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C O L L A B O R A T I O N A N D P A R T N E R S H I P M O D U L E O N E H E A LT H C O U R S E
Introduction to Collaboration and Partnership
COLLABORATION AND PARTNERSHIP
This module builds understanding of and aptitude in the basic principles of collaboration and partnership, in the context of a One Health approach to addressing complex health challenges.
By the end of this module, learners will have the knowledge, skills and attitudes to successfully complete a collaborative project.
COMPETENCIES
Promote inclusion of representatives of diverse constituencies across human, animal, environmental health and other relevant disciplines.
Share vision, power, responsibility, accountability and credit among collaborators.
COURSE SCHEDULE
Time/Length
Topic
120 minutes
What is Collaboration and Why Collaborate?
60 minutes Effective Collaboration: The Marshmallow Challenge
90 minutes Effective Collaboration: Diffusion of Innovation and Stages of Development of a Team or Other Collaboration
145 minutes
Communication Skills for Collaboration
195 minutes
Conflict Resolution and Collaboration
100 minutes
Collaboration Skills Practice
60 Minutes Learning Reflections and Evaluation
C O L L A B O R A T I O N A N D P A R T N E R S H I P M O D U L E O N E H E A LT H C O U R S E
Multidisciplinarity, Interdisciplinarity, Transdisciplinarity
DEFINITIONS
Discipline: a branch of knowledge, instruction, or learning.
DEFINITIONS
Multi-disciplinary: Involving or of several disciplines; additive, not integrative; disciplinary perspectives not changed (all bring skill - set to same table and work together). = ADDITIVE
Choi and Pak, 2006. Clin Invest Med 29(6):351-364
DEFINITIONS
Inter-disciplinary: Synthesis of 2 or more disciplines establishing a new level of discourse or integration of knowledge. = INTERACTIVE
Choi and Pak, 2006. Clin Invest Med 29(6):351-364
DEFINITIONS
Trans-disciplinary: Using a shared conceptual framework to go across and beyond disciplinary boundaries; melding = HOLISTIC
Choi and Pak, 2006. Clin Invest Med 29(6):351-364
Stock and Burton 2011, Sustainability 3, 1090-1113 doi:10.3390/su3081090
C O L L A B O R A T I O N A N D P A R T N E R S H I P M O D U L E O N E H E A LT H C O U R S E
Developing Stakeholder Matrices
C O L L A B O R A T I O N A N D P A R T N E R S H I P M O D U L E O N E H E A LT H C O U R S E
Effective Collaboration
THE MARSHMALLOW CHALLENGE
Build the tallest freestanding structure The entire marshmallow must be on top Use as much or as little of the kit Break up the spaghetti, string or tape The challenge lasts 18 minutes
DIFFUSION OF INNOVATION
What are actions of people against the introduction of a
new technology?
A. Yes, I have used it.B. Yes, I will use it.C. I may use it in a near future.D. I might use it if most of the
people use it.E. I trust a map. I don’t think
that GPS will lead me to every where I go.
IF SOMEONE ASKED YOU TO USE A GPS AS A DRIVING GUIDE, WHAT WOULD YOU SAY?
(http://bimleangreen.blogspot.com/2010/03/beautiful-piece-of-art.html). http://elearning.lsgi.org/Pictures/Forms/DispForm.aspx?ID=28
Adopter Category Definition
InnovatorsVenturesome, higher educated, multiple information sources and risk resistance (Rogers 1962)
Early adopters
Leader in social settings and slightly above average education
Early Majority
Deliberate, many informal social contacts
Late Majority
Skeptical and below average social status
LaggardsFear of debt, focused on "traditions“ and neighbors and friends are sources of the information.
INNOVATION DIFFUSION
http://bimleangreen.blogspot.com/2010/03/beautiful-piece-of-art.html http://elearning.lsgi.org/Pictures/Forms/DispForm.aspx?ID=28
INNOVATION DIFFUSION
What is your ADOPTER TYPE?
