teaming for supervisors: key points for supporting & coaching csws sharon l. morrison, ph.d

Teaming for Supervisors:Teaming for Supervisors:Key Points for Supporting & Coaching CSWs

Sharon L. Morrison, Ph.D.

TODAY’S TOPICSTODAY’S TOPICS

• DCFS – Our teaming efforts• Teaming – What it is and isn’t, and the

Benefits• DCFS – Teaming Facilitation• Facilitation Supports – Skills and

Strategies• Conflict Management

DCFS TEAMING

CURRENT FORMAL TEAMING EFFORTS

CURRENT FORMAL TEAMING EFFORTS

TDM/RMP (Evolving)WRAPAROUNDMCPCMATPPCT CONFERENCE

OUR EXPANDING TEAMING EFFORTS

OUR EXPANDING TEAMING EFFORTS

INFORMAL MEETINGSAS NEEDED (SHOULD HAPPEN

REGULARLY AND AS NEEDED)BUILT UPON OTHER AND/OR

ENHANCED BY OTHER TEAMSFAMILIES LEARN HOW TO

FACILITATE THEIR OWN TEAMS

WHAT IS TEAMING?

TEAMING DEFINITIONTEAMING DEFINITION

“TEAMS GATHER IMPORTANT INFORMATION ABOUT STRENGTHS AND NEEDS THAT CONTRIBUTE TO THE OVERALL ASSESSMENT OF A FAMILY’S SITUATION. NETWORK MEMBERS CAN IDENTIFY THE RISK OF MALTREATMENT BEFORE IT OCCURS, RESPOND TO NEEDS OF SAFETY PROMPTLY, AND PROVIDE A RANGE OF SERVICES AND SUPPORTS FOR THE FAMILY.”

DCFS CORE PRACTICE MODEL7

TEAMING DEFINITION - FOUNDATION

TEAMING DEFINITION - FOUNDATION

A GROUP OF PEOPLE, EACH WITH “EQUAL” VOICE, COMING TOGETHER TO WORK TOWARD A COMMON PURPOSE

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TEAMING WHAT IT ISN’TTEAMING WHAT IT ISN’T

TEAM = MAKING A PHONE CALL

TEAM = SITTING AT A TABLE WITH OTHER PEOPLE JUST “WATCHING”

TEAM = TELLING PEOPLE WHAT TO DO IN GROUP

TEAM = WALKING INTO A ROOM WITH THE DECISION ALREADY MADE

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TEAMING AT ITS BESTTEAMING AT ITS BEST

OPTIMAL TEAM = All the “right people” are meeting, talking, planning together. Team members collectively function as a unified and consistent team planning services – addressing needs – and evaluating results. The family is fully involved. There is collaborative problem solving that optimally benefits the child and family.

10Adapted from QSR: Teamwork

TEAMING AT ITS BESTTEAMING AT ITS BEST

MINIMALLY ADEQUATE - POOR = The “right people” are not there or not participating. Important information about the family is missing. The group does not function in a consistent, collaborative manner. Decisions are really made by particular individuals and may not be appropriate to family-centered practice.

11Adapted from QSR: Teamwork

TEAMING AT ITS BESTTEAMING AT ITS BEST

RIGHT PEOPLE WORKING CONSISTENTLY,

COLLECTIVELY AND COLLABORATIVELY PLANNING/EVALUATING THE

APPROPRIATE SERVICES FOR THE CHILD & FAMILY

FAMILY IS FULLY INVOLVED AND BENEFITING

12Adapted from QSR: Teamwork

POINTS TO COACH TOPOINTS TO COACH TO

1. REVIEW “WHAT IS TEAMING?” SECTION.

2. ON WORKSHEET, SELECT THE KEY POINTS YOU THINK ARE MOST IMPORTANT TO REINFORCE FOR YOUR STAFF

3. WHICH OF THESE WILL NEED ON-GOING COACHING? - CHECK MARK THEM.

4. LET’S DISCUSS.

WHY TEAMING?Benefits

BENEFITSBENEFITS

FAMILIES BENEFIT FROM ADDITIONAL SUPPORTS AND MORE COMPREHENSIVE APPROACHES

FAMILIES LEARN TO COORDINATE THEIR OWN TEAMS

FAMILIES HAVE MORE RESOURCES FAMILIES EXPERIENCE GREATER SUCCESS

AND LESS DEPENDENCE ON THE SYSTEM = Better Outcomes

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BENEFITSBENEFITS

CSWs GAIN MORE RESOURCES AND SUPPORTS (MORE COMPREHENSIVE APPROACHES ARE MORE LIKELY TO MEET FAMILY NEEDS - TRAUMA INFORMED SERVICES)

