Reflective Essay on Teamwork

reflective Essay on aggroupworkThis essay will critic altogethery reflect on the surgical subprogram of congregationwork, sort fuckment and preeminent each(prenominal) issues pertinent to the mapping of the SCPHN. Barr and Dowding (2008) avouch the necessity for leaders to critically reflect impressively, in society to raise their aw beness and nucleus transpose where postulate. Densten and Gray (2001) prevail this view, adding that lead vexment depends on active reflection.A peer encyclopaedism assembly (PLG) of louvre was formed their goal to cite an ara for channelize deep down their intrust, justified by available evidence, and to formulate a envision of implementation. Our group was a mix of aim health and District view as SCPHN students, which made it more difficult to localize a common motley initiative. How of all time, our group overcame this obstacle and identified low staff morale in the workplace as an atomic number 18a to consider for variety. A literature lookup revealed this to be a feasible initiative. The work of the PLG was to be rejoined to an audience of peers by a presentation. We aptly named our police squad The Motivators.Sullivan potpourri (2010) distinguish groups from police squads and discuss the image of how groups argon transformed into teams, and the necessity for a thorough understanding of this process for sound team leadership and heed. Morhman et al (1995) define a team as a group of individuals works together to produce a product or service for which they are all mutually accountable. They realise a shared goal and are interdependent in its accomplishment, their interactions producing the corporal result. It is begd that groups differ in that they set their tasks independently of each different and any(prenominal) judgment of convictions as easily competitively (Sullivan Garland, 2010).It has been proffered that working in diminutive teams is conducive to strong readi ng and take ups collaboration and co-operation (Will, 1997). Conversely, Topping (2005) adopts a cynical stance by implying that the application of peer erudition strategies by educational establishments is simply gathering together a group of individuals and hoping for the best. Co-operative learning is s care to reinforce learning amongst group members through discussion and peer review, while collaborative learning is accessiblely constructed knowledge assuming the negotiation of the individuals different perspectives (Will, 1997). In mold to fulfill a goal it is essential that teams work cooperatively (Sullivan Garland, 2010). Further, Clements et al (1997) cite collaboration as the foundation of a wellnessy team and together with strong communication is pigment to producing high quality results. Parker (2008) consults that working collaboratively requires a clear objective and a consensus of opinion when decision qualification DFES (2004) reiterate the aspect of s hared obligation in collaborative working.My get PLG worked both collaboratively and co-operatively, facilitated and evidenced by a readiness to assume roles within the team, maintaining communication links, regular meetings and the sharing of information resources and themes. The perspective offered by Slavin (1996) is that of social cohesion peers helping each different because they call for each to come through. This idea is applicable to my PLG as our presentation was assessed as a joint effort. Sullivan Garland (2010) maintain that strong group cohesiveness fosters greater personal financial backing and cooperation amongst the group, which again was evident in our group. However, Slavin (1996) acknowledges the constraints of learning in this manner as each team member has limited time/exposure to the new(prenominal) members learning topic. Because our group had different timetables we experienced difficulties meeting up, however we overcame this by maintaining contact vi a e mail. Oliver (2006) acknowledges the complications that burn arise in team-work and Eisenhardt (1997) stresses the need for stableness when aspiring to produce optimum performance.Tuckman, (1965) offered a model comprising four branchs, advocating this as the i treat group- decision making process. Adair (2004) purports it to be a problem answer toolkit.Forming this did not present us with a problem as we all knew each other. From forming as a group we evolved quickly intoStorming this demonstrate enabled the team to grow. We identified an area for swap, which was limited by our mixed professional group, and aforethought(ip) our immediate work schedule. We completed a SWOT analysis to identify the strengths and weaknesses we envisaged in implementing the change. No one was immediately willing to take on the mantle of leader so we unanimously elected the person who had ab initio proposed the change initiative. We exchanged contact details, agreed a time becharm and arran ged our next meeting.Norming is said to occur when the team has move uped pull and are working toward a common goal (Adair, 2004). At this time it is likely that some members will forgo their own ideas in order to progress the team function. In this stage all members assume responsibility for the success of the team goal. I was fortunate to belong to a group that worked well together and were well motivated. Due to this degree of co operation we passed through to the net phase quicklyPerforming At this stage we worked cooperatively on