Transcript
Page 1: Parallel Process and Team Meetings

Parallel Processand

Team Meetings

Page 2: Parallel Process and Team Meetings

Parallel

The organization is a living, growing,

changing system with its own unique biology.

It is therefore every bit as susceptible to

stress, strain & trauma as the individuals who

live and work in the organization.

Complex interaction between

traumatized clients, stressed staff,

pressured organizations, and oppressive social

and economic environment.

Process

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ORGANIZATIONAL STRESSCHANGES IN FINANCING

DECREASES IN TRAINING, MORE

PAPERWORK, MORE SURVEILLANCE

FEWER STAFF, RAPID TURNOVER

LESS PROFESSIONALLY DEVELOPED STAFF

AGGRESSIVE CHILDREN & ADULTS

ADAPTED TO VIOLENT NORMS

ORGANIZATIONAL TRAUMA

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LOSS OF BASIC SAFETY LOSS OF EMOTIONAL MANAGEMENT

Organizations Under Stress

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DISSOCIATION/

FRAGMENTATION

ORGANIZATIONAL AMNESIA

SYSTEMATIC ERROR

REENACTMENT

Organizations Under Stress

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LOSS OF DEMOCRATIC

PROCESS

LOSS OF COMPLEXITY

SHORT SIGHTEDNESS

IMPOVERISHED RELATIONSHIPS

Organizations Under Stress

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DISEMPOWERMENT LOSS OF CRITICAL THINKING SKILLS

INCREASED AUTHORITARIANISM

Organizations Under Stress

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INCREASED AGGRESSION UNRESOLVED GRIEF

Organizations Under Stress

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DEMORALIZATION LOSS OF MEANING

Organizations Under Stress

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SELF DESTRUCTIVE

BEHAVIOR

FORESHORTENED FUTURE

Organizations Under Stress

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Clients

Feel unsafeAngry/aggressiveHelplessHopelessHyperarousedFragmentedOverwhelmedConfused Depressed

Staff

Feel unsafeAngry/aggressiveHelplessHopelessHyperarousedFragmentedOverwhelmedConfused Demoralized

Organization

Is unsafe Punitive Stuck Missionless Crisis Driven Fragmented Overwhelmed Valueless Directionless

Parallel Process

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What do These Symptoms Look Like to Staff?

Feeling like there are forbidden topics

Lost information and knowledge

Increased bullying, abuse of power

Running from crisis to crisis

Managing like everything is a crisis

Short-sighted problem solving and “quick fixes”

Conflicts go unresolved or ignored

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Continued, what does it look like for us?

Loss of hope and faith in our supervisors and in their ability to encourage positive change

Lots of staff turnover

No recognition, praise, or fun

Feeling like nothing is ever going to change

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The Good News: It Works Both Ways

Just as negative issues and energy can transmit through all levels of an organization, so can

positive actions and intentions--parallel process works both ways, and if we know that

we can use it to help recover from staff problems and leadership problems.

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Organization identifies norms to

be established

Shared commitments

staff training of commitments

Safety plans

Universal training

Create mechanism to regularly

familiarize all members with the

normsCommunity

Meetings

Team meetings

The community as a therapeutic agent of

change

Implementation Guide

Core Team

technical assistance

CHANGING THE CULTURE

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So What Can We Do To Recover?

Develop skills to manage stress

Express your feelings - use “I” statements and listen to others

Collaboration & team work

When things start to feel tense, do something different

Looking for a process issue causing the problem instead of blaming one person

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More Recovery Tools

• Focus on skill building & competency

• Staff empowerment & recognition• Give permission to fail (think of

post-it notes!)• Set clear goals – no mixed

messages

And most of all: Recognize that change is a process

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PRACTICETalking about power

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Active, focused meeting where every member

Feels comfortable talking and listening

Is engaged and contributes

Shares insights and generates new ideas

TEAM MEETING: WHAT IS IT?

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THE BENEFITS

OF AN EFFECTIVE

TEAM MEETING INCLUDE:

• Opportunity to discuss client issues…• Ideas for working with individual

clients or the whole group… • New initiatives to improve the activities

or events on the horizon.• Open forum for addressing staff

concerns, communication, and teamwork.

TEAM MEETING: WHY DO IT?

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Ask for (and accept) feedback

Set a clear agenda, preferably available in advance

Everyone on staff should have the opportunity to put items on the agenda.

TEAM MEETING: HOW TO LEAD IT

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Look for ways to delegate responsibility for aspects of the meeting to staff.

Note: Announcements are sometimes necessary, but they should be kept to a minimum at Team Meetings.

TEAM MEETING: HOW TO LEAD IT

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Yes No Somewhat

Democratic decision making

Team refrains from blaming/shaming Youth and each other

All levels of staff participating

Community Issues discussed

What do we need to do differentlyNot what the client has go do During rounds, team balances time spent on discussing youth’s problems with creating a shared treatment plan

TEAM MEETING CHECKLIST


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