Multidisciplinary working and communication Andrew Hoy and Anne Arber 6:4:11
Learning objectives <ul><li>Understand the nature of  “contribution” in effective team working in a variety of healthcare ...
Learning objectives (cont.) <ul><li>Investigate methods of handling conflict in the workplace </li></ul><ul><li>have pract...
Team composition <ul><li>Determined by need to achieve task </li></ul><ul><li>Obligation to perform in a multidisciplinary...
Group behaviour <ul><li>Size </li></ul><ul><li>Leadership </li></ul><ul><li>Nature of task </li></ul><ul><li>Cohesiveness ...
Group norms <ul><li>Forming </li></ul><ul><li>Storming </li></ul><ul><li>Norming </li></ul><ul><li>Performing </li></ul><u...
Group development <ul><li>Undeveloped : feelings avoided, objectives uncertain, leader takes most decisions </li></ul><ul>...
The Myers-Briggs Type Indicator® <ul><li>There are  four  scales with a preference at each end – </li></ul><ul><li>E - I  ...
The Myers-Briggs Type Indicator® <ul><li>Extraverted(Es)  Introverted(Is) </li></ul><ul><li>Sensing People(Ss)  Intuitive ...
Belbin’s analysis <ul><li>Nine categories: </li></ul><ul><ul><li>Plant </li></ul></ul><ul><ul><li>Resource investigator </...
Belbin Team-roles 1 <ul><li>Plant </li></ul><ul><ul><li>Creative, imaginative, unorthodox. Solves difficult problems. </li...
Belbin Team-roles 2 <ul><li>Co-ordinator </li></ul><ul><ul><li>Mature, confident, a good chairperson. Clarifies goals, pro...
Belbin Team-roles 3 <ul><li>Monitor Evaluator </li></ul><ul><ul><li>Sober, strategic, discerning. Sees all the options. Ju...
Belbin Team-roles 4 <ul><li>Implementer </li></ul><ul><ul><li>Disciplined, reliable, conservative and efficient. Turns ide...
Belbin Team-roles 5 <ul><li>Specialist </li></ul><ul><ul><li>Single minded, self-starting, dedicated. Provides knowledge a...
Spot the Role – 1 <ul><li>If you are good at bringing out and using people's skills and talents, promoting teamwork and fo...
Spot the Role – 2 <ul><li>If you are good at being able to see the pros and cons of a course of action, or to judge where ...
Spot the Role – 3 <ul><li>If you enjoy giving new suggestions and coming up with new ways of doing things, what might be y...
Spot the role - 4 <ul><li>If you enjoy problem solving and getting your head down in a task. You get real satisfaction whe...
Spot the role - 5 <ul><li>You have always been interested in electronics and computers. You build your own but you insist ...
Spot the role - 6 <ul><li>You enjoy filing notes, organising clinics and clerical tasks such as photocopying. You are tea ...
Adair Task Team Individual
Adair’s leadership domains <ul><li>Task  Definition </li></ul><ul><li>Team  cohesion and function </li></ul><ul><li>Indivi...
Why do teams get into difficulties? <ul><li>lack of clarity or mutual understanding of roles </li></ul><ul><li>lack of str...
Assertiveness <ul><li>I am assertive </li></ul><ul><li>You are aggressive </li></ul><ul><li>He or she is downright hostile...
Assertiveness An inter-professional example
Assertiveness <ul><li>“ Assertiveness is about being  firm  and  caring . </li></ul><ul><li>Firm  because you feel somethi...
Assertiveness <ul><li>It can be stressful not to have the skills to say what you want and communicate clearly with other p...
How to be Assertive <ul><li>First decide what you want. If you omit this stage it will cause confusion </li></ul><ul><li>S...
