| How does a Whole System’s Approach to Teambuilding work? A Whole System's Approach to teambuilding is an effective way to help groups who are stuck. If difficult dynamics are interfering with productivity and creative problem-solving, Whole Systems work is often the answer. It involves an assessment, feedback loop, creating a safe environment, commitment for change and for focused work. It requires commitment of leaders and team members to build authentic learning organizations and evolve beyond the barriers, where many teams get stuck. Benefits • Increased commitment to change and decreased resistance. • All voices heard, all ideas, concerns, insights revealed. • Suspected problems confirmed and unsuspected problems identified. • Entire system/group is engaged in process. • Identification of and increased group awareness of resistance. • System/group is empowered to invest in and problem-solve areas of concern. • Increased and validated common database. • Consultant role models effective communication and facilitation techniques. Although the details will vary with the group and leadership goals, the following example is used to illustrate the process. Case Study The newly hired Chief Nursing Officer of ABC hospital was the third CNO in less than five years. The hospital was in the early stages of shifting to a more collaborative culture. Currently, there were 8 Nurse Managers who reported to the CNO and clearly they were not working well together. The CNO had noticed that meetings were stressful and seemed to be getting worse. Some members were outspoken and others barely participated. Those who were contributing frequently interrupted each other and there were numerous examples of verbal and non-verbal hostilities. There seemed to be a questionable alliance involving 3 members of the team. The CNO had spoken privately with each manager. Two had had expressed frustration while others reported they were fine and ready to support the culture shift. The CNO was concerned about the team's communication with each other and her as well as their ability to lead the staff through this change in organizational culture. Tension was mounting and the hospital was unrolling new expectations in 3 months. The CNO contacted me to discuss consulting interventions. I suggested that a ‘Whole Systems’ approach could help identify problems and create an opportunity to bring them to the table and move forward. I advised that the first step would be private interviews with each member of the team and that further recommendations would arise from this assessment. The CNO decided to try this intervention and together we developed a short list of interview questions. I Telephoned the CNO following the interviews and shared the themes I found to be predominating: • Not a safe environment for everyone • Fears about letting go of control with the shift to collaboration • Varied impressions of how the team was functioning, (‘great’, ‘so-so’, ‘awful’) • Lack of consistent meeting protocol • Worries about commitment of CNO • Ineffective communication patterns I recommended that I facilitate a feedback session with the group where we could discuss themes. Because the issues are generated by the group, there is an opportunity for ownership and validation. From there we worked together over several months and I would provide customized workshops, facilitation and coaching to develop the skills and culture necessary for the team to function optimally. I encouraged the CNO to be honest about her commitment and acknowledge the worries her staff were voicing. They faced the dynamics that were holding them back, committed to a different process, created norms, developed and implemented a meeting protocol and began to practice healthier communication skills. They enjoyed working together much more and all members were participating. They had more energy, creativity and optimism. They became healthier and more successful role-models for their staff both individually and as a group. The CEO reported seeing great results and indicated the positive impact the work had in the overall collaborative shift. |
| In teamwork, silence isn’t golden, it’s deadly. Mark Sanborn |
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| Consultant Time Manager Time 8 billable days 3 days/6 Months/ RN |