships
 Leadership
 How the team members
get along with each other
 How the leader supports
the team in achieving
results
(McKibbin et al, 2008: 80)
Team Effectiveness Model –
University of Victoria, Canada
(McKibbin et al, 2008: 80)
Effective Teams Model
(Jelphs & Dickinson, 2008:16)
Why Does Teamwork Matter?
In health and social care, teams who work
together effectively produce better
outcomes for :
Service users
Staff members
The organisation
Why Does Teamwork Matter?
Positive impacts of teamwork is what
makes it attractive.
Dimensions of Team Effectiveness
Performance effectiveness
Quantity and quality of output – service
user satisfaction and quality of care and
safety.
Member satisfaction
.
(Cohen & Bailey, 1997:243, Bradley, 2000:24 in Jelphs & Dickenson, 2008:15)
 Behavioural outcomes
Employee satisfaction – linked to
organisational performance and better
financial performance
Effective teamwork can create more satisfied
staff, who are more productive, less likely to
be absent and more likely to enhance
organisational performance
 Cohen & Bailey, 1997:243, Bradley, 2000:24 in Jelphs & Dickenson, 2008:15)
Benefits of Effective Teamwork
The potential positive impacts of
teamworking is thought to produce health
and social care workers who continually
work together to develop multidisciplinary
teams and integrated services.
(Jelphs & Dickenson, 2008:17)
Negative Impacts of Teamwork
Teamwork is not the solution to
everything.
Teams take many forms.
Teams will not necessarily deliver all the
positive aspects.
Outcomes of teamwork is not always
positive.
Ineffective Teams
Ineffective teamwork might lead to lower
staff satisfaction, negative behaviours,
inability to attract new, quality staff, which
has negative impact of organisational
performance.
Unhappy employees have low morale, are
more likely to be stressed, absent, and
less likely to continue to work for
organisation.
Ineffective Teams
These negative behaviours have an
impact on service users, and other
members of the team as well as the
organisation.
Discussion
 Consider the teams you have encountered or
been involved with recently in your professional
and personal life.
Have these teams had the characteristics suggested for
effective teamwork?
Have any of these teams produced any of the positive
effects of teamwork?
Were there any negative impacts?
Team Member Rights
Have a clear understanding of roles and
responsibilities.
Know what is expected – standards,
quality etc.
Know their legal rights.
Know how they are doing.
Contributions recognised and valued.
Team Member Rights
Know how team and organization are
doing.
Feel part of the organization’s team and
share success.
Kept updated with organizational plans
and programmes.
Consulted on decisions affecting them.
(Adapted from DfES, 2002b:6, cited in Jones & Pound, 2008:35)
Barriers to Effective Teamwork
Poor induction.
Lack of understanding of roles and
responsibilities.
Perceived unfairness in pay/workload etc.
Unwillingness of manager to listen and
respond to concerns.
Existence of a blame culture.
Barriers to Effective Teamwork
Ineffective leadership due to:
Lack of time for leadership.
Lack of leadership training, trainers or
support.
Leadership roles assumed by accident
rather than by design.
(Jones & Pound, 2008)
Characteristics of Effective Teams
 Accept a ‘team culture’ – working honestly and
fairly for the team rather than for oneself.
 Develop working together and are prepared to
learn as a team.
 Work towards consensus decision making, as
opposed to citing individual preferences.
 Open minded about tasks and obstacles,
including facing change and trying out new
ideas/methods.
Characteristics of Effective Teams
Act responsibly together without the need
for supervision from manager.
Willing to explain and justify team’s
manner and modes of working, and modify
these as necessary.
Accept that teams, like individuals are
accountable for results.
(Adapted from McCall & Lawlor 2000:61, cited in Jones & Pound, 2008:35)
Features of Successful Teams
Shared vision and agreed priorities.
Good interpersonal skills.
Balanced membership.
Systems for exploring different views and
opinions.
Open and clear lines of communication.
Access to support and necessary
expertise.
Features of Successful Teams
Support structures (e.g. to handle conflict).
Time for planning/evaluation.
Recognition.
Ability to problem solve.
A clear accepted purpose, which is explicit
and published.
(Adapted from McCall & Lawlor 2000, cited in Jones & Pound, 2008:36)
Features of Successful Teams
Successful teams:
Find time for professional dialogue.
Build and sustain professional
relationships.
Team leader needs to:
Promote positive communication –
listening and open expression of ideas.
(Jones & Pound, 2008)
Team Leader Role
Provides link, holding team together.
Boosts morale.
Maintains and supports structures.
Reviews progress.
Evaluates and plans for the future.
Communicates link between theory and
practice.
Translates principles into action.
Team Leadership
 Good oral and written communication.
 Consistency and a sense of fairness.
 Gain respect by example.
 Good role model.
 Professional skills and knowledge.
 Well informed.
 Loyal to the team.
 Commitment to the task, team and individuals.
(Jones & Pound, 2008)
Summary
“A group of individuals working together
under the title of a team do not necessarily
achieve more than could be achieved by a
group of competent individuals working
alone.”(Allen & Hecht, 2004, in Jelphs & Dickenson, 2008:15)
 It is the romantic view of ‘teams’ that often give
people the impression that their team performs
more effectively.
Summary
Simply describing a group of individuals as
a team will not guarantee it effectiveness,
or bring about the benefits of teamworking.
It is essential that appropriate structures,
procedures, development and training
opportunities are in place in order to get
the most from teams.
Team leadership has an impact on team
effectiveness.
Tasks
 Within your workplace.....
 Find out:
what systems are in place to ensure and
assess quality in the organisation.
how staff training needs are identified and
recorded.
how staff development is planned and
recorded.
the different opportunities for staff
development – internal and external.
References
Jelphs, K & Dickinson, H (2008) Working in Teams,
Bristol: Policy Press
Jones, C. & Pound, L., (2008) Leadership and Management
in the Early Years:From Principles to Practice, Maidenhead:
Open University Press.
McKibbin, J, & Walton, A with Mason, L, (2008) Leadership
and Management in Health & Social Care for NVQ/SVQ
Level 4, Harlow: Heinemann