1 INNOVATORS
2 EARLY ADOPTERS
3 EARLY MAJORITY
4 LATE MAJORIT
Y
5 LAGGARD
S
HOW DO YOU WORK WITH PEOPLE FROM…
C O L L A B O R A T I O N A N D P A R T N E R S H I P M O D U L E O N E H E A LT H C O U R S E
Communication Skills for Collaboration
CONFLICT MANAGEMENT AND COLLABORATION
THOMAS-KILMANN CONFLICT MODES
“A situation becomes a conflict because of people’s reactions to the circumstances or the actions of others. Those reactions are based on learned values, biases, and life experiences.”
Prudence Bowman Kestner & Larry Ray,
The Conflict Resolution Training Program.
CONFLICT MANAGEMENT TOOLS
CONFLICT MANAGEMENT TECHNIQUES
• Negotiation: Usually associated with bargaining. It is typically used when a contract or transaction is involved. Parties come to terms through discussion.
• Mediation: A 3rd person acts as an intermediary to help settle a dispute. They guide discussion to help generate a solution. Parties must want to settle and demonstrate some give & take.
• Arbitration: An impartial 3rd party listens to both sides of a dispute and decides on the issue. The disputing parties are bound by the decision. Often flows from a contract of dispute over money (no flexibility) or when mediation has failed.
CONFLICT MANAGEMENT TECHNIQUES
• Collaboration: Parties work together to come up with creative solutions to produce mutually desirable outcomes. Brainstorming is often used. No neutral 3rd person is required.
• Consensus: Those involved in the conflict agree on some points and come to a decision they can all live with. Everyone gives a little. Not the same as voting although some associate it with majority rule.
M A N AG E M E N T , O N E H E A LT H C O U R S E
Module Review
ONE THING..
• That you liked/felt was a strength of the module.
• That you would suggest we change.
Thank you.
Not sure where the following slides fit.
A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable
Harkmore Lee, CALCASA
DEFINITION OF A TEAM
Small number – five to ten people
Complementary skills – appropriate balance or mix of skills and traits
Commitment to a common purpose and performance goals – specific performance goals are an integral part of the purpose.
Commitment to a common approach – team members must agree on who will do a particular job & develop a common approach.
Mutual accountability – the sincere promises we make to others & ourselves – commitment & trust.
CHARACTERISTICS OF A TEAM
Information giver Information seeker Initiator Opinion giver Elaborator Consensus seeker Clarifier Standard setter Representative
ROLES OF TEAM MEMBERS
PROCESS ROLES OF TEAM MEMBERS
Encouraging Gatekeeping Listening Harmonizing Yielding Accepting Supporting
Stage 1- FORMING: Team accustoms & establishes ground rules.
Stage 2- STORMING: Members resist control by group leaders and show hostility.
Stage 3-NORMING: Members work together developing close relationships and feelings of friendship.
Stage 4-PERFORMING: Team members work toward getting their job done.
Stage 5 -ADJOURNING: Team may scatter on achieving their goals or because members leave.
STAGES OF TEAM DEVELOPMENT
High dependence on leader for guidance and direction. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes are often ignored.
STAGE ONE: FORMING
Decisions don't come easily within group. Team members seek for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader is coach.
STAGE TWO: STORMING
Agreement and consensus is largely forms among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables.
STAGE 3: NORMING
The team is more strategically aware AS the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. Disagreements occur but now they are resolved within the team positively and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees
STAGE FOUR: PERFORMING
Team members should feel that their participation is important and personally beneficial to them.
Team should only remain intact as single entities so long they are working on a particular problem.
Whenever possible, the team should include some of the persons who will be responsible for implementing the decision.
Members of a team much posses the appropriate balance or mix of skills and traits.
Members of the teams should have knowledge and information that is relevant to the problem and task.
CHARACTERISTICS OF AN EFFECTIVE TEAM
Team members should feel that their participation is important and personally beneficial to them.
Team decisions should be integrated with the normal or regular decisions of the departments or units from which the members are drawn.
Conflicts that develop within should be confronted and resolved with a problem solving approach, instead of being avoided or smoothed over.
It is necessary for the team to select a leader.
The influence of members on decisions in teams should be based on their capacity to contribute ( relevant expertise) and not on the authority they possess in the organization.
CHARACTERISTICS OF AN EFFECTIVE TEAM