delegated tasks maintaining contact frequently between meetings. We offered each other support and encouragement throughout the process and our team leader promote contact and mutual support. body process learning (AL) has been defined as a continual process of learning and reflection which is supported by colleagues with the net aim of accomplishing a goal (McGill Beaty, 2001). It has a bottom up salute and is said to promote mental home rather than simply change (Pryjmachuk, 1996). In essence this is what our group did by coming together to decoct on the issues of individual group members and reflecting on them, the group were enabled to proceed with their planned action. pusher (2008) describes AL as an approach to problem solving whereby individuals are enabled to develop and form relationships that mull to enhance the change process. The relationship between look and innovation was highlighted by Lord Darzi (2007).Most organisations are concerned with effective team working and it is accepted that factors affecting team performance are multi-faceted (McGill Beaty, 2001). Empirical studies suggest the soundity of Belbins Self -Perception Inventory (SPI) (Aritzeta et al, 2005). Belbin (1981) developed the SPI to identify the behavioural characteristics of individuals within a team, thus enabling the earthly concern of effectively functioning teams through a creative and appropriate mix (Broucek Randell, 1996). An Observers sound judgement (OA) which was later introduced has further increased validity (Belbin, 1994). . Although the tool has received reproach (Furnham et al, 1993), Belbins defence was that the tool was not intended as a psychometric instrument (Belbin, 1993b). Our group used a version of the tool (Foundation of arrest leadership, 2011) as a learning experience to identify our roles within the team. I emerged as Supporter and Questioner in equal measure virtually followed by Finisher ( supplement ). In Belbins SPI this would equate to squad worker, Monitor jurist and Completer-Finisher. A supporter of Belbin theory suggests that greater control is achieved through the top executive to forecast team attitudes (Fisher et al, 2000). I was surprised at how accurate this was for myself although I would not entirely agree. Although we didnt use the SPI to assess the characteristics of our team prior to commence the project, it was an interesting and informative task to un dertake. It happened that we had a mix of characteristics within our team which perhaps accounted for our collaborative cooperation. However, it has been argued that Maslows Hierarchy of Needs Model favours the management of organisational dynamics as it maintains demand through the desire to achieve (Burnes, 2004).The current re-design of the health service requires a willingness and ability to adapt to change ( land for macrocosm and Improvement, 2011). Efforts to contrive change are unanimously said to be fraught with quarrels (Parkin, 1997 MacFarlane et al, 2002), although McWilliam and Ward-Griffin, 2006 Darzi, 2007) argue that healthcare workers gain both the mandate and the potential to lead and effect change initiatives. One of the major challenges to change is seen as resistance, which is said to have both positive and negative effects and to be expected by managers implementing change (Sullivan Garland, 2010). Waddell and Sohal (1998) insist that resistance to change s hould be utilised and viewed as evaluative material to reassess the proposed change. Pederit (2000) found resistance to reveal valid concerns about proposed change worthy of reconsideration.Bovey and Hede (2001) argue that resisting change is a inwrought human behaviour and un emptyable. Fisher Savage (1999) identify through in the flesh(predicate) Construct Theory, a model of personal change The Transition turn (Appendix ), which identifies a process individuals may go through in the passageway period of change. Similarly, the stages of grief identified by Kbler Ross (1969) (Appendix ) are also applied to the process of change, although Connor (1998) adapted the sequence in his Cycle of blackball Response as he argued the emotions involved in change are little intense. change over is recognised as unsettling so it is logical that the change agent be a settling influence. A theory Y style of management is thought to aid change through its liberating and developmental aspe cts McGregor espoused the theory that control, movement and improvement are accomplished through enabling, empowering and grown responsibility (Appendix ).There appears to be a lack of distinction between resistance and employment in some of the literature (Parkin, 2009). Parkin differentiates the two by stating the more aggressive and emotional nature of date. Our PLG was fortunate in not encountering any conflict at all DiPaola and Hoy (2001) suggest that large, respective(a) groups have a greater potential for conflict through the wider differences in objectives and perspectives. As our group was small with common interests and goals, areas for conflict should be minimal. Chuang et al (2004) supports this when arguing that the shared values of nurses promotes greater tolerance and respect, although it has been said that as a group, nurses are apt to avoid conflict to the detriment of effective change implementation (Valentine, 2001). However, Anderson (2005) argues the limit less potential for conflict amongst any group, small or large.Historically, conflict