Introduction to Collaboration and Partnership

1. Introduction to Collaboration and Partnership Collaboration and partnership module One Health Course

2. Collaboration and partnership This module builds understanding of and aptitude in the basic principles of collaboration and partnership, in the context of a One Health approach to addressing complex health challenges. By the end of this module, learners will have the knowledge, skills and attitudes to successfully complete a collaborative project.

3. Competencies • Promote inclusion of representatives of diverse constituencies across human, animal, environmental health and other relevant disciplines. • Share vision, power, responsibility, accountability and credit among collaborators.

4. Course schedule

5. Multidisciplinarity, Interdisciplinarity, Transdisciplinarity Collaboration and partnership module One Health Course

6. Definitions Discipline: a branch of knowledge, instruction, or learning.

7. Definitions Multi-disciplinary: Involving or of several disciplines; additive, not integrative; disciplinary perspectives not changed (all bring skill - set to same table and work together). = ADDITIVE Choi and Pak, 2006. Clin Invest Med 29(6):351-364

8. Definitions Inter-disciplinary: Synthesis of 2 or more disciplines establishing a new level of discourse or integration of knowledge. = INTERACTIVE Choi and Pak, 2006. Clin Invest Med 29(6):351-364

9. Definitions Trans-disciplinary: Using a shared conceptual framework to go across and beyond disciplinary boundaries; melding = HOLISTIC Choi and Pak, 2006. Clin Invest Med 29(6):351-364

11. Stock and Burton 2011, Sustainability 3, 1090-1113 doi:10.3390/su3081090

12. Developing Stakeholder Matrices Collaboration and partnership module One Health Course

14. Effective Collaboration Collaboration and partnership module One Health Course

15. The Marshmallow Challenge

16. The Marshmallow Challenge • Build the tallestfreestandingstructure • The entiremarshmallow must be on top • Use as much or as little of the kit • Break up the spaghetti, string or tape • The challenge lasts 18 minutes

19. Diffusion of innovation

20. What are actions of people against the introduction of a new technology?

21. IF SOMEONE ASKED YOU TO USE A gps AS A Driving guide, what would you say? Yes, I have used it. Yes, I will use it. I may use it in a near future. I might use it if most of the people use it. I trust a map. I don’t think that GPS will lead me to every where I go.

22. Innovation diffusion (http://bimleangreen.blogspot.com/2010/03/beautiful-piece-of-art.html). http://elearning.lsgi.org/Pictures/Forms/DispForm.aspx?ID=28

23. Innovation diffusion http://bimleangreen.blogspot.com/2010/03/beautiful-piece-of-art.html http://elearning.lsgi.org/Pictures/Forms/DispForm.aspx?ID=28

24. What is your ADOPTER TYPE?

25. How do you work with people from…

26. Communication Skills for Collaboration Collaboration and partnership module One Health Course

28. Conflict Management and Collaboration

29. Thomas-KilmanN Conflict Modes

30. “A situation becomes a conflict because of people’s reactions to the circumstances or the actions of others. Those reactions are based on learned values, biases, and life experiences.” Prudence Bowman Kestner & Larry Ray, The Conflict Resolution Training Program.

31. Conflict Management Tools

32. Conflict Management Techniques • Negotiation: Usually associated with bargaining. It is typically used when a contract or transaction is involved. Parties come to terms through discussion. • Mediation: A 3rd person acts as an intermediary to help settle a dispute. They guide discussion to help generate a solution. Parties must want to settle and demonstrate some give & take. • Arbitration: An impartial 3rd party listens to both sides of a dispute and decides on the issue. The disputing parties are bound by the decision. Often flows from a contract of dispute over money (no flexibility) or when mediation has failed.

33. Conflict Management Techniques • Collaboration: Parties work together to come up with creative solutions to produce mutually desirable outcomes. Brainstorming is often used. No neutral 3rd person is required. • Consensus: Those involved in the conflict agree on some points and come to a decision they can all live with. Everyone gives a little. Not the same as voting although some associate it with majority rule.

34. Module Review Management, One Health Course

35. One thing.. • That you liked/felt was a strength of the module. • That you would suggest we change. Thank you.

36. Not sure where the following slides fit.

37. Definition of a team A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable Harkmore Lee, CALCASA

38. characteristics of a team • Small number – five to ten people • Complementary skills – appropriate balance or mix of skills and traits • Commitment to a common purpose and performance goals – specific performance goals are an integral part of the purpose. • Commitment to a common approach – team members must agree on who will do a particular job & develop a common approach. • Mutual accountability – the sincere promises we make to others & ourselves – commitment & trust.

39. Roles of Team members • Information giver • Information seeker • Initiator • Opinion giver • Elaborator • Consensus seeker • Clarifier • Standard setter • Representative

40. Process roles of team members • Encouraging • Gatekeeping • Listening • Harmonizing • Yielding • Accepting • Supporting

41. Stages of team development Stage 1- FORMING: Team accustoms & establishes ground rules. Stage 2- STORMING: Members resist control by group leaders and show hostility. Stage 3-NORMING: Members work together developing close relationships andfeelings of friendship. Stage 4-PERFORMING: Team members work toward getting their job done. Stage 5 -ADJOURNING: Team may scatter on achieving their goals or because members leave.

42. Stage One: Forming High dependence on leader for guidance and direction. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes are often ignored.

43. Stage two: storming Decisions don't come easily within group. Team members seek for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader is coach.

44. Stage 3: norming Agreement and consensus is largely forms among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables.

45. Stage four: performing The team is more strategically aware AS the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. Disagreements occur but now they are resolved within the team positively and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees

46. Characteristics of an effective team • Team members should feel that their participation is important and personally beneficial to them. • Team should only remain intact as single entities so long they are working on a particular problem. • Whenever possible, the team should include some of the persons who will be responsible for implementing the decision. • Members of a team much posses the appropriate balance or mix of skills and traits. • Members of the teams should have knowledge and information that is relevant to the problem and task.

47. Characteristics of an effective team • Team members should feel that their participation is important and personally beneficial to them. • Team decisions should be integrated with the normal or regular decisions of the departments or units from which the members are drawn. • Conflicts that develop within should be confronted and resolved with a problem solving approach, instead of being avoided or smoothed over. • It is necessary for the team to select a leader. • The influence of members on decisions in teams should be based on their capacity to contribute ( relevant expertise) and not on the authority they possess in the organization.

48. www.glimmerglassgroup.com