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Teams on the frontline Geert Stroobant De Heide - Balans The influence of incidents on the functioning of a team.

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Presentatie over: "Teams on the frontline Geert Stroobant De Heide - Balans The influence of incidents on the functioning of a team."— Transcript van de presentatie:

1 Teams on the frontline Geert Stroobant De Heide - Balans The influence of incidents on the functioning of a team.

2

3 ??? Evidence based ??? vs Personal experience (stories and patterns)

4 The influence of incidents on a team Relatie – Ruimte – Ritme – Regels (Relation – Space – Rhythm – Rules) Team Strategy incident attitude systems Understanding behavior Wat do we do next time? How do we become as more skillful as a team Social climate

5 Teams under stress ► Split up in three groups  The ‘Out-group’  The ‘In-group’  The ‘silent-group’ ► And are silent where must be spoken Wanneer het water tot aan de lippen staat kan men niet meer spreken.

6 How can we work with teams under stress? ► Can we understand them? What are the underlying processes? ► Which tools do you have as coach to influence this proces?

7 1. Understanding teams Why do teams split up under stress? ► Teams split up by the personal assistance – education style of every team member. ► Teams split up by the personal way team members handle stress ► (In a certain way we work with the father and mother of the care workers)

8 Educational style Assistance style Every style is sedement of the personal life history. In the meeting with relevance education characters arise the personal style. vader moeder Kleuterjuf onderwijzers Leider jeugdbeweging Eigen ervaring als leider jeugdbeweging stages werkervaring

9 Between distance en immediacy relatie regel

10 Between interdependence and autonomy relatie regel zelfsturing sturing

11 regel autoritair relatiepermissief relatie permissief regelAutoritair ruimteLaisser faire Regel relatie Autoritair permissief

12 Necessary style ► Every youngster functions better or more badly at a certain style. ► Also this is the resultant of on the one hand the personality and on the other side its own life history

13 Situational style Situation time Size of the group Competence of the target group Security risk Nature of the task

14 Conflict handling style ► Education style under stress.

15 STRESS autoritair permissief Laisser f a ire STRESS fight freeze flight

16 Conflict handling in teams ► Wanneer het water tot aan de lippen staat kan men niet meer spreken.

17 coaching of teams ► 95 % of the behavior of the team members is stipulated bij former experiences and their individuality. Only 5% is stipulated bij insight. ► Use this 5%. ► Take the time (which you often do not have). Time is an aly.

18 Team-Ontwikkelings-Model Missie – Visiel systemen teamsamenstelling strategieën leiderschap Socio-emotioneel klimaat Machtsdynamiek Groepsdynamische ontwikkeling OntwerpOntwikkeling 1 – 2 – structuren Intern – externe gerichtheid 1 – 2 – 3 - 4

19 finally Teams need ‘time’ to work things out. ‘reculer pour mieux sauter’. Als je één jaar welvaart wil, doe dan het koren groeien Als je tien jaar welvaart wil, doe dan bomen groeien Als je honderd jaar welvaart wil, doe dan mensen groeien (chinees gezegde)


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