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Developing High

Performance Teams

SAS DEVELOPMENT

CONFERENCE AND WORKSHOP

SAS DEVELOPMENT

CONFERENCE AND WORKSHOP

opportunitynowhere

WS

What do I want to

ACHIEVE or CHANGEas a result of this session?

- a useful

metaphor?

Permanent White Water (Vaill, 1996 & Covey, 2006)

ILL

The Constants

Change

Choice

Principles (Covey, 2006)

The one indisputable

fact that characterises

organisational life, is that

CHANGEis inevitable.

(Beverly Alimo-Metcalfe, 2005)

Challenges to Change

The greatest difficulty in the world is not for

people to accept new ideas, but to make them forget

their old ideas!John Maynard Keynes

‘Are you kidding? I like it here!’

“If you

want to see

change…

…be the

change

you want

to see”

Between what happens to

us and our response to it…

…..is our freedom to

choose our response

What is

a team?

A team is more than just a group of individuals who work together.

(2007)

A team is a small number of

individuals with complementary skills

committed to a common purpose,

common performance goals and an

approach for which they hold

themselves collectively accountable.

Real teams do not develop until the people in them work hard to overcome the barriers

of collective performance.

Katzenbach (1993)

Overcoming barriers to

performance is how

groups become teams.

"The best and most cost-effective

outcomes for patients and clients are

achieved when professionals work

together, learn together, engage in

clinical audit of outcomes together,

and generate innovation to ensure

progress in practice and service."

Teams possessing the following

characteristics are more effective

in delivering high quality care:

• clarity of team objectives

• high levels of participation

from all team members

• high emphasis on quality

• high support for innovationHealth Care Team Effectiveness Project (Borrill and West ,2002)

Borrill & West (2002) also found that:

Their research demonstrated a significant

relationship between the percentage of staff

working in teams and patient mortality.

Where more people work in teams, the death

rate amongst patients is significantly lower.

Individuals who worked in well functioning

or effective teams had lower levels of

stress and better mental health.

There is much to be gained by enhancing

team functioning and effectiveness!

What

„cultures & values‟

are present in a

high performing &

successful team?

Absence of

TRUST

Fear of

CONFLICT

Lack of

COMMITMENT

Avoidance of

ACCOUNTABILITY

Inattention to

RESULTS

Evidence of

TRUST

Acceptance of

CONFLICT

Increased

COMMITMENT

Clear

ACCOUNTABILITY

Attention to

RESULTS

Let‟s

Nail It!

What might I

do differently

to contribute to a

high performing /

successful team?

Final

Thoughts

WS

The Constants

Change

Choice

Principles (Covey, 2006)

Evidence of

TRUST

Acceptance of

CONFLICT

Increased

COMMITMENT

Clear

ACCOUNTABILITY

Attention to

RESULTS

Campaign Map

• 3 million people

• All Hospitals, Primary Care & Ambulance services

• Six content areas

– Leadership

– Critical Care / Rapid response

– Medicines

– Healthcare associated infection

– Surgical care

– General medical and surgical care

• Aims– To save 1000 lives

– Avoid 50,000 cases of harm

over a 2 year period (2008-2010)

• 852 lives savedby NHS staff in Wales

• More than 29,000 episodes of harm have been avertedin the first 12 months

Making a

Difference

www.1000livesplus.wales.nhs.uk

What actions will I takeas a result of this session?

People acting

together as a group

can accomplish

things that no

individual acting

alone could

bring about!

Franklin D. Roosevelt

Yes, we can!

Can we

do it?

www.ctrtraining.co.uk/resources.phpClick on SAS Development Conference