Thank you for listening <ul><li>Any questions? </li></ul>
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MCO 2011 - Slide 32 - A. Hoy - Joint medics and nurses spotlight session - Multidisciplinary working and communication skills

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  • Hi there
    Please may I be emailied a copy of this to help me to develop a simular course, as part of a communications skills programme for NHS staff. Thanks David
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MCO 2011 - Slide 32 - A. Hoy - Joint medics and nurses spotlight session - Multidisciplinary working and communication skills

  1. 1. Multidisciplinary working and communication Andrew Hoy and Anne Arber 6:4:11
  2. 2. Learning objectives <ul><li>Understand the nature of “contribution” in effective team working in a variety of healthcare settings </li></ul><ul><li>understand the reasons why people behave as they do in the workplace </li></ul><ul><li>understand the principle and strategies of negotiation and achieving win:win </li></ul>
  3. 3. Learning objectives (cont.) <ul><li>Investigate methods of handling conflict in the workplace </li></ul><ul><li>have practical model of assertive behaviour which can be applied to a diversity of situations </li></ul><ul><li>understand different leadership theories and their application in practice </li></ul>
  4. 4. Team composition <ul><li>Determined by need to achieve task </li></ul><ul><li>Obligation to perform in a multidisciplinary team </li></ul><ul><li>Heterogeneity of personality and aptitude </li></ul><ul><li>Meyer-Briggs, Belbin or other? </li></ul><ul><li>‘ Composition’ must be understrood to maximise ‘contribution’ </li></ul><ul><li>Group behaviour </li></ul>
  5. 5. Group behaviour <ul><li>Size </li></ul><ul><li>Leadership </li></ul><ul><li>Nature of task </li></ul><ul><li>Cohesiveness </li></ul><ul><li>Environment </li></ul><ul><li>Nature/motivation of members </li></ul><ul><li>Individual roles </li></ul><ul><li>Group norms </li></ul>
  6. 6. Group norms <ul><li>Forming </li></ul><ul><li>Storming </li></ul><ul><li>Norming </li></ul><ul><li>Performing </li></ul><ul><li>Adjourning </li></ul>
  7. 7. Group development <ul><li>Undeveloped : feelings avoided, objectives uncertain, leader takes most decisions </li></ul><ul><li>Experimenting : issues faced more openly, listening, temporarily introspective </li></ul><ul><li>Consolidating : personal interaction established on a cooperative basis, task clarified, objectives agreed, tentative procedures </li></ul><ul><li>Mature : feelings open, wide range of options, methodical working, leadership contributory, individuals flexible, group recognises responsibility to rest of organisation </li></ul>
  8. 8. The Myers-Briggs Type Indicator® <ul><li>There are four scales with a preference at each end – </li></ul><ul><li>E - I for interacting ; </li></ul><ul><li>S - N for attending ; </li></ul><ul><li>T - F for deciding ; </li></ul><ul><li>J - P for living . </li></ul><ul><li>These produce 16 different types. </li></ul>
  9. 9. The Myers-Briggs Type Indicator® <ul><li>Extraverted(Es) Introverted(Is) </li></ul><ul><li>Sensing People(Ss) Intuitive People(Ns) </li></ul><ul><li>Thinking People(Ts) Feeling People(Fs) </li></ul><ul><li>Judging People(Js) Perception People(Ps) </li></ul>
  10. 10. Belbin’s analysis <ul><li>Nine categories: </li></ul><ul><ul><li>Plant </li></ul></ul><ul><ul><li>Resource investigator </li></ul></ul><ul><ul><li>Coordinator </li></ul></ul><ul><ul><li>Shaper </li></ul></ul><ul><ul><li>Monitor evaluator </li></ul></ul><ul><ul><li>Teamworker </li></ul></ul><ul><ul><li>Implementer </li></ul></ul><ul><ul><li>Completer finisher </li></ul></ul><ul><ul><li>Specialist </li></ul></ul><ul><li>Characteristics </li></ul><ul><li>Advantages/disadvantages </li></ul>
  11. 11. Belbin Team-roles 1 <ul><li>Plant </li></ul><ul><ul><li>Creative, imaginative, unorthodox. Solves difficult problems. </li></ul></ul><ul><ul><li>Ignores incidentals. Too preoccupied to communicate effectively. </li></ul></ul><ul><li>Resource Investigator </li></ul><ul><ul><li>Extrovert, enthusiastic, communicative. Explores opportunities. Develops contacts. </li></ul></ul><ul><ul><li>Over-optimistic. Loses interest once initial enthusiasm has passed. </li></ul></ul>
  12. 12. Belbin Team-roles 2 <ul><li>Co-ordinator </li></ul><ul><ul><li>Mature, confident, a good chairperson. Clarifies goals, promotes decision-making, delegates well. </li></ul></ul><ul><ul><li>Can be seen as manipulative. Offloads personal work. </li></ul></ul><ul><li>Shaper </li></ul><ul><ul><li>Challenging, dynamic, thrives on pressure. The drive and courage to overcome obstacles. </li></ul></ul><ul><ul><li>Prone to provocation. Offends people’s feelings. </li></ul></ul>
  13. 13. Belbin Team-roles 3 <ul><li>Monitor Evaluator </li></ul><ul><ul><li>Sober, strategic, discerning. Sees all the options. Judges accurately. </li></ul></ul><ul><ul><li>Lacks drive and ability to inspire others. </li></ul></ul><ul><li>Teamworker </li></ul><ul><ul><li>Co-operative, mild, perceptive and diplomatic. Listens, builds, averts friction. </li></ul></ul><ul><ul><li>Indecisive in crunch situations. </li></ul></ul>