has been viewed as having a negative impact collectable to the tensions it creates (Medina et al, 2005) but it has also been asserted that conflict commode also make headway team performance (Jehn, 1995). McAdam (2005) suggests that conflict can be both positive, lead to innovative results or destructive, which hinders innovation. It therefore follows that conflict is better managed rather than resolved. Bruce and Wyman (1998) suggest conflict can be channelled by good management into creativity and positive outcomes. It is important that learning opportunities are not missed through avoiding conflict (Fagan, 1985). Working through conflict can create raise understanding, increased motivation and lead to more effective working (Sullivan and Garland, 2010). Crawley and graham (2002) describe the benefits of healthy conflict as culminating in providing a driver for change.Nicholson (2011) asse rts that leaders can create conditions to either hinder or aid innovation and Bruhn (2004) reiterates this when arguing that leaders set the limits of success by how they manage change. Innovation is currently the popular term within healthcare organisations, implying change with a positive thrust (Parkin, 2009), Pryjmachuk (1996) also supports this reasoning when stating that innovations are seen as welcome, while change is not. Reid (2009) stated the legal obligation on strategical Health Authorities to promote innovation. Conversely, research suggests change in any(prenominal) form remains unpopular, causing stress and conflict (Stewart ODonnell, 2007). The literature abounds with a multiplicity of change strategies ranging from the dictatorial approach of controlling to those which embrace the involving icon (Dunphy and Bryant, 1996 692).The Motivators identified Lewins ( 1951) three step approach to change management as an appropriate model to manage the identified change. T he model has been dismissed as outdated and simplistic (Dawson, 1994), but according to Burnes (2004) criticism is based on a narrow interpretation of the model. The model should be viewed alongside the other members of the planned approach field of operation Theory Group Dynamics and process Research, which combine to create a robust model (Burnes, 2004b Darwin et al, 2002) and involvesUnfreezing is said to refer to reducing the behaviours that maintain the present situation and recognition of the need for change to effect improvement (Goppee Galloway, 2009). Good communication is a vital element at this stage good practice would ensure those likely to be affected by the change agree, or at least are cognisant of the need for change (Kotter and Cohen, 2002 Curtis and White, 2002). Involving people in all aspects of the homework and implementation of the change discourages resistance (Curtis and White, 2002). A Gantt chart was developed as a tool to provide a timeframe/schedule for implementing and evaluating the proposed change as advocated by Borril et al (2001) (Appendix ).Moving The Gantt chart would provide a good example for revision and review of the change. It would be advisable to check that all those involved with the change are clear and informed about the change and that all other professionals involved are fully aware (Goppee and Galloway, 2009).Refreezing refers to the stage when the change has been accepted both emotionally and intellectually by colleagues. The change should be stabilised and reinforced through mechanisms of support such as constitution and resources, as appropriate (Goppee and Galloway, 2009). Evaluation of the change is essential evidence dictates that successful, well performing teams are characterised by the use of measurement in back up improvement (Darzi, 2008). The use of measurement, benchmarking, and audit are recommended as a mover of guiding local improvement and innovation (NHS, 2008., Care Quality Commissio n, 2009,. DH, 2008). Pre and bet on change data collection is also considered a valuable elbow room of evaluating a change (DH, 2009 Cooper and Benjamin, 2004).For change to actually happen requires effective leadership (Darzi, 2009). As SCPHNs, cultivation of leadership skills is deemed essential to effecting change NHS (2011) assert that leadership capacity and capability can be cultivated and is a core expectation of practicing professionals (Darzi, 2009). Hogan et al (1994) would refute this, stating the trait theory of leadership whereby people are born leaders with inherent leadership characteristics which cannot be learned. Borrill and West (2001) identify leadership as critical in ontogenesis effective team working and should maximise the benefits and minimise the weaknesses within the team. Transactional leadership has been commonly used in healthcare (Curtin, 2001), mainly as it lends itself to achieving targets. It is equated by some as existence managerial in its styl e (Finkleman, 2006) with the focus be task and organisation orientated, with sparse attention to the needs of the followers. Conversely, transformational leadership is said to be universally applicable (Bass et al, 1987) inspiring followers to fail their personal interests for the good of the group or organisation.We identified the transformational approach as the most appropriate one for both our team and in leading the change in the workplace, as this visionary style actively encourages and embraces innovation and change (Curtin, 2001). Bass (1998) also considers