Conflict Is Correct. A Team Approach to Leading Assertive Community Treatment Programs. Telecare San Diego Mary Woods, MFT, MAAC Martin Celnar, ASW Elizabeth Whitteker, LCSW. QUESTIONS. What have been your challenges related to leadership? What do you hope to gain from this presentation?.
A Team Approach to Leading Assertive Community Treatment Programs
Telecare San Diego
Mary Woods, MFT, MAAC
Martin Celnar, ASW
Elizabeth Whitteker, LCSW
What have been your challenges related to leadership?
What do you hope to gain from this presentation?
meeting all contract objectives
assure a well adjusted professional team that provided Recovery Model Services.
We were experiencing:
Would lead to:
All must buy in – leadership team must earn respect as a unit
Weekly meetings to stay on track with the mission by tracking the scoreboard
A meeting agenda created by everyone
Form cascading messages to be brought to the morning meetings.
An ACT program has to agree to a leadership team - not just the leader with a top-down approach.
The staff must buy in – the leadership team must earn respect as a unit
“ We” statements from all leaders when addressing staff
Weekly meetings to stay on track with the mission and track the scoreboard
Personality types on the team affect core issues of communication, team culture, leadership, change, problem solving, and stress.
Insight into each other’s style allows us to play on strengths and learn how exit our comfort zone when necessary.
Making an effort to understand and respect these differences can help develop trust
Source of Energy
Extroversion or Introversion
Thinking or Feeling
Taking in Information
Sensing or Intuition
Judging or Perceiving
Elizabeth likes to question a lot - which makes
people feel attacked and un-trusted
Karen avoids conflict, with preference to “smooth”
Chris can be emotive when pressured
Mary can interpret a “ laid back” demeanor as not being dedicated
Martin tends to think in “black & whites”
John likes to talk things through for longer than others sometimes want to listen
Wanda needs time to process information and doesn’t like to be “ put on the spot”
Denise can be “ to the point” which can be interpreted as harsh or unwelcoming.
Elizabeth tries to explore rather than directly challenge
Karen forces conflict when necessary
Chris tries to be less emotive
Mary tries to ask question to demand debate & tries to avoid jumping to conclusions
Martin challenges himself to allow “abstract”
John tries to be more concise
Wanda tries not to act defensive when put “ on the spot”
Denise tries to be more helpful than critical
What are my values, how do they help motivate me?
Am I working to help my team function better?
Why do I want to have well functioning team?
Do I have a clear idea of how I am making the team function better?
The functions of a team are interrelated. Any one aspect of team functioning can affect the teams ability to reach its goals.
Trust that people are being genuine
Trust that our efforts prioritize the success of the team and the company, not the individual
Trust that our processes come from a genuine concern about our collective success, not because of personal politics.
“Benefit of the doubt”.
People concealing their weakness and mistakes: In-vulnerability.
Have difficulty taking criticism
Hesitate to ask for or offer help to team members
Jumping to conclusions about the intentions of others without asking or seeking clarification
Conflict helps develop new ideas
Can provide an understanding of your team's perception
Can help the team avoid a bad decision
Can help foster commitment to the plan
Conflict is necessary for an effective functioning team.
Should conflict be managed?
What should the rules be?
What is the Leader's role?
Venting on its own will not improve the functioning of a team.
Clarify and Plan.
Is there an open airing of conflicting ideas?
How long do these discussions last?
Were different view points fully heard?
What are the outcomes?
Was there a buy in afterward?
Is consensus the ultimate goal?
Constructive conflict is more efficient then consensus in creating commitment
A plan does not need to be perfect to get commitment but it needs to have clarity
The more complicated the plan the more commitment you will need.
Do I feel comfortable being held accountable by my team?
Will my team will hold me accountable
Can I feel comfortable in holding others accountable?
Do I want to be accountable to my team?
Commitment fosters accountability.
What it is that you are going to trying to accomplish?
The team has to monitor its processes to ensure that energies remain focused
Success of the individual vs. Success of the team
Team dynamics needs to be monitored regularly
Team dynamics change just like everything else
“Updating” where you team stands takes time and should be separate from “nuts and bolts" issues
Dynamics and functioning of the team will be tested
Perceptions of team functioning will change
Setbacks will be opportunities for learning