An Appreciative Approach to Effective Team Building WELCOME! Craig Roth Carol Chou Marla Rowe-Gorosh...

An Appreciative Approach to Effective Team Building

WELCOME!WELCOME! Craig Roth Carol Chou Marla Rowe-Gorosh Kathy McGrail Norman Jensen Nan Cochran

AACH American Academy on Communication in Healthcare ENRICH

Introductions: Who are we?

Housekeeping

• Bathrooms• Breaks• Beepers• Blackberries• Evaluations

Overview of Team Track

• Session I (Sat): Skills for Building Relationships

• Session II (Sun): Skills for Difficult Conversations

• Session III (Mon): Delegation, Feedback and Reflection

Relationship-Centered Skills for Forming Highly Effective Teams

Objectives

• Foster the formation of trusting and respectful relationships on team members.

• Discover strengths and resources of team members using appreciative inquiry, curiosity, active listening and reflection.

Relationship-Centered Skills for Forming Highly Effective Teams

Objectives

• Appreciate the diversity of individual styles of participating and decision making among members of a team.

• Practice communication skills needed for effective team development.

Today’s Agenda

• Build Relationships & Trust• Identify characteristics of high performing

teams• Discover Individual Strengths & Differences• Identify personal challenges in teams

Warm-Up Exercise

• “Minute Matrix” (shifting pairs)

RELATIONSHIP & TRUST BUILDING EXERCISE

• What did you have to give up/leave behind to be here?

• In small groups• Take turns

Tuckman’s Model of Team Development

• FORMING—Transition stage from Individual to team

• STORMING—(Differentiation) Resist Collaboration and Participation (Most Difficult Stage)

• NORMING—Begin to Accept each other and team Goals

• PERFORMING—Cohesive, Willing to Make individual Sacrifices

AACH American Academy on Communication in Healthcare ENRICH 2011

Goals & Means Clarity

Stages of Team Effectiveness

Team Formation

• Individual/group task– Making person-to-person connections– Building the “ground of health” by discovering

each other’s “light”, strengths and wholeness.– Appreciative feedback– Delighted curiosity– Establish Norms

Team “Norms”– Listen respectfully to each other (even if you disagree)– Do not interrupt the speaker.– No more than one person speaks at a time– All ideas are welcome– If you disagree with someone, disagree w/their ideas, but don't attack the person.– Seek to understand the other– Confidentiality– Speak for yourself– No fixing– Assume positive intent– Share "air time"– Verbally communicate as much as you feel comfortable with (not share or die). – Other (to be determined by the group)

Group with dominant leader

Group: Talking to the Middle

Team/Group Communication

Matrix Model

Amina Knowlan, Matrix Leadership Institute

TrustTrust

• Think about teams you have been on.Think about one you would say was/is characterized

by an environment of trust. -How was an environment of trust

established?-How did you know an environment of trust

was present?

1. In pairs, take turns sharing stories. 2. Group discussion

TrustTrust

“When it comes to teams, trust is all about vulnerability.”

-Patrick Lencioni (The 5 Dysfunctions of Teams ,2008)

• Always freely say what they feel and think• Are always direct, truthful, respectful, and positive• Openly discuss all decisions before they are made• Handle conflict in a calm, caring, & supportive

manner• Openly explore options to solve problems • Do not talk about each other behind their back• Do not have a hidden agenda

Team Communication

ASKINGWith curiosity,

Not knowing, Caring, Respect

LISTENING-Other, Self,

Verbal, Non-verbal

RESPONDING-Checking

for Accuracy-Emotion-Handling

-PEARLS

Team Communication Skills

Ask with open-ended inquiry

Goal Find the story not “the

answer” Search for meaning

(personal significance > facts)

Ask with open-ended inquiry

Tasks Ask from a position of “not knowing”-

“What that was like for you….” Take a curious and interested stance:

“Help me understand……”“How did you feel then?”

“Why” questions less effective; provoke defenses

Listening

The Chinese symbol for listening includes two ears and two eyes, a line for undivided attention, and a heart. The ancient Chinese knew that listening is more than hearing words. It is a whole body experience. Some even refer to it as the sacred art of listening. Undivided attention is essential.

Skill: Reflective listening

What thespeaker means

The words thespeaker says

What the listener thinks the speaker means

The words thelistener hears

(Thomas Gordon, 1970)

Reflections can clarify

Intention ≠ Impact

Reflective listening

• Often, our hypotheses are flawed:– Speaker may not say what s/he meant– Listener may hear it wrong, or interpret tone

incorrectly – Listener may misinterpret meaning

Reflective listening

• Reflection (“checking”)– Simple: “So you don’t feel appreciated in your job.”

