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TRANSCRIPT
Developing High
Performance Teams
SAS DEVELOPMENT
CONFERENCE AND WORKSHOP
opportunitynowhere
What do I want to
ACHIEVE or CHANGEas a result of this session?
- a useful
metaphor?
Permanent White Water (Vaill, 1996 & Covey, 2006)
ILL
The Constants
Change
Choice
Principles (Covey, 2006)
The one indisputable
fact that characterises
organisational life, is that
CHANGEis inevitable.
(Beverly Alimo-Metcalfe, 2005)
Challenges to Change
The greatest difficulty in the world is not for
people to accept new ideas, but to make them forget
their old ideas!John Maynard Keynes
‘Are you kidding? I like it here!’
“If you
want to see
change…
…be the
change
you want
to see”
Between what happens to
us and our response to it…
…..is our freedom to
choose our response
What is
a team?
A team is more than just a group of individuals who work together.
(2007)
A team is a small number of
individuals with complementary skills
committed to a common purpose,
common performance goals and an
approach for which they hold
themselves collectively accountable.
Real teams do not develop until the people in them work hard to overcome the barriers
of collective performance.
Katzenbach (1993)
Overcoming barriers to
performance is how
groups become teams.
"The best and most cost-effective
outcomes for patients and clients are
achieved when professionals work
together, learn together, engage in
clinical audit of outcomes together,
and generate innovation to ensure
progress in practice and service."
Teams possessing the following
characteristics are more effective
in delivering high quality care:
• clarity of team objectives
• high levels of participation
from all team members
• high emphasis on quality
• high support for innovationHealth Care Team Effectiveness Project (Borrill and West ,2002)
Borrill & West (2002) also found that:
Their research demonstrated a significant
relationship between the percentage of staff
working in teams and patient mortality.
Where more people work in teams, the death
rate amongst patients is significantly lower.
Individuals who worked in well functioning
or effective teams had lower levels of
stress and better mental health.
There is much to be gained by enhancing
team functioning and effectiveness!
What
„cultures & values‟
are present in a
high performing &
successful team?
Absence of
TRUST
Fear of
CONFLICT
Lack of
COMMITMENT
Avoidance of
ACCOUNTABILITY
Inattention to
RESULTS
Evidence of
TRUST
Acceptance of
CONFLICT
Increased
COMMITMENT
Clear
ACCOUNTABILITY
Attention to
RESULTS
Let‟s
Nail It!
What might I
do differently
to contribute to a
high performing /
successful team?
Final
Thoughts
The Constants
Change
Choice
Principles (Covey, 2006)
Evidence of
TRUST
Acceptance of
CONFLICT
Increased
COMMITMENT
Clear
ACCOUNTABILITY
Attention to
RESULTS
Campaign Map
• 3 million people
• All Hospitals, Primary Care & Ambulance services
• Six content areas
– Leadership
– Critical Care / Rapid response
– Medicines
– Healthcare associated infection
– Surgical care
– General medical and surgical care
• Aims– To save 1000 lives
– Avoid 50,000 cases of harm
over a 2 year period (2008-2010)
• 852 lives savedby NHS staff in Wales
• More than 29,000 episodes of harm have been avertedin the first 12 months
Making a
Difference
www.1000livesplus.wales.nhs.uk
What actions will I takeas a result of this session?
People acting
together as a group
can accomplish
things that no
individual acting
alone could
bring about!
Franklin D. Roosevelt
Yes, we can!
Can we
do it?
www.ctrtraining.co.uk/resources.phpClick on SAS Development Conference