transformational leadership empowering, motivating colleagues to reach and perform to their maximum potential. Conversely Transactional leadership is thought to be inappropriate when teams are demoralised, demotivated or stressed (Stordeur, 2001)NOTES FOR CONCLUSIONNurses in the present working modality have to accept necessary changes Not only should they accept changes as they take place, but should also be constantl y reviewing working practices and being proactive in implementing changes as and when necessary. If this does not happen, nurses will have to deal with the fallout of changes imposed on nursing by othersOverall, although management skills are important and necessary, the future requires leadership to provide the dynamics essential to challenge and lead organisations into an era where management of rapid change is the necessary key for future survival. nursing leaders are ideally positioned to influence these changes and to playing period a major role in facilitating the changesTransforming Community Services dh 2009 Ambition, Action, achievementTransforming Services for Children, Young People and their FamiliesDeveloping and supporting people to design, deliver and lead high quality community serviceActions to consider in developing a social movement approach to change owned and lead by local services and practitionersTransformational change happens when those delivering care ar e motivated and inspired to do things differently.The Next act Review accent the need for a high quality workforce to deliver high quality care and introduced the healthcare professional for the 2 first century being practitioner, partner, leader. Contributors to the programme have built on the concept of practitioner, partner, leader to develop attributes for community practitioners that will generate radical improvement.Many good initiatives swag because insufficient attention is paid to the staff themselves and the actions needed to create the climate in which the desired attributes can ensure success. Organisations implementing change will want to consider how they promote such attributes in their own workforce, and the action needed on a number of fronts. How staff are educated and trained, managed and led, how services are commissioned and regulated, and how performance is monitored, can all contribute to the creation of a positive, enabling culture in which staff constant ly assay to improve safety, effectiveness and experience of care. Conversely, the same factors can mitigate against empowerment, motivation and personal accountability, reducing the likelihood of success.Social movementA group of people with a common ideology who try together to achieve certain general goals features includeEnergyMassPace impulsionPassionCommitmentSpreadSustainabilityReferencesADAIR, J. (2004) The Concise Adair on Leadership capital of the United Kingdom Thoroughgood.ANDERSON, E. (2005) Approaches to conflict resolution. British Medical journal Vol. 331 (7512) pp.334-336.ARITZETA, A., SWAILES, S. and SENIOR, B. (2005) Research Memorandum. Team Roles psychometric evidence, construct validity and team building. Centre for care and Organisational accomplishment blood School University of HullBARR, J. DOWDING, L. (2008) Leadership in Healthcare. capital of the United Kingdom keenBASS, B. (1998) Leadership and performance beyond expectations impertinently York Fre e PressBASS, B., WALDMAN, D., AVOLIO, B. and BEBB, M. 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Winter 1997.Appendix 5Five stages of grief Elisabeth Kbler Ross1 defenseDenial is a conscious or unconscious refusal to accept facts, information, reality, and so on, relating to the situation concerned. Its a defence mechanism and perfectly natural. Some people can compel locked in this stage when dealing with a traumatic change that can be ignored. Death of course is not particularly easy to avoid or evade indefinitely.2 AngerAnger can unmingled in different ways. People dealing with emotional upset can be angry with themselves, and/or with others, especially those close to them. Knowing this helps economize detached and non-judgemental when experiencing the anger of someone who is very upset.3 Bargainingtraditionally the bargaining stage for people facing death can involve attempting to bargain with whatever God the person believes in. People facing less serious trauma can bargain or seek to act a compromise. For example Can we still be friends?.. when facing a break-up. Bargaining rarely provides a sustainable solution, especially if its a matter of life or death.4 DepressionAlso referred to as preceding(prenominal) grieving. In a way its the dress rehearsal or the practice run for the aftermath although this stage means different things depending on whom it involves. Its a sort of acceptance with emotional attachment. Its natural to feel sadness and regret, fear, uncertainty, etc. It shows that the person has at least begun to accept the reality.5 Acceptance once agai n this stage definitely varies according to the persons situation, although broadly it is an indication that there is some emotional detachment and objectivity. People dying can enter this stage a long time before the people they leave behind, who essential necessarily pass through their own individual stages of dealing with the grief.Based on the Grief Cycle model first published in On Death Dying, Elisabeth Kbler-Ross, 1969. Interpretation by Alan Chapman 2006-2009.