  14. 14. Belbin Team-roles 4 <ul><li>Implementer </li></ul><ul><ul><li>Disciplined, reliable, conservative and efficient. Turns ideas into practical actions. </li></ul></ul><ul><ul><li>Somewhat inflexible. Slow to respond to new possibilities. </li></ul></ul><ul><li>Completer Finisher </li></ul><ul><ul><li>Painstaking, conscientious, anxious. Searches out errors and omissions. Delivers on time. </li></ul></ul><ul><ul><li>Inclined to worry unduly. Reluctant to delegate. </li></ul></ul>
  15. 15. Belbin Team-roles 5 <ul><li>Specialist </li></ul><ul><ul><li>Single minded, self-starting, dedicated. Provides knowledge and skills in rare supply. </li></ul></ul><ul><ul><li>Contributes on only a narrow front. Dwells on technicalities. </li></ul></ul>
  16. 16. Spot the Role – 1 <ul><li>If you are good at bringing out and using people's skills and talents, promoting teamwork and focusing that work on the objectives, what might your role be? </li></ul><ul><li>Monitor evaluator </li></ul><ul><li>Plant </li></ul><ul><li>Resource investigator </li></ul><ul><li>Shaper </li></ul><ul><li>Co-ordinator </li></ul>
  17. 17. Spot the Role – 2 <ul><li>If you are good at being able to see the pros and cons of a course of action, or to judge where processes are not working well, what might be your role? </li></ul><ul><li>Co-ordinator </li></ul><ul><li>Monitor Evaluator </li></ul><ul><li>Plant </li></ul><ul><li>Resource Investigator </li></ul><ul><li>Shaper </li></ul>
  18. 18. Spot the Role – 3 <ul><li>If you enjoy giving new suggestions and coming up with new ways of doing things, what might be your role? </li></ul><ul><li>Team worker </li></ul><ul><li>Implementer </li></ul><ul><li>Plant </li></ul><ul><li>Resource Investigator </li></ul><ul><li>Shaper </li></ul>
  19. 19. Spot the role - 4 <ul><li>If you enjoy problem solving and getting your head down in a task. You get real satisfaction when a job is finished. </li></ul><ul><li>Teamworker </li></ul><ul><li>Implementer </li></ul><ul><li>Completer Finisher </li></ul><ul><li>Specialist </li></ul>
  20. 20. Spot the role - 5 <ul><li>You have always been interested in electronics and computers. You build your own but you insist on purchasing the hardware for the whole department. </li></ul><ul><li>Teamworker </li></ul><ul><li>Implementer </li></ul><ul><li>Completer finisher </li></ul><ul><li>Specialist </li></ul><ul><li>Shaper </li></ul>
  21. 21. Spot the role - 6 <ul><li>You enjoy filing notes, organising clinics and clerical tasks such as photocopying. You are tea total and always eat lunch with the same friends. </li></ul><ul><li>Completer finisher </li></ul><ul><li>Implementer </li></ul><ul><li>Plant </li></ul><ul><li>Co-ordinator </li></ul><ul><li>Shaper </li></ul>
  22. 22. Adair Task Team Individual
  23. 23. Adair’s leadership domains <ul><li>Task Definition </li></ul><ul><li>Team cohesion and function </li></ul><ul><li>Individual development </li></ul>
  24. 24. Why do teams get into difficulties? <ul><li>lack of clarity or mutual understanding of roles </li></ul><ul><li>lack of structure of the team or task clarity </li></ul><ul><li>no clear shared vision and explicit goals </li></ul><ul><li>inadequate resources </li></ul><ul><li>poor organisational climate </li></ul><ul><li>poor/lack of leadership </li></ul><ul><li>perceived inequalities </li></ul>
  25. 25. Assertiveness <ul><li>I am assertive </li></ul><ul><li>You are aggressive </li></ul><ul><li>He or she is downright hostile </li></ul>
  26. 26. Assertiveness An inter-professional example
  27. 27. Assertiveness <ul><li>“ Assertiveness is about being firm and caring . </li></ul><ul><li>Firm because you feel something is important </li></ul><ul><li>Caring enough to say so no, before you build up resentments and anger that will be used to punish yourself or others.” </li></ul>
  28. 28. Assertiveness <ul><li>It can be stressful not to have the skills to say what you want and communicate clearly with other people. </li></ul><ul><li>It may be stressful for other people as they don’t know where they stand with you. </li></ul><ul><li>If you know how to be assertive you can choose not to be. </li></ul>
  29. 29. How to be Assertive <ul><li>First decide what you want. If you omit this stage it will cause confusion </li></ul><ul><li>Say what you want clearly and specifically </li></ul><ul><li>Support what you say with your non-verbal communication </li></ul><ul><li>Don’t be manipulated or side tracked. May need to repeat yourself </li></ul><ul><li>Listen to the person they have a right to their point of view </li></ul><ul><li>Aim to win:win. Being assertive isn’t about getting what you want all the time. When two brains work cooperatively on a problem you can aim for a workable compromise. </li></ul>
  30. 30. Thank you for listening <ul><li>Any questions? </li></ul>

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