-------------------------------------------
Raising Conviction - This Is The Day (Official Video) - Duration: 4:12.
For more infomation >> Raising Conviction - This Is The Day (Official Video) - Duration: 4:12. -------------------------------------------
The TOYS - ลาลาลอย (100%) [Official Music Video] - Duration: 3:16.
For more infomation >> The TOYS - ลาลาลอย (100%) [Official Music Video] - Duration: 3:16. -------------------------------------------
Change and Implementation in Practice: Teaming Video Module 6 - Duration: 7:31.
Thanks for joining us today.
Welcome to the Center for States video series
on the six functions of teaming
for the change and implementation process.
This series is produced by the Capacity Building Center
for States and funded by the Children's Bureau.
In this module we're going to break down
the sixth and final function of teaming,
which is debrief, evaluate and identify next steps.
Remember, at this point a team has already identified
the team purpose, team members, and the teaming structure;
developed a team charter, a team communication plan,
and external communication strategy;
and worked together to guide the implementation process.
In this video we will talk about debriefing, evaluating,
and identifying next steps through the change
and implementation process.
Let's get started.
As implementation progresses,
teams can benefit from taking time
to evaluate the progress made and the functionality
of the team structure.
Teams evaluate and debrief to determine
if their work is complete and what outcomes were achieved.
Teams also should evaluate and debrief
the process of working together to determine
if there are any gaps in the knowledge or skills
of their team members that may need to be filled;
and to identify what next steps the team
will take through the ongoing change initiative.
Teams can focus on three key areas
when debriefing progress and identifying next steps.
First, assess completion by asking is there additional work
to be done and as is, can the intervention be sustained?
Next, gauge current skills by asking,
"Do current team members have the skills needed
for the project and are new team members or skillsets needed?"
Finally, plan for fidelity by asking what supports
are necessary for the intervention to continue
with fidelity and what types of data will be used
to evaluate fidelity moving forward?
To debrief progress and determine if additional action
is needed before moving forward,
consider the following questions:
Has the work of the implementation team
been completed or have the
deliverables or outcomes been met?
Are the deliverables or outcomes meeting expectations?
Does the team need to regroup to complete
or sustain the implementation of the intervention or change?
Does team composition need to change
for this process moving forward?
Remember, ensuring a strong teaming structure
is an ongoing process. Teams who take the time
to debrief and evaluate efforts can identify
the resources and actions needed to close any gaps,
complete outstanding work,
and reexamine the team structure before moving forward.
Doing so leads to more
sustainable implementation over time.
Let's check in on our example:
After Diamond County's intervention had been in place
for some time, the team reassessed the teaming structure
to determine if it continued to align with the needs
of the team's goals and objectives.
Currently, their structure includes three core teams,
the Executive Leadership Team, the Project Management Team,
and the Stakeholder Advisory Teams, as well as four subteams:
the Design Team; the Recruitment, Selection,
and Training Team;
the Supervision and Coaching Team;
and the Implementation Team.
It became apparent that some teams had completed their work
and were no longer needed, such as the Design Team,
so they retired this team.
Additionally, the functions of some teams
had evolved over time.
The Recruitment, Selection, and Training Team
had completed their work to define the qualifications
of intervention practitioners and supervisors and criteria,
as well as methods for recruiting and selecting staff.
So, after the initial training of the practitioners,
the ongoing training function was transferred
to the Supervision and Coaching Team.
Remember, teaming is an integral part
of the entire change and implementation process.
It looks like Diamond County is doing the work
to revisit the team structure over time
and adjust the structure, members, responsibilities,
and protocols to support the change initiative.
Before moving ahead in the change
and implementation process,
it is a good idea for teams to assess
whether the critical tasks for teaming are complete, including:
Core steering and implementation teams have been established
to guide the change and implementation process.
Team purpose and roles have been determined
and decision-making protocols are established.
And a team charter and team communication plan
have been created.
Effective teaming is crucial to the success of each step
of an agency's change initiative
from problem exploration,
through planning and implementation, monitoring,
and evaluation, to planning for intervention sustainability.
Taking the time to create a strong and diverse
implementation team, develop a team charter that everyone
has agreed upon,
and establish a comprehensive bidirectional communication plan
will provide an excellent foundation for the overall work
of the change and implementation process.
Let's take a moment to check in on what we've learned
about debriefing, evaluating and identifying next steps.
Why do teams debrief, evaluate, and identify next steps?
To evaluate the process of working together,
determine if the work is complete,
and determine how the team will move forward
to sustain the intervention.
