An Appreciative Approach to Effective Team Building WELCOME! Craig Roth Carol Chou Marla Rowe-Gorosh Kathy McGrail Norman Jensen Nan Cochran AACH American

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

2011

Introductions: Who are we?


2011

Housekeeping

• Bathrooms• Breaks• Beepers• Blackberries• Evaluations


2011

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


2011

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.


2011

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.


2011

Today’s Agenda

• Build Relationships & Trust• Identify characteristics of high performing

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


2011

Warm-Up Exercise

• “Minute Matrix” (shifting pairs)


2011

RELATIONSHIP & TRUST BUILDING EXERCISE

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

• In small groups• Take turns


2011

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


2011

Goals & Means Clarity

Stages of Team Effectiveness


2011

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


2011

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)


2011

Group with dominant leader


2011

Group: Talking to the Middle


2011

Team/Group Communication


2011

Matrix Model

Amina Knowlan, Matrix Leadership Institute


2011

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


2011

TrustTrust

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

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


2011

• 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


2011


2011

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)


2011

Ask with open-ended inquiry


2011

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.


2011

Skill: Reflective listening

What thespeaker means

The words thespeaker says

1

4

What the listener thinks the speaker means

3

The words thelistener hears

2

(Thomas Gordon, 1970)

Reflections can clarify

Intention ≠ Impact


2011

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


2011

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.”


2011

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


2011

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?”


2011

Exercise

• What are characteristics of high-performing teams?


2011

TEAM

“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


2011

High Performing Teams*

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

*Patrick Lencioni (The Five Dysfunctions of a Team)


2011

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)


2011

People See and Experience Things Differently


2011

Exercise

• Discovering our differences

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

neighbor). • Answer “Team

Diversity” questions.


2011

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?


2011

END


2011

Out take Slides


2011

Intention ≠ impact


2011

High Performing Teams

Communication

Goals &

Means Clarity

Cohesiveness

Role Clarity


2011

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?


2011

Team Formation

• Group behavior patterns– Members move toward similarities

• Leaders role– Active facilitation– The team is dependent


2011

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


2011

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


2011

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)


2011

High Performing Teams

Communication

Goals &

Means Clarity

Cohesiveness

Role Clarity


2011

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


2011


• 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



2011


The four stages of team effectiveness are:

Cohesiveness

Role Clarity

Communication



2011


The four stages of team effectiveness are:

Cohesiveness

Role Clarity

Communication



2011


2011


2011

MD

MS

A

RNLPN

PHAR

M

PACT

Patient


2011

Forming New Patient Aligned Care Teams

Primary CareMinneapolis Health Care Network


2011

“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


2011

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


2011

Documents

An Appreciative Approach to Effective Team Building WELCOME! Craig Roth Carol Chou Marla Rowe-Gorosh Kathy McGrail Norman Jensen Nan Cochran AACH American