CSWs HELP FAMILIES EXPERIENCE MORE SUCCESS

CSWs ADD TO THEIR CURRENT “BAG OF TOOLS”

STRATEGY TO HELP PEOPLE GET “UNSTUCK” CSWs GAIN JOB SKILLS FOR THE FUTURE

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POINTS TO COACH TOPOINTS TO COACH TO

1. YOU KNOW YOUR STAFF. RETURN TO YOUR WORKSHEET AND UNDER “BENEFITS,” CIRCLE THE BENEFITS YOU WILL REINFORCE MOST STRONGLY FOR/WITH THEM.

2. LET’S DISCUSS.

DCFS TEAMINGFacilitation

FACILITATION RESPONSIBILITESFACILITATION RESPONSIBILITES

BUILDING THE TEAM GUIDING THE TEAM PROCESS HONORING THE FAMILY VOICE ENSURING THAT STRENGTHS AND

NEEDS ARE ADDRESSED REACHING CONSENSUS RESOLVING DIFFERENCES

Vincent, Paul – Child Welfare Policy & Practice Group

CSW ROLECSW ROLE

A DEVELOPMENTAL APPROACH ALLY - NAVIGATING CPS EXPERT

(ACCOUNTABLE & “NEUTRAL”) TDM DISTINGUISHED FROM GENERAL

“FACILITATING” WRAPAROUND FACILITATOR

DISTINGUISHED FROM YOUR TEAM GUIDANCE AND COORDINATION

SUPERVISOR ROLESUPERVISOR ROLE

COACH SUPERVISOR TEACHER TRAINER MENTOR HELPER ROLE MODEL

STEPS IN THE TEAM PLANNING PROCESS

STEPS IN THE PLANNING PROCESS

STEPS IN THE PLANNING PROCESS

PreparingForming/Engaging - Team

FacilitatingPlan Development

Tracking Progress

Sustaining Change

(Walker, 2004; The Child Welfare Policyand Practice Group, 2001)

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SKILL CHECKLISTSKILL CHECKLIST

1. REVIEW “SKILL CHECKLIST.”

2. LATER – WE’LL ASK YOU TO “RATE” YOURSELF

FORMING/ENGAGING TEAMFORMING/ENGAGING TEAM

Keys to Team Engagement:

2. WIIFM

3. Emphasis on Expertise/ Contribution

1. Who does family need to help?

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FORMING/ENGAGING TEAMFORMING/ENGAGING TEAM

Keys to Team Engagement:

5. Celebrate Successes

6. Value Perspective & Contribution

4. Small steps – See Progress

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NATALIENATALIE

1. REVIEW “NATALIE”

2. AS A TEAM, DISCUSS WHO POTENTIAL TEAM MEMBERS MIGHT BE? (Remember to think “outside the box.”)

3. HOW WILL YOU PULL THIS TEAM TOGETHER? WHAT STRATEGIES WILL YOU USE?

FACILITATION SUPPORT

FACILITATION SUPPORTFACILITATION SUPPORT

Conditions for Successful Team Outcomes:

1. Team adhere to structure (practice model)

(Walker, et al. 200330

2. Team considers multiple alternatives before making decisions

3. Team helps all members feel their input is valued

FACILITATION SUPPORTFACILITATION SUPPORT

Conditions for Successful Team Outcomes:

4. Team builds agreement despite differing views

(Walker, et al. 200331

5. Team builds appreciation of strengths

6. Team planning reflects cultural competence

FACILITATION SUPPORTFACILITATION SUPPORT

Helpful Facilitation Strategies to Coach to:

1. Addressing Needs – as a facilitator

2. Building Agreement Skills

3. Addressing Conflict Skills

Needs

1. Addressing Needs

Autonomy

AppreciationAffiliation

Status

Activities

Person’s freedom to make decisions for him/herself

Having actions acknowledged

Being treated as an “equal” or colleague

Feeling that others respect one’s standing

Having roles & activities that are fulfilling

Adapted from Shapiro, 2004

1. Addressing Needs

Getting Beyond Negative Reactions to Needs:

Step One AWARENESS

Step Two“DISTANCE” YOURSELFCompassionate Disengagement

Step Three“BRAINSTORM” POSSIBLE NEEDSCompassionate Hunches

Building Agreements

♥ Stages of Building Agreement

♥ Process of Agreements

♥ Content of Agreements

♥ Avoiding Polarization

♥ “Conditions for ‘Yes’” Approach.

