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Recipe for

Self-Led Teams Visit www.culturechangenow.com Study the resource pages for great ideas for growing your team.

INGREDIENTS:

• HIGH INVOLVEMENT (Seeking & Following Direction From The Residents) • SHARING LEADERSHIP (Vision & Commitment, Code Of Conduct) • BUILDING SKILLS (The Learning Circle, meeting formats, listening) • DOING REAL WORK AS A TEAM • MAKING DECISIONS • GROWING TRUST OVER TIME (Talk, Reflect, Decide, Act, Review, Reshape) • RESPECTING AND RESOLVING CONFLICT Gently gather everyone around the vision, seek their experience and wisdom;

sprinkle with a dash of wild ideas to deepen enjoyment. Knead in the new approach of shared leadership. As empowerment grows, begin the real work. Make Decisions together -‐ Trust will follow. As the self-‐led team rises, it’s time to bake to

perfection. No need to cool before devouring with pleasure. And remember, a little pinch of respectful conflict will awaken the senses, enhance the flavors and subtly enrich the diversity. Share a good daily life! Guides: Megan Hannan, Action Pact

Susan Misiorski, PHI

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High Involvement Envision Home & Household Remember the principles: home – where residents direct their own lives. Where daily life is a pleasure, even when frail. The little moments of the day, residents’ daily pleasures are important. Quality of life as well as quality of care.

Grow your team leadership to reflect these values.

Organizational structure should be decentralized and allow work flow to be reflective of home – people helping each other, and enjoying the residents. Involving residents’ families as well.

Daily Pleasures Resident: __________________ Family member -‐ (if interviewed:) __________________ Interviewed by: _______________ Ask the Resident if you can take a few minutes to ask a couple of questions. Explain to the Resident that the team is trying to solve problems and find solutions to make daily life more satisfying. Say to the Resident: We all have “daily pleasures” that help us get through our day -- things that are important to us -- that make our day unique and pleasurable -- it could be that first cup of coffee in the morning, or walking the dog, or working in the garden, or watching a certain show on T.V.

Ask the following questions, writing out there replies. 1.) Before you came to live here - what were some of your daily pleasures? (list as many as they share.) 2.) Are you still able to enjoy that daily pleasure here? 3.) If not, why not. (list the discussion on each pleasure.) 4.) Thinking about the little things in your day, what do you enjoy the most about each day here? 5.) What little things would make your life here more enjoyable? 6.) Is there anything that we could do, as a team, to make your life happier? 7.) Would you be willing to attend one of our Team Meetings to talk about this and help us make it

Step One:

Find out what each of the Residents would like using the interview questions above.

Step Two:

Discuss our interviewing experiences at the next team meeting -- review the daily pleasures requested and set up a schedule to invite Residents to come to the team meetings to share their requests.

Step Three:

Invite the residents for a future meeting.

Step Four:

Involve the Residents at the meeting in helping us come up with solutions.

©Action Pact, LLC 2011

Within these smaller households, we can see how we could all be highly involved and genuinely responsive to the residents’ needs. Together we could plan for daily life that includes daily pleasures for residents, genuine participation and satisfaction of staff, and more enjoyable involvement from family and volunteers. These satisfying routines would weave together memorable moments and meaningful social occasions -‐-‐ all indicators of a healthy community.

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Self-‐led team

To be a self-led team you MUST have ARIA*

Authority -‐ commission the team with a mission or purpose statement

Resources and Boundaries – establish the parameters, identify the goals and provide the resources

Information -‐ link in to all needed information and communication systems

Accountability – hold the team accountable

Adapted from Self-‐Directed Work Teams by Kimball Fisher

+ Begin to grow toward Self-‐led Teams by Creating a climate of shared leadership

Work toward 100% Involvement Use Learning Circles Adapt a Meeting Model that is used throughout the organization Invite others to sit at the decision-‐making table Use Weighted Voting and other Quality techniques to engage everyone

from In Pursuit of the Sunbeam by Steve Shields and LaVrene Norton

Methods of Shared Leadership


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Building Skills – The Learning Circle

Action Pact

Everyone sits in a circle without tables or other obstructions blocking their view of one another. One person is the facilitator to pose the question or issue. (The question and facilitator may have been determined ahead of time by the team/individual planning the circle. If a universally negative response to a question is predicted, consider shaping the question into two parts. For example: “Share one thing that worries you and one thing that excites you about...”)

Be aware that emotional topics can be overwhelmingly in large circles. If the facilitator believes a question will elicit strong feelings of sadness, depression, grief, or anger limit the number of participants to 8-10 and keep them apprised of the time allotted for the circle so they may adjust themselves emotionally. Keep the time per person fairly short (30 seconds is good.) Remember you will be opening it up for discussion immediately after, and it does not take too long to share the feeling. The interpretation or the reasons why would, in this circumstance, be better in general discussion so that people may support, motivate, placate, and cheer as needed.

The facilitator poses the question or issue and asks for a volunteer. A volunteer in the circle responds with his/her thoughts on the chosen topic. The person sitting to the right or left or the first respondent goes next, followed one by one around the circle until everyone has spoken on the subject without interruption.

