MASH Building Team Effectiveness

1
MASHBuilding Team Effectiveness
2
What is a team?
3
Definitions

• A team is a small number of people with
  complementary skills who are committed to a
  common purpose, performance goals and approach
  for which they are mutually accountable
• Katzenbach Smith 1993

4
Definitions

• A team is a small group of people who
  recognise the need for constructive conflict when
  working together in order for them to make,
  implement and support workable decisions
• ONeill 2003

5
Definitions

• A team is not a bunch of people with job
  titles but a congregation of individuals , each
  of whom has a role which is understood by other
  members. Members of a team seek out certain roles
  and they perform most effectively in the ones
  that are natural to them
• Katzenbach Smith 1993

6
Team Roles
7
What Belbin thought.....

• He examined behaviours of individuals when
  participating in teams
• His research suggested that for a team to be
  successful it requires 9 distinct roles to be
  fulfilled by members
• Some individuals may carry out more than one role
  
• Roles define preferred ways of operating
• Operating long term outside a preference can lead
  to stress (out of comfort zone)

8
Which one are you?
9
Belbin Profiles
Role Team Contribution
Shaper Challenging, dynamic, drives
Co-ordinator Confident, clarifies goals
Resource Investigator Explores opportunities
Team worker Listens, builds, diplomatic
Completer Finisher Painstaking, delivers on time
Monitor Evaluator Accurate, sees all options
Plant Creative, problem solving
Implementer Reliable, disciplined
Specialist Knowledge and skills
10
For success in a team......

• Roles need to be clearly defined, agreed and
  communicated
• Individuals need to be able and willing to take
  on other roles within the team to improve overall
  effectiveness
• Different roles will be required at different
  stages
• Leadership will be strong and effective with
  clearly defined responsibilities

11
Teams I belong to

• Consider all the teams of which you are a member
• Reflect on how well you think that team is
  functioning
• Consider the difference between the most and
  least effective team

12
The Team Process
13
Tuckmans Journey of Team Development

• Which stage has your team reached?
• Is there evidence to support this?

14
What makes a team effective?
15
Beckhards Pyramid
Unifying Direction
GOALS
Clear Accountabilities
ROLES
Effective operation
PROCESSES
Mutual Support
RELATIONSHIPS
16
Goals

• Do team members agree on their core mission?
• Are goals decided by the team?
• Is there clarity of goals and agreement on
  priorities?
• Is progress regularly reviewed by the team?
• Are goals measurable and specific?
• Do team members know when goals are accomplished?

17
Roles

• Do team members know where they fit in and how
  they contribute to success?
• Is authority and control well defined?
• Are work boundaries and responsibilities clear?
• Is team leadership and structure defined by the
  work to be done by the team?

18
Processes

• Are ground rules and procedures clearly defined?
• Does the team have performance standards and
  expectations that are well defined and agreed?
• How is team effort recognised and rewarded?
• Do team members regularly review procedures?
• Is there a culture of giving and receiving
  constructive feedback?

19
Relationships

• Do team members confront and resolve conflict?
• Are working relationships open and co-operative?
• Does the team have a clear set of values that
  govern interactions?
• Do team members share and discuss feelings,
  attitudes as they work together?
• Is there trust, support and respect for each
  other?

20
Where are we at?

• Divide into 4 groups
• Consider your team in relation to your assigned
  layer of the pyramid
• What are the strengths in each area?
• What might be a focus for development?

21
Partnership Working in the MASH
22
Why is it important?

• The importance of working together is a lesson
  that has been painfully learned-individually,
  professionals have only a partial view of the
  childs life and the full extent of the danger
  and needs can be hidden until they share their
  knowledge
• Munro Review May 2012

23
Key Findings from Serious Case Reviews

• Serious problems in the transmission of
  information between members of the professional
  network occurred in the majority of cases
• Relevant information not passed on to new staff
  or shared amongst current staff
• Professionals working in isolation, uncoordinated
  planning
• Continued failures in communication despite
  changes in procedures

24
What helps and what hinders effective partnership
work?
25
Power and Authority

• Power

• Authority

The legitimate power of a supervisor to direct
subordinates to take action within the scope of
the supervisor's position
The ability to exert influence in the
organization beyond authority
26
Sources of Power

• Position power
• Coercive power
• Reward power
• Expert power
• Referent power
• Information power
• J.P. French and B. Raven The Bases of Social
  Power

27
Governance

• The framework of accountability to users,
  stakeholders and the wider community, within
  which organisations take decisions, and lead and
  control their functions, to achieve their
  objectives
• Audit Commission 2003

28
MASH Governance Model
Chief Executive LA DCS LA
Local Safeguarding Children Board
MASH Local Delivery Group Strategic Leaders All
Partners
Audit/Scrutiny
Operational Steering Group (All Partners
represented operational staff)
29
Key Elements

• Effective leadership to establish vision and
  clarity
• Open and honest culture
• Supporting accountability through systems and
  processes eg financial management
• External focus on needs of service users and the
  public

30
Managing Difference

• Importance of accepted escalation process to
  resolve professional difference
• LSCB protocols
• Pan London Guidance as overarching framework

31
What is collaboration?

• The goal is to achieve more than individual
  partners can achieve on their own
• Need to consider
• Building trust
• Positive expectations
• Shared agenda and vision
• Easily said but not always easily done!

32
Next Steps

• Reflecting on learning from today...
• What messages will you take away?
• What might you do differently?