– Double sided: “So on the one hand, you feel excited to have this new responsibility, and on the other, you’re nervous about whether you can meet the challenge.”

Multiple ways to reflect• Repeating or rephrasing – listener repeats or

substitutes synonyms or phrases; mirrors the speaker’s words

• Paraphrasing – listener restates what speaker said; the meaning is inferred

• Reflection of feeling – listener emphasizes emotional aspects of communication – deepest form of listening

Respond with empathy; use PEARLS

Partnership “We will figure how to get through this together.”

Empathy “Sounds like that was very frustrating for you.”

Appreciation/ Apology

“I appreciate your contribution.”

“I’m sorry you had to go through that.”

Respect “I give you a lot of credit for hanging in there.”

Legitimation “Anyone in your position would feel that way.”

Support “What can I do to support you?”

Exercise

• What are characteristics of high-performing teams?

“A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.”

Katzenback Harvard Business Review, 1993

High Performing Teams*

• Trust• Commitment• Master conflict• Accountable• Focused on results

*Patrick Lencioni (The Five Dysfunctions of a Team)

High Performing Teams• Clear Roles and Responsibilities• Clear, valued, and shared vision• Optimize Resources• Strong Team Leadership• Engage in regular feedback (Situation

Monitoring)• Strong sense of collective trust, team

identify, and confidence (Mutual Support)

• Collaboration and Communication (manage conflict)

People See and Experience Things Differently

Exercise

• Discovering our differences

• “People are different “(circle 5, discuss with

neighbor). • Answer “Team

Diversity” questions.

Exercise

• Identify something you find personally challenging or difficult about being on a team.

– When have you felt vulnerable or experienced something challenging in a team or group?

Out take Slides

Intention ≠ impact

High Performing Teams

Communication

Goals &

Means Clarity

Cohesiveness

Role Clarity

Team Formation

• Interpersonal issues-inclusion– Forming new relations– Associating with people on team– Each determines the extent of contact and

prominence they seek– Can I allow myself to be deeply present to the

others without needing to fix?

Team Formation

• Group behavior patterns– Members move toward similarities

• Leaders role– Active facilitation– The team is dependent

Cohesiveness

• Are attracted to the team• Find personal meaning in the team experience• Enjoy the company of the other team members• Support, nurture, and care for each other• Freely share ideas and suggest ways to improve

team function• Use their unique skills for the benefit of the team• Have a strong “we” feeling• Routinely develop creative solutions to problems

Cohesiveness

Communication

• Always freely say what they feel and think• Are always direct, truthful, respectful, and positive• Openly discuss all decisions before they are made• Handle conflict in a calm, caring, & healing manner• Openly explore options to solve problems • Do not talk about each other behind their back• Do not have a hidden agenda

Communication

High Performing Teams• Clear Roles and Responsibilities• Clear, valued, and shared vision• Optimize Resources• Strong Team Leadership• Engage in regular feedback (Situation Monitoring)• Strong sense of collective trust, team identify, and

confidence (Mutual Support)• Collaboration and Communication (manage

conflict)

AACH American Academy on Communication in Healthcare ENRICH 2011

High Performing Teams*

• Trust• Commitment• Master conflict• Accountable• Focused on results

*Patrick Lencioni (The Five Dysfunctions of a Team)

High Performing Teams

Communication

Goals &

Means Clarity

Cohesiveness

Role Clarity

Role Clarity• Feel that accomplishments of the

team are placed above those of individuals

• Understand the roles and responsibilities of all team members

• Have a clear understanding of what other team members expect of them

Role Clarity

• Have clarified and agreed upon the real work of the team

• Clearly understand the goals of the team• Agree on how to reach the team goals• Agree upon clear criteria for evaluating the

outcomes of the team

The four stages of team effectiveness are:

Cohesiveness

Role Clarity

Communication

The four stages of team effectiveness are:

Cohesiveness

Role Clarity

Communication

Patient

Forming New Patient Aligned Care Teams

Primary CareMinneapolis Health Care Network

“I invite you to envision yourself as part of a group—many groups—thatRecognize themselves as living, breathing, interconnected organisms. These groups are living organisms. They have a body, a consciousness,A biography and unique evolutionary path.”

--Amina Knowlan

Reflective Listening

• Listening is one of the most powerful things people can do.

• Goal is to understand the meaning of what is being said• Verbal and non verbal components

An Appreciative Approach to Effective Team Building WELCOME! Craig Roth Carol Chou Marla Rowe-Gorosh...

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