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STRENGTH-BASED TEAMING:

STRENGTH-BASED TEAMING:. Achieving Safety, Permanency & Well Being DAY TWO. OUR JOURNEY - REVIEW. WHERE WE STARTED WHERE WE HAVE BEEN WHERE WE ARE WHERE WE ARE GOING. Activity . EXAMPLE ROLE PLAY. WELCOME BACK TO THE SMITH FAMILY – Review Handout Common purpose (family objective)

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STRENGTH-BASED TEAMING:

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  1. STRENGTH-BASED TEAMING: Achieving Safety, Permanency & Well Being DAY TWO

  2. OUR JOURNEY - REVIEW • WHERE WE STARTED • WHERE WE HAVE BEEN • WHERE WE ARE • WHERE WE ARE GOING

  3. Activity EXAMPLE ROLE PLAY • WELCOME BACK TO THE • SMITH FAMILY – Review Handout • Common purpose (family objective) • Review strengths • Identify and address needs (Explore hunches) • Prioritize • Establish goals/strategies that are individualized to the family VIDEO

  4. Activity ROLE PLAY REVIEW

  5. Activity Strength/Needs Matrix: Review Robert’s Matrix, Sections 5,6 and 8

  6. A JOURNEY THROUGH EACH PHASE PLAN DEVELOPMENT TRACKING PROGESS SUSTAINING CHANGE MANAGING OVER TIME

  7. Activity ROLE PLAY PRACTICE Using the Natalie vignette, complete sections 5, 6 and 8 on the Strengths/Needs Matrix.

  8. CONFLICT

  9. Activity POSSIBLE CONFLICT DISCUSSION

  10. CONFLICT • PROACTIVE – MINIMIZING CONFLICT BEFORE IT HAPPENS - STRATEGIES • REACTIVE – STRATEGIES FOR DEALING WITH CONFLICT MANAGEMENT

  11. PROACTIVE STRATEGIES

  12. PROACTIVE STRATEGIES • USE THE PROCESS • CONSIDER TEAM STAGE OF DEVELOPMENT • UNDERSTAND YOUR STYLE • RECOGNIZE WHAT TYPE OF CONFLICT IS PRESENT • ADDRESS NEEDS • GETTING TO AGREEMENT

  13. STAGES OF TEAM DEVELOPMENT

  14. STAGES OF TEAM DEVELOPMENT Stage 1: FORMING • Behaviors • Activities • Establishing Ground Rules • Small Cliques, Low Involvement • Developing a “Mission Statement” • Communication from the Leader • Establishing Goals • Low Energy • Planning out Tasks & Procedures • Low Risk - Taking

  15. STAGES OF TEAM DEVELOPMENT Stage 2: STORMING • Behaviors • Activities • Lots of Stories • Developing detailed Action Plans • Establishing Accountability • Champion of Causes • Giving Task Assignments • Struggle for Power & Involvement • Baseline Measurements Decided • Vying for Attention

  16. STAGES OF TEAM DEVELOPMENT Stage 3: PERFORMING • Behaviors • Activities • Everyone Contributing Ideas • Goals are Clear • Plans are Proceeding • High Team Spirit, Higher Energy • Much Data is Generated/ Acceleration of Problem-Solving • High level of Commitment • Confidence in Individuals and the Work Team • Risk-Taking is Underway

  17. STAGES OF TEAM DEVELOPMENT Stage 4: REFORMING • Behaviors • Activities • Temporary Regression/ Mixed Levels-Readiness • Develop Long-Range Plan • Increase On-going Supports • Confidence may be Threatened • Phase Out Temporary Planning Participants • Renewal of Commitments • Develop New Roles and Configuration • Hope

  18. YOUR STYLE

  19. CONFLICT RESOLUTION STYLES OF CONFLICT RESOLUTION 1. DIRECTING 4. COMPROMISING 5. AVOIDING 2. COLLABORATING 3. ACCOMMODATING