No cross talk. The facilitator should have made this rule clear at the beginning so that they do not need to interrupt often to enforce the rule of no talking across the circle. (Involuntary laughter and simple words of empathy should not be quelled. But others may not add their thoughts or opinions on an issue until it is their turn to speak.)

One may choose to pass rather than to speak when their time comes. But after everyone else in the circle has had their turn, the facilitator goes back to those who passed and allows each one the opportunity to respond. Of course no one is forced to speak, but there is the expectation that they will. (Usually, they do respond with gentle encouragement from the facilitator who may need to prompt the talkative to hold their tongue.)

Open general discussion on the topic after everyone has had a chance to speak. While on the surface, the Learning Circle is simply a common sense technique for organizing meetings; there are subtle, underlying forces (of sharing, respect, and broadening one’s perspective) at work that yield astounding results. 2 0 0 1 A ction Pact, LLC . Perm ission i s g r a n t e d to reprint th is one-page handout for use w ithin indi v idual long-term care faci l it ies. A l l other uses - inclusion in publ ications - or as par t of m aterials m ade or distributed for com m ercial ad vantage requires w ritten perm ission from A ctio n Pact, Inc. 4 1 4 -2 5 8 -3 6 4 9 . Visit w w w.culturechangeno w.com for additional helpful r e s o u r c e s a n d tools.

Participants: Participants may include workers, residents, family, and community members or any combination thereof. The ideal number of circle participants is 10-15. If more than 20 are involved, consider suggesting that everyone limit their responses to a sentence or two.

Goal: To develop common ground and mutual respect among the diversity of the nursing home residents, direct care givers, families, management, different departments, and professions.

Rules for the Learning Circle

www.culturechangenow.com

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Put on your Green Hat of creativity and consider the Barrier.

Think wild and crazy to come up with a solution.

For more information read Six Thinking Hats by Edward de Bono www.debonogroup.com/six_thinking_hats.ph

Put on your White Hat and look at the information that you have available. Look for gaps in knowledge, holes in logic.

Put on your Yellow Hat and approach the barrier with optimism. Look to how the barrier could actually work for you. Be of value.

Put on your Blue Hat for process thinking. What high involvement process could we put into place that would demolish the barrier.

EXERCISE #1: How do you make decisions? Each team should find a place to meet. Go around the circle and each person shares what HAT you typically wear. What other hat would you like to wear once in awhile. As a full team have a discussion about the value of a full variety of color hats in a healthy team. Give examples from your real life where possible. EXERCISE #2: Barriers to creating home? Choose from one of top barriers as prioritized by your previous weighted voting team. List Barrier your team has chosen ____________________________ Use ‘Six Hats’ Technique to try to understand this Barrier in all its complexities. Have Fun. Rapidly think of each hat color and what it might mean to better understand the barrier you have chosen.

Put on your Red Hat and look at the problem with intuition, guts

and emotion. How will other people react emotionally?

Put on your Black Hat and look at all the bad points! See what won’t work. Be your own devil’s advocate.

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Growing Trust Over Time Use this page as a self-‐evaluation; as points for team discussion; as a means of making

progress in the growth of shared leadership with the team.

MY STRENGTHS HOW I MIGHT GROW Grow Awareness in Self & Others

How do I want to grow to do my job better? How do I want to grow to be a better team member? What new skills/ training would I like?

Inspire & Motivate through Story

Am I good at telling stories? Do I listen to others? Do I take time to listen to residents? Would I like to get better at making people laugh?

Shape a Vision Together

Am I good at talking about our Neighborhoods? Am I good at talking about the future households? Do I need practice to be better at it? Do I need to hear more about households? Do I need to see other households?

Involve Elders, Families, Staff

High Involvement takes more time and effort and a willingness to consider others’ ideas and solutions. I should ask: What do you think? How can you help us? How do (did) you do this at home?

Build Community, Create Team

Leaders build spirited teams. In healthy teams people help each other, ask others what they need, laugh and have fun together, make the residents smile and connect. Team members need to talk respectfully but also be honest and give feedback. A few team members should be good at helping to resolve conflicts. What could I do to be a better team player?

Show the Way by Walking the Talk How do I set an example? How many times a year do I spend time on third shift? How often do I work alongside front-‐line staff? Am I CNA certified? Do I do Rounds outside my own discipline or do we consider that ‘walking on each others’ toes?’ Do I role model good practice when I do rounds? Have I ever been taught to do rounds? Do I have a personal philosophy about rounds? What is it?


Respecting, Managing & Resolving Conflict

1. Treat the other person with respect

2. Listen and restate to the other person’s satisfaction;

(Carl Rogers’ Rule: Each person can speak for himself only after he has first restated the ideas and feelings of the previous speaker accurately and to that speaker’s satisfaction.) and...

3. Briefly state your own Point of View. (You’ve earned your right to, after Step #2) A. State your point of view briefly; B. Avoid loaded words C. Say what you mean and mean what you say; and D. Disclose your feelings: 1. Describe the behavior; 2. Share your feelings; 3. Indicate the cost of the behavior.

The above was adapted from People Skills by Robert Bolton.

METHODS OF MANAGING CONFLICT Denial or Withdrawal

Suppression or Smoothing Over

Power or Dominance

Compromise or Negotiation

Collaboration

YOUR NOTES:


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