Unit 31 1. 2 Compare the models used to link individual roles and development with team performance. Belbin (1965) found that individual roles when allowing each individual in the team to perform the tasks that highlighted their strengths allowed a well-balanced team to develop with each individual able to bring their best to the team. This approach will result in less need for management intervention and there is less risk.
However, the research with this method was carried out in a very rigid, middle management structure where differing relationships and how they interact within a team was less of a factor as most of the people taking part were used to the accepted norm of how such environments work. E. g. white middle-class middle management. According to Tuckman’s Stages of Group Development every team goes through stages of development known as forming, storming, norming and performing which are carried out as a team and are seen as essential to teams overcoming issues and problems using these four stages.
This method is subjective rather than objective and doesn’t take into account individual roles within the team. The ideal balance for a team would be a combination of the two approaches which would enable maximum performance yet collaborative working to overcome challenges which is where effective leadership is required. 2. 1 – Analyse the stages of team development Tuckman’s Stages of Group Development are useful for identifying elements that are vital for developing small groups.
The model is good for identifying how a team develops over time and that it provides a level of guidance for team development. The weakness is that it was meant for small groups and the teams that I work with are often larger and more diverse in nature and personality and therefore more likely to be less compliant with a rigid structure. Team development in reality tends to be cyclical but often without a clear definition of when moving from one stage to the next and there cannot really be a timeframe placed on the development from one phase to the next. . 3 – Analyse the effect group norms may have on team development.
Group norms as highlighted in Belbin’s model may hamper team development as there is an emphasis on team members working to individual strengths and excelling in that specific area rather than looking at wanting to be part of developing the team as a whole. A lack of unified and collective thinking can lead to conflict within a team if individual n if individuals adopt an attitude of just looking after their own area.
This approach can also stifle creativity with the team as it is often a rigid structure that places emphasis on efficiency rather than looking at a wider vision for future development. Using the Stages of Development model can be a great way of developing strategy and problem solving but there is also a danger of the everyday processes within work being overlooked as most of the focus is placed on developing specific areas or looking at specific problems. 2. 4 – Differentiate between beneficial conflict and destructive conflict in teams.
Beneficial conflict can occur when two or more team members will want to use a different approach to an issue or the support of a client and think that their approach has merits in solving the problem. In such an instance I would sit down with all the team members involved and talk through the different approaches and look at trying to find elements of both approaches where possible to put together a solution. I would ensure that everyone had a chance to discuss and put forward the merits of their solutions and then would talk through the decision made at the end of the meeting.
Destructive conflict can stem from a similar difference of opinion but in this case there is a reluctance to discuss different approaches or even consider them. In these instances, this lack of openness and willingness to discuss alternative ideas can lead to a team member using their approach to a solution which can possibly have a negative effect on not just the team and their cohesiveness and trust in each other but can directly affect the service users that the team are supporting. 2. 6 – Compare methods of developing and establishing trust and accountability within a team.
Trust and respect are the two main elements for building relationships within the workplace, especially those between a manager and a team member. Showing everyone equal respect and professionalism is key to building these relationships as it shows all members of the team that they are equally thought of. It is essential to clearly define duties and communicate your expectations clearly and to keep the channels of communication open and deal with any issues or guidance needed in a professional way through such sources as supervisions rather than drawing attention to something in front of other team members.
It is vital to listen to staff feedback and to be open to their suggestions and reward such ideas appropriately. It is very important where you have a staff team that covers a 24-hour service to make sure that you can adapt and make sure that all team members have access to the same meetings and training so as to ensure that all members have a feeling of inclusivity whether they are a part time night worker or a full time day worker. 3. 1 – Evaluate ways of promoting a shared vision within a team.
It is key in promoting a shared vision within a team that firstly everyone knows what that vision is and how they can contribute to it. Having a team will be invaluable in bringing forward far more ideas and contributions but it is essential that the vision is a shared one. Teams can often stop progressing if destructive conflict occurs around something as vital as a shared vision. This is why recognition of the contribution made by team individually or collectively is fed back to the team as and when it occurs.
This has been vital during a period where my scheme has come up against funding issues but has managed to stay strong and keep a shared vision despite everything due to the fact that their work has been widely recognised and rewarded by all the agencies that we work with and right across the organisation. In a field where several of the workers are very skilled and could potentially be earning more money elsewhere it is the shared vision and the belief in the work that we do that has ensured team growth and development. Unit 17 1. 3 Analyse the effect of legislation and policy on personcentred practice.
Legislation such as the following acts • Mental capacity Act 2006 • Equality Act 2010 • Human Rights Act 1998 All have a direct effect on person-centred practice as they reinforce choice and control for the service user and ensure that they are treated with dignity, fairness and respect at all times. At times however decisions need to be made to protect a service user from making decisions that may potentially harm them or lead to them putting themselves in danger. The Mental Capacity Act seeks to empower and protect service users who may lack the capacity to make their own decisions.
Using the framework set out in the act it is important to assume that all service users do have the capacity to make decisions until an assessment can be made to determine otherwise. It is also important that appropriate support is provided in order to give a service user the ability to make decisions for themselves where possible even when lacking capacity. Some service users lacking capacity are capable of making wise choices when given appropriate guidance and support, just because a person may lack the capacity to make some important decisions for themselves it does not mean that they lack the capacity to make all decisions.
All service users have the right to make what may seem to us as bad choices and take part in risky behaviours, this does not mean that they lack the capacity to make the “right” choices as we see them. Our role in such situations is to work with the service user where possible to try and minimise the potential risk to them, an example of this would be discussing harm minimisation or safe injecting with an IV drug user or trying to put a safety action plan in place with a client that was sexworking to ensure that they were as safe as possible whilst taking part in something where they are potentially putting themselves at risk.
Often in these instances we will have multi agency input and social work teams are often involved with clients where they are placing themselves in potentially dangerous or risky situations and it has been raised as a potential safeguarding issue.
