HIGH PERFORMANCE TEAMS Some Models of Performance and Development - PowerPoint Presentation

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HIGH PERFORMANCE TEAMS

Some Models of Performance and Development

Your Role

Who do you see as your sponsors ?

Who do we see as your stakeholders?

How often should you meet with them?

What do they expect of you?

What do you see as your key challenges?

What could be

improved?

The Values by which we work

Camden Values

Nolan Principles

Honesty

Integrity

Courage

Patient sighted

Competency

Transparency

Collaboration

Adherence to NHS founding principles

Selflessness

Integrity

Objectivity

Accountability

Openness

Honesty

Leadership

What distinguishes teams from groups

According to Reilly and Jones (1974) Characteristics of a team : Members must

Have an agreement for working together

Be interdependent

Be committed to the idea that idea that working together produces better results than working in isolation

Operate as a functioning unit within the larger organisation

Five stage process for team development

Tuckman

( 1965 and 1977)

Forming

Storming

Norming

Performing

Adjourning

Forming

Be clear what the goal is and why.

Who is the customer

Relationships polite and non threatening

People get to know each other within constraints of task

Assumptions based on job title

Storming

Move from agreeing the goal to discussing how

Storm is natural and may come through argument or silence

Not effective if people pretend to agree

Good to explore potential problems

People get to know each other as people not just in relation to job

Norming

How

Roles and tasks are assigned

and where information is stored

problems are raised

ideas are shared

progress is reported

often and where team members hold reviews with the team leader

often and where teams formally review collectively

Performing

Personal relationships supporting the of the team

Good listening

High levels of trust and interdependency

Recognition of diversity

Differences are seen as learning opportunities not threats

Meeting are for learning not just information exchange

Adjourning

The importance is often underestimated

Need to say goodbye before team can

‘move on’

Team Performance

M

odel :

Seven

S

teps Drexler and

Sibbert

O

rientation

Trust building

Goal clarification

Commitment

Implementation

High performance

Renewal

Orientation

When teams are forming everybody wonders WHY they are here .

What is their potential fit and whether others will accept them .

People need some sort of answer to continue

Trust building

Next people want to know who they will work with – their expectations , agendas and competencies,

sharing builds trust and a free exchange among team members

Goal clarification

The more concrete work of the team begins with ….

their expectations, agendas and competencies sharing builds trust and a free exchange among team members

Commitment

At some point discussion need to end and decisions need to be made about…

HOW resources time, staff all the bottom line constraints – will be managed

Agree roles are key

Implementation

Teams turn the corner when they begin to sequence work and settle on WHO does WHAT WHEN AND WHERE in action.

Timing and scheduling dominate this stage

High Performance

When materials are mastered a team can begin to change the goals and flexibly respond to the environment .

The team can say WOW and surpass expectations

Renewal

Teams are dynamic .

People get tired

M

embers change

P

eople wonder WHY continue

Its time to harvest learning and prepare for a new cycle of action