How do teams debrief, evaluate and identify next steps?
By asking questions to assess completion,
gauge current skills, and planning for fidelity.
What can help teams debrief, evaluate,
and identify next steps?
Meeting as a group to document team progress,
current and future team composition,
and considerations for moving forward.
Now take this a step further
by reviewing the reflection questions
and practice exercise
for "Debrief, Evaluate and Identify Next Steps"
in your teaming workbook.
As a recap, the essential functions of teaming include:
Identify team purpose, identify team members,
and teaming structure, develop team charter,
develop a team communication plan
and external communication strategy,
working together to guide the implementation process,
and debrief, evaluate and identify next steps.
Feel free to go back and re-watch any of the videos
in this series to refresh your memory.
Remember to use the teaming workbook to reflect
on your learning, record any outstanding questions,
and think through your next steps.
Join us for the other videos in this series
to learn more about the essential functions
for each part of the change and implementation process.
-------------------------------------------
Change and Implementation in Practice: Teaming Video Module 2 - Duration: 12:07.
Thanks for joining us today.
Welcome to the video series
on the six functions of teaming
for the change and implementation process.
This series is produced by
the Capacity Building Center for States
and funded by the Children's Bureau.
In this module we're going to break down
the second task in teaming
for the change and implementation process --
identify team members and a teaming structure.
Remember, at this point a team
has already identified the team purpose.
In this video we will talk about
identifying the team members and the teaming structure
before moving on to the team charter,
communication plan and external communication strategy,
working together to guide the implementation process,
and then debrief, evaluate and identify next steps.
Let's get started.
Agencies should think critically
about identifying team members
to ensure there is representation from individuals
across all levels and positions within the organization.
Having team members with varied knowledge and skills
encourages the team to consider multiple ideas and approaches,
to look at the ideas from various perspectives,
and anticipate a range of outcomes or impacts.
Agencies should identify teaming structures
to clearly define the team member
roles and responsibilities,
especially when multiple teams are needed
to facilitate the change and implementation process.
Defining team structures also encourages
collaboration and flexibility,
as some team members may serve roles
on multiple teams simultaneously.
Before forming a team, it is important to think broadly
about the roles of various team members
to ensure that the organization
has identified the right team members for those roles
and then clarify the expectations.
Organizations building teams should consider
identifying team members in several ways including:
the needs of the team or subteam
and the roles that individual members will have on the team.
The size of the team and subteams and
the skills, experience and availability
of selected team members to work on the team,
as well as all the stakeholders that need to be represented.
One way to think about the team roles
is the three C's of implementation teams,
including collaborators, cooperators, and coordinators.
Collaborators are indispensable to the process
and have decision-making authority
related to the change and implementation work,
for example, the core steering team leads, or subteam leads.
Cooperators provide input as stakeholders,
but may not have a final say in work or decisions,
for example, subteam participants, community members
or core steering team members in a consultant role,
such as the general counsel.
And coordinators ensure that the work and events
do not duplicate or overlap with each other
or similar related efforts.
They provide organizational support,
and are critical to facilitating communication efforts,
for example, the project manager,
subteam leads or system partners.
Team size also is an important consideration.
The team should be large enough to include
a variety of skill sets and perspectives,
but small enough to continue to be
productive and collaborative.
There is no right number of team members,
since the size of the team will depend
on the needed expertise and roles,
the number of stakeholders,
and the scope of the implementation effort.
The core steering team typically will have
about five to seven members who have
appropriate decision-making authority
and oversight of the major functions of the subteams.
Organizations should engage both staff and community members
to teams in the change and implementation work
to increase the teams' capacity
to consider many approaches and ideas.
Identifying staff team members across all levels and positions
promotes staff engagement and buy-in,
allows the team to benefit from their knowledge and expertise,
and increases the likelihood of implementation fidelity.
Identifying community members,
for example, families, partners and service providers,
as well as court and legal representatives,
and then consultants or advisors to the change process,
will help to increase community responsiveness
and to facilitate community buy-in for the intervention.
Team members who understand
community strengths and challenges
and who have a shared history or lived experience
with child welfare-involved families
can be incredible assets to the team
and promote stronger community/agency relations.
Team leaders should consider the approaches
that would be most useful for engaging these team members
and to prepare them to participate
in the most beneficial way.
For example, agencies may conduct community outreach
to identify team members with a variety of perspectives.
They might make resources available
to support their full participation,
for example, language interpreters,
and provide coaching to support conversation
around potentially challenging topics.