  20. DIRECTING “WHAT I SAY GOES!”

  21. COLLABORATING “TWO HEADS ARE BETTER THAN ONE – LET’S WORK IT OUT.”

  22. ACCOMMODATING “IT DOESN’T MATTER TO ME.” AKA “GIVING IN.”

  23. COMPROMISING “SPLIT THE DIFFERENCE; HALF A LOAF IS BETTER THAN NONE.”

  24. AVOIDING “THERE IS NOTHING I CAN DO.” AKA “DON’T MAKE WAVES.”

  25. Activity YOUR STYLE

  26. TYPES OF CONFLICT Addressing Needs within the Context of Team

  27. TYPES DATA PSYCHOLOGICAL/ BEHAVIOR SERVICES RELATIONSHIP PROCEDURAL INTEREST RESOURCES VALUES UNMET NEEDS

  28. FIVE CORE CONCERNS Autonomy Person’s freedom to make decisions for him/herself Appreciation Having actions acknowledged Affiliation Being treated as an “equal” or colleague Status Feeling that others respect one’s standing Activities Having roles & activities that are fulfilling Adapted from Shapiro, 2004

  29. Types of Common Conflict Type A: Lack of information or inaccurate information Type B: Similar goals but differences re: how to achieve them Type C: Goals appear or are conflicting Value differences-disputes over acceptable behavior and policies Sometimes involve deep-seated relationship differences. Often associated with (or masked by) the other three types Type D:

  30. EXAMPLES OF ADDRESSING NEEDS

  31. Activity NAME THE CONFLICT - ADDRESS THE NEED

  32. Getting Beyond Negative Reactions to Needs: Step One AWARENESS Step Two “DISTANCE” YOURSELF Compassionate Disengagement Step Three “BRAINSTORM” POSSIBLE NEEDS Compassionate Hunches

  33. GETTING TO AGREEMENT

  34. Keys to Meeting Management • Building Agreements • Stages of Building Agreement • Process of Agreements • Content of Agreements • Avoiding Polarization • Conditions for “Yes” Approach. Miles, et al., 2000

  35. Building Agreements • Stages of Building Agreement • Present Idea or Series • Check for Understanding “What questions or comments do you have?” • Check for Agreement “Can you agree? What will it take to agree? Can you live with ….?” Miles, et al., 2000

  36. Building Agreements • Process of Agreements • Check with participants for agreement on process “We have a long list of ideas. Are we ready to prioritize them?” • Build small agreements throughout the process to keep members invested. Miles, et al., 2000

  37. Building Agreements • Content of Agreements • Clarify what is written on paper “Did I capture what you meant correctly? Is there anything I should add?” • Indicate direction or summary of a discussion “So, you’re concerned about the amount of time it will take to complete a plan?” • Combine ideas that are similar “So, is it okay to combine your statements with the other point we listed?” Miles, et al., 2000

  38. Building Agreements • Avoiding Polarization • Encourage “out of the box” thinking “If you were the ruler of the world, how would you solve this problem?” • Avoid win-lose situations “There is no ONE right way. I would like to take the best of everyone’s ideas” Miles, et al., 2000

  39. Building Agreements • Conditions for “YES” Approach • Ask members who can’t agree what it would take to make them feel better about the idea • Solicit feedback from other members about the conditions for a yes • Combine suggestions to come up with a workable, mutually acceptable approach. Miles, et al., 2000

  40. REACTIVE STRATEGIES

  41. Activity REACTIVE STRATEGIES - YOUR FAVORITES

  42. DE-ESCALATING

  43. STEPS INCONFLICT “RESOLUTION”

  44. STEPS & STRATEGIES STEPS: 1. Agree to Negotiate. 2. Gather Points of View. 3. Focus on Interests. 4. Create Win/Win Options. 5. Evaluate Options. 6. Create Agreement.

  45. Activity CONFLICT ANALYSIS

  46. Activity PRACTICE

  47. Activity DISCUSSION

  48. Activity SKILL CHECK LIST

  49. BRINGING IT ALL TOGETHER

  50. THANK YOU! STRENGTH-BASED TEAMING: Achieving Safety, Permanency and Well Being

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