Characteristics of Effective Organizations Activity No L04-P This is an application-based activity.

Transcription

1 Characteristics of Effective Organizations Activity No L04-P This is an application-based activity. This workshop will build on material presented during the 2009 Annual Meeting workshop titled Principles and Practices for Getting Things Done Within Organizations. Available for elective credit in the ACCP Academy Leadership and Management Certificate Program. For more information, visit the Web site at 9:00 a.m. 11:00 a.m. Convention Center: 213A Faculty: Robert S. Beardsley, Ph.D., R.Ph. Professor and Vice-Chair for Education, Department of Pharmaceutical Health Services Research, University of Maryland, School of Pharmacy, Baltimore, Maryland Faculty Conflict of Interest Disclosures Robert S. Beardsley: no conflicts to disclose. Learning Objectives 1. Identify and define characteristics of effective organizations. 2. Identify and define potential problems and solutions within an organization. 3. Describe strategies to manage conflict within an organization. Self-Assessment Questions Self-assessment questions are available online at Spring Practice and Research Forum

2 Characteristics of Effective Organizations Robert S. Beardsley, RPh, Ph.D. University of Maryland School of Pharmacy Learning Objectives Identify and define characteristics of effective organizations (micro vs. macro) Identify and define potential problems and solutions within an organization Describe strategies to manage conflict within an organization Apply material to personal situations Past Experiences Key Areas to Consider Planning Implementation Evaluation Planning Mission, vision, goals, objectives Formal and informal roles of leadership Delegation of authority; responsibility; accountability Practical aspects: agendas, minutes, timelines Team Roles - Dr. Hurd Task vs. maintenance related Information gatherer Organizer Tension-reliever Supporter Doubter

3 Implementation Recruit members Articulate plan Develop workflow, define action items Be aware of varying levels of member motivation Be sensitive to leadership style differences Manage resources budget Be aware of potential conflict High Concern for People Leadership Grid Low Low High Concern for Task Blake & Mouton, Stages of Group Development Forming Storming Norming Performing Evaluation Overlooked; easy to avoid Internal and external review Looking for blind spots Leads back into planning Use historian to evaluate each activity Future Planning Adjustments based on evaluation and experience Leadership transition Other issues? Potential Problems Floundering Groups Overbearing Member(s) Reluctant Member(s) Lack of Focus Feuding Members Managing Conflict

4 Floundering review group goals clarify mission and tasks assess commitment and priorities of group identify reason for no action Overbearing member(s) facilitate balanced participation stress need for data not just opinion assess why behavior exists talk to individual outside of group Reluctant member(s) structure discussion to encourage everyone to share ideas ask for comments from specific people avoid plop comments assess why behavior exists talk with individual outside of group Keeping focus prevent gossip keep to agenda recognize that some digression is healthy watch response of others remember task vs. people focus Feuding members focus discussion on group goals, not position of feuding members talk to individuals outside group what are their issues? Common Problems with Meetings Bob Smith Participants do not really know each other The chair doesn t really lead the meeting Lack of team member accountability We don t function like a team Limited discussion Some individuals really do not participate Some participants dominate the conversation

5 Problems with Meetings Meeting seems to lack purpose, no agenda No sense of direction or shared vision among participants The time during the meeting isn t managed well We never seem to finish all of the agenda. Meeting never starts on time. The meetings always run over time. Problems with Meetings The leader tries to take notes and lead meeting Limited or no follow up after meeting The chair seems to do all the work of the committee Members with strong egos are out of control People do not listen to understand; they listen to reply Managing Conflict Conflict is inevitable Conflict can be positive Conflict can be managed how you approach conflict influences the results Resolution of conflict is dynamic Conflict resolution might not be possible maximize constructive conflict/minimize destructive conflict Strategies to Manage Conflict establish a healthy work environment establish clear communication of goals and expectations encourage rationale decision making anticipate conflict areas and be ready to intervene when needed Strategies to Manage Conflict know when and how to confront conflict (timing, fact finding, depersonalize, limit time) know when and how to call attention to conflict individuals might not realize situation recognize what conflicts are not yours to resolve Establish Ground Rules focus on problem, not on individual don t tolerate abusive language state that unsubstantiated assertions will not influence decision state that members need to be open to other ideas without judgment assure that issues are discussed at the correct level don t tolerate gossiping or back stabbing

6 Leading Change in Groups Create a sense of urgency Pull together the guiding team Create a vision and a strategy Communicate for understanding and buy-in Empower others to act Produce short-term wins Don t let up Produce a new culture References Borman, EG, et.al., Interpersonal Communication in the Modern Organization, Englewood Cliffs: Prentice- Hall, Covey, SR, The 7 Habits of Highly Effective People, Franklin-Covey Inst, Kotter, JP, Leading Change, Boston: HBS Press, Kouzes, JM, Posner, BZ, The Leadership Challenge, Jossey-Bass, Kotter, JP, Leading Change (HBS Press, 1996)