Ideally, teams may need members with specialized experience
for the best chance at success.
For example, problem exploration
and theory of change development specialists, CQI,
data collection and analysis, organizational systems change.
Those with relationships and communication with stakeholders,
as well as knowledge of the intervention.
Specialized skills and decision-making authority
within the organization or system
will ensure continued alignment of the organization
to sustain the intervention.
It is also important to identify critical team leadership.
A critical member of every implementation team
is the team leader, who heads the core steering team
and serves as a liaison between agency leadership,
external stakeholders, and the core steering team.
In addition, having a project manager to track progress
and complete administrative tasks
contributes to the team's success.
If the team does not have a separate project manager,
the team leader or another designated team member
may take on this role.
When multiple teams are needed to facilitate
the change and implementation process,
a clear teaming structure should be created
by the core steering team.
It is important to note that there is no single correct way
to create a teaming structure.
The most effective teaming processes
leverage an agency's culture
and build from its existing structures and processes.
The following activities and teams are examples
of how an organization might begin
to develop a teaming structure.
One, the Executive Leadership Committee
forms a core steering team to plan and guide the process.
Then the Executive Leadership Committee
invites stakeholders to join the External Partners Committee
to provide input and advocate
for the change within the community.
Then the Core Steering Team leader identifies
additional team members, as needed,
to lead the subteams and join the Core Steering Team.
Core Steering Team then works through
the team charter and communication plan
for each of their teams
which are essential functions three and four
to clarify that team structure
and then identifies subteams leads
and subteam members as needed.
Once assembled, each subteam
should work through the same teaming steps for that team.
When organizations are identifying team members
to participate in change and implementation teams,
the following considerations can help.
Thinking broadly about the roles of team members,
do the team members include a variety of perspectives
and skills that meet the needs of the work?
Do they represent the organization
across all levels and roles?
Do the identified team members have
the availability and capacity
to take on the tasks of serving on the team?
Do the identified team members include individuals and leaders
from the communities served by the agency
that understand community strengths and challenges?
As a reminder, there is no single correct way
to build a teaming structure
and no single right size for a team.
These considerations can help organizations
identify teams and develop a teaming structure
that is well-prepared to take on the task
of managing and implementing change initiatives.
Let's check in on the example.
Initially, Diamond County determined that
they needed an Executive Leadership Team,
a Project Management Team,
and a Stakeholder Advisory Committee.
When identifying team members for each of these teams,
they considered the needs of the team
and the knowledge, skills and abilities of all team members.
The Executive Leadership Team is led by the agency director
and has other agency leadership and key decision makers.
The Project Management Team or Core Steering Team
has managers and administrators,
as well as potential subteam leads
such as an overall project manager,
human resources lead, data, IT and CQI leads,
a training director, a policy lead,
practice area leads, a general counsel,
a parent representative and a communications lead
to help with the implementation of the new intervention.
The county also created a Stakeholder Advisory Team
to help identify needs and services
of their families within the county
that come to the attention of the child welfare system.
This team is led by the agency director
and includes court representatives,
mental health and substance abuse providers,
non-profit and private service providers,
a representative from the state legislature,
as well as parents and youth.
It sounds like the agency is gathering a diverse team
that comprises all levels and positions
to lead the implementation efforts.
What do you think might be their next step?
The next step in teaming is to develop the team charter.
Let's take a moment to check in on what you've learned
about identifying team members and a teaming structure.
Why do agencies identify team members and a teaming structure?
To ensure diverse representation across all levels
and positions within the organization
and to define the roles and responsibilities,
as well as encourage collaboration among teams.
How do agencies identify team members and a teaming structure?
By selecting team members based
on the needs and size of the team, the roles they will have
and the skills and availability to participate,
and building a clear teaming structure
that leverages the agency's existing structures.
What can help agencies identify
team members and a teaming structure?
By thinking broadly about the roles of team members
to include all levels and positions,
considering capacity to serve and including community members
that understand the strengths and challenges.
Now, take this a step further
by reviewing the reflection questions for
"Identify Team Members and the Teaming Structure"
in your teaming workbook
to connect what you've learned to your own experience.
Up next is "Develop the Team Charter,"
the third function in Teaming for Change and Implementation.
-------------------------------------------
Change and Implementation in Practice: Teaming Video Module 4 - Duration: 8:27.
Thanks for joining us today.
Welcome to the Center for States video series
on the six functions of teaming for the change
and implementation process.