Miles, et al., 2000

2. Building Agreements

Present Idea or Series

Check for Understanding

Check for Agreement

Miles, et al., 2000

♥ Stages of Building Agreement

“What questions or comments do you have?”

“Can you agree? What will it take to agree? Can youlive with ….?”

2. Building Agreements

Check with participants for agreement on process

Build small agreements throughout the process to keep members invested.

Miles, et al., 2000

2. Building Agreements

♥ Process of Agreements

“We have a long list of ideas. Are we readyto prioritize them?”

Clarify what is written on paper

Indicate direction or summary of a discussion

Combine ideas that are similar

Miles, et al., 2000

2. Building Agreements

♥ Content of Agreements

“So, you’re concerned about the amount of time itwill take to complete a plan?”

“So, is it okay to combine your statements with theother point we listed?”

“Did I capture what you meant correctly? Is thereanything I should add?”

Encourage “out of the box” thinking

Avoid win-lose situations

Miles, et al., 2000

2. Building Agreements

♥ Avoiding Polarization

“There is no ONE right way. I would like to take the best of everyone’s ideas”

“If you were the ruler of the world, how would yousolve this problem?”

Ask members who can’tagree what it would take tomake them feel better about the idea

Solicit feedback from other membersabout the conditions for a yes

Miles, et al., 2000

2. Building Agreements

♥ “Conditions for Yes Approach

Combine suggestions to come up with a workable, mutually acceptable approach.

NATALIENATALIE

1. REVISIT NATALIE

2. IDENTIFY 4 OR 5 POSSIBLE POINTS OF CONTENTION WHERE YOUR WORKERS …

-MIGHT HAVE DIFFICULTY

-MIGHT NEED SUPPORT

-WHERE CONFLICT MIGHT ARISE

Conflict

STYLES OF CONFLICT RESOLUTION

STYLES OF CONFLICT RESOLUTION

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1. DIRECTING

2. COLLABORATING

3. ACCOMMODATING

4. COMPROMISING

5. AVOIDING

“WHAT I SAY GOES!”

“TWO HEADS ARE BETTERTHAN ONE –

LET’S WORK IT OUT.”

“IT DOESN’T MATTERTO ME.”

AKA “GIVING IN.”

“SPLIT THE DIFFERENCE;HALF A LOAF IS

BETTER THANNONE.”

“THERE IS NOTHING I CANDO.”

AKA “DON’T MAKEWAVES.”

YOUR STYLEYOUR STYLE

COMPLETE

“YOUR CONFLICT STYLE” WORKSHEET

STEPS INCONFLICT

“RESOLUTION”

STEPS INCONFLICT

“RESOLUTION”

STEPS & STRATEGIESSTEPS & STRATEGIES

2. Gather Points of View.

1. Agree to Negotiate.

3. Focus on Interests.

4. Create Win/Win Options.

5. Evaluate Options.

6. Create Agreement.

STEPS:

PRACTICEPRACTICE

VIGNETTE

SKILL CHECKLISTSKILL CHECKLIST

1. REVIEW “SKILL CHECKLIST.”

2. PUT A STAR BY THOSE SKILLS YOU THINK YOU HAVE DEVELOPED WELL. (THE SKILLS AT WHICH YOU ALREADY “EXCEL.”)

3. NOW CHECKMARK THOSE SKILLS WHERE YOU THINK YOU MIGHT BENEFIT FROM SOME SKILL BUILDING.

4. LET’S DISCUSS WHAT SUPPORTS YOU NEED.

Questions? Left Overs?

Thank You!

A little fun …

http://www.youtube.com/watch?v=IKqV7DB8Iwg&ob=av2n8lwg&ob=av2e