This series is produced by the Capacity Building Center
for States and funded by the Children's Bureau.
In this module we're going to break down the fourth function
in teaming for the change and implementation process,
develop a team communication plan
and external communication strategy.
Remember, at this point a team has already identified
the team purpose, team members and teaming structure,
as well as developed a team charter.
In this video we will talk about developing
the team communication plan
and external communication strategy before moving on
to working together to guide the implementation process
and then debrief, evaluate and identify next steps.
Let's get started.
All teams and subteams should develop
an internal communication plan
and external communication strategy.
Communication plans ensure that team members
have regular opportunities to share their ideas,
thoughts, and opinions, and weigh in on vital decisions.
An open communication plan also helps build trust
among team members.
Internal and external communication plans
clarify the internal and external communication protocols
and identify who is responsible for them.
They also ensure that the flow of information
to leadership and among the subteams and across the agency,
as appropriate, by specifying what information to share,
who to share it with, and how often.
An effective external communication strategy
also clarifies the role that external stakeholders
have on the team and establishes regular communication
with external stakeholders who do not participate
in the daily work of the team.
Team communication plans should include
the following strategies:
They should ensure the flow of information to leadership,
the subteams, and across the agency as appropriate.
They should clarify internal
and external communication protocols
and identify the person responsible
for maintaining them.
They should provide relevant information
to all stakeholders
and use several communication mechanisms,
including both in-person and virtual meetings,
presentations, emails and written documents such as memos.
The communication subteam or committee can take the lead
on setting up an external communication strategy
that clearly lays out the following:
The roles that external stakeholders will play
during the change and implementation process.
What information will be shared, for example,
the progress of the initiative and milestones achieved.
The frequency of the communications.
It is important to note that communication
with external stakeholders may be more formal
and might include presentations, written reports, memos,
and in-person meetings.
Using the five W's in developing
a team communication plan
and external communication strategy
will help you clarify the important points:
Who? Which other teams and stakeholders will the team need
to communicate with?
Who on the team has the primary responsibility for clear
and effective communication with those outside the team?
Who has the primary responsibility
for clear and effective communication
among team members?
And who on the team will be responsible
for collecting the necessary information to share
with the team?
What? What information needs to be shared and with whom?
What information feedback loops already exist
or need to be created for the team to use?
What resources will the team need to stay informed,
for example electronic shared workspace or e-mail systems?
Where? Where can team participants
obtain the information they need
for their work?
When? How often should information,
such as team progress reports, be shared, and to whom?
Why? Why should information be shared with those external
to the team? What are the criteria for deciding
which information should not be shared externally?
Why has a particular method of communication been chosen
to communicate with a particular group?
Consider the following questions
to help develop the team communication plan
and external communication strategy:
How will the team communicate and how often?
Who is responsible for ensuring
that all necessary information is sent
at the right times to the right people?
What stakeholders need to be included?
When do they need to be included?
How will feedback be gathered and collected
and communicated to the team?
How will the team be positioned within
the agency's decision-making structure
to facilitate communication and decisions?
Answering these questions together will help the team
to effectively develop a team communication plan
and external communication strategy that supports
the change initiative.
Let's hear more about the example:
As Diamond County moves forward
with delivering the selected intervention,
solidifying their communication plan,
and external communication strategy,
they begin to discover the makeup
and responsibilities of some teams may need to be revisited.
They had developed three teams --
the Executive Leadership Team, the Project Management Team,
and the Stakeholder Advisory Team --
as well as four subteams:
the Design Team; the Recruitment,
Selection, and Training Team;
the Supervision and Coaching Team;
and the Implementation Team.
A critical part of the communication plan
was the sharing of fidelity assessment data
with supervisors so they could share any concerns
with decision makers and adjustments
could be made if needed.
When the subteams were originally created,
the Implementation Team took on the responsibility
of collecting and reviewing fidelity assessment data.
Unfortunately, supervisors were not included
in the original Implementation Team roster.
To alleviate this gap in communication,
the Implementation Team is reconfigured
to include supervisors.
It sounds like the agency
is ensuring the team structure reflects
the mission, goals, and anticipated contributions
outlined in the team charter.
What do you think might be their next step?
The next step in teaming is working together
to guide the implementation process.
Let's take a moment to check in
on what you've learned about developing
a team communication plan and external communication strategy.
Why do teams develop a team communication plan
and external communication strategy?
To engage team thoughts and ideas and build trust,
clarify protocols for who is communicated to and when,
and define roles and
responsibilities for communication.
How do teams develop a team communication plan
and external communication strategy?
By clarifying the flow of communication,
responsibility and methods used,
and the role of external stakeholders
using the five W's as a guide.
What can help teams develop a team communication plan
and external communication strategy?
By considering how, when, what will be communicated
to who and defining who is responsible for communicating
and collecting feedback.
Now, take this a step further
by reviewing the reflection questions
and practice exercise for
"Develop Team Communication Plan
and External Communication Strategy"
in your teaming workbook.
Up next is "Working Together
to Guide the Implementation Process,"
the fifth function in teaming for Change and Implementation.
-------------------------------------------
TOP 5 MOTIVATIONAL QUOTES OF THE DAY - 9 | INSPIRATIONS VIDEOS | INSPIRATIONS TV - Duration: 2:02.
TOP 5 MOTIVATIONAL QUOTES OF THE DAY - 9 | INSPIRATIONS VIDEOS | INSPIRATIONS TV
-------------------------------------------
Change and Implementation in Practice: Teaming Video Module 5 - Duration: 7:17.
Thanks for joining us today.
Welcome to the video series on the six functions
of teaming for the change and implementation process.
This series is produced by the Capacity Building Center
for States and funded by the Children's Bureau.
In this module we're going to break down the fifth task
in teaming for the change and implementation process --
to guide the change process.
Remember, at this point a team has already identified
the team purpose, the team members,
and the teaming structure,
as well as developed the team charter, communication plan,
and external communication strategy.
In this video we will talk about how teams work together
to guide the implementation process before the team moves on
to debrief, evaluate and identify next steps.
Let's get started.
It is important for teams to work together
to guide the implementation process
and to communicate their work in order
to ensure the success of any change initiative.
The success of the team's work depends significantly
on how actively the team leader
and the organizational culture more generally encourage
an open and constructive collaboration.
It is also important to encourage teams and subteams
that are part of the process to be actively and consistently
involved in the work of implementing a change,
rather than serving simply as advisory groups.
Although the team needs and structures may vary,
teams support the success of the change initiative
through collaboration and partnership on the resources,
strategies, tasks, data, and decisions during the process.
The first step in guiding implementation is often
the creation of a detailed, comprehensive,
and multifaceted work plan based on the team charter.
The work plan should answer a few key questions
to organize the work that will need to be completed, including:
What does the team need to do to get to the change
being sought and what essential functions need to be performed?
Who will be performing the tasks or the functions?
What resources are necessary to perform each essential function
and achieve the identified deliverables or outcomes?
When are the deliverables or outcomes expected?
The key functions of teams throughout
the implementation process may include:
Improving team readiness
and the necessary organizational capacities
to successfully plan, implement, and sustain an intervention.
Understanding the problems or challenges the agency faces
and how to use data to dig deeper into the root causes.
Developing a theory of change to determine
the most effective ways to get
from the root causes of the problem to the desired outcomes.
Researching, selecting, and adapting
or designing interventions that meet an agency's needs.
Planning and laying a foundation
for successful and sustainable implementation and evaluation.
Piloting or staging the intervention
so the agency can learn and adjust as needed
before implementing on a larger scale.
And collecting and using data to monitor progress,
inform improvements, evaluate outcomes,
and expand or modify programs.
Strategies that can help agencies and teams work together
to guide the implementation process include:
Addressing barriers to change up front and working
to anticipate them, addressing the climate and culture
to support change, and ensuring resources --
including time -- are available for the work.
Being open to adaptation of the teams and teaming structure.
As the work of the team evolves,
it may be necessary to split up the tasks
and assign them to additional subteams
as determined by the Core Steering Team;
and consider the following:
Does the work plan adequately define the change
the team is seeking and how they will achieve it?
Is the appropriate leadership team involved
to make important decisions on the work needed?
Is there a method in place for reviewing
the right data to inform key decisions?
Using these strategies and answering key questions
will help the team work together
to guide the implementation process successfully.
Let's check in on our example:
Diamond County's three core teams,
the Executive Leadership Team, the Project Management Team,
and the Stakeholder Advisory Team,
continue to explore and refine the team structure
as implementation moves forward.
Knowing that it is critical that teams remain aligned,
the Project Management Team recognized the need
to integrate the intervention into the larger community
as well as the overall agency.
To facilitate this, they began to meet regularly
with the Stakeholder Advisory Team
and asked that team to revise their function
to inform the Project Management Team
and the Executive Management Team about areas
where the intervention is working well
and areas that are not working well.
Ensuring these connections helps the Executive Leadership Team
maintain a positive culture for change
and ensure that adjustments are made to sustain
the program over time.
It sounds like the agency is working together
and making adjustments that will help guide the change
and implementation process.
What do you think might be their next step?
The next step in teaming is to debrief,
evaluate, and identify next steps.
Let's take a moment to check in on
what you have learned about teams working together
to guide the change process.
Why do teams work together to guide the change process?
To ensure the success of the change initiative
through team culture and climate,
active participation of all teams in the process
and collaboration in building resources,
defining strategies and actions, reviewing data,
and making decisions.
How do teams work together to guide the change process?
By creating a detailed, comprehensive,
and multifaceted work plan based on the team charter
that organizes the work necessary through each step
of the change and implementation process.
What helps teams work together to guide the change process?
By addressing barriers, climate and culture,
and the resources needed;
being adaptable as the work evolves;
and considering all the elements of the work
that need to be done and who will do it.
Now, take this a step further
by reviewing the reflection questions
for "Working Together to Guide the Implementation Process"
in your teaming workbook.
Next up is "Debrief, Evaluate and Identify Next Steps,"
the sixth and final function
in teaming for change and implementation.
-------------------------------------------
Drawing: Kairi (Kingdom Hearts) | Timelapse video - Duration: 4:27.
For more infomation >> Drawing: Kairi (Kingdom Hearts) | Timelapse video - Duration: 4:27. -------------------------------------------
Change and Implementation in Practice: Teaming Video Module 1 - Duration: 12:04.
Thanks for joining us today.
Welcome to the Center for States video series
on the six functions of teaming for change and implementation.
This series is produced by the
Capacity Building Center for States
and funded by the Children's Bureau.
This series touches each of the change
and implementation topics as building a diverse team
at each step in the change and implementation process
is critical to its success.
Before starting this series,
have you read the teaming brief
and completed the first section of the teaming workbook?
If not, we recommend you take some time
to complete these steps and then return here
to where you left off.
Before we begin, we'd like you to take a few minutes
to consider your own experience selecting and building
a team to accomplish a task or tackle a problem.
Have you ever needed to complete a task
or tackle a problem and knew you could not do it alone?
When did you determine that you needed help?
What did you do?
How did you decide who you would ask for help?
How did you know you had all the help you would need
to tackle the problem or task?
If you could not find the help that you needed,
what did you do about it?
Can you think of a time when you have been part of a team
that needed to change in order to complete the task?
What worked or did not work?
Use your Teaming workbook to write down
your answers to these questions.
Remember, you can pause this video at any time
to record your thoughts and refer to them
as you complete all six videos in the series.
The illustration on the slide
represents the change and implementation process
and the relationships between different topics
and steps highlighted.
Assessing organizational readiness on the outer ring
is ongoing throughout the process,
while teaming on the inner ring is a key consideration
during all other activities.
Each icon in the second ring represents an important step
in the change and implementation process.
While the icons are represented sequentially,
in practice there will often be overlap
and movement back and forth among the activities.
An implementation team is the team, or set of teams,
representing diverse skill and perspectives
across an organization, including stakeholders that
perform the work of implementing change.
Their tasks might include:
developing, supporting,
and overseeing the implementation plan.
For example, developing a multifaceted, comprehensive
work plan.
Championing the change effort
and securing the necessary resources.
Addressing implementation barriers and opportunities.
Or using data to monitor progress
and make informed decisions to ensure
the change initiative's success.
Teams can be formed at several points in a change and
implementation process.
While the core steering team needs to come together
at the beginning to guide the work and make critical decisions
regarding team members and teaming structures,
subteams or workgroups may be formed and adapted as needed
throughout the change and implementation process
to carry out specific activities.
Achieving effective, sustainable change at
a child welfare agency is less likely without a team in place
to lead and organize the process of implementation.
Thus, creating an implementation team is a crucial early step
in implementing a change and offers many benefits such as:
building an agency's internal capacity to manage change
and ensuring effective communication
with agency leadership and other important stakeholders.
Teams also help guide the implementation process in a
mindful and strategic way
and plan for the sustainability of new practices,
policies, and programs.
Building a team models the principles and benefits of
inclusion, collaboration, teamwork,
and joint decision-making
and fosters buy-in and shared ownership
for agency decisions and direction,
and effective teaming builds credibility
for the change initiative.
Before putting together an implementation team
or set of teams,
agency leadership should determine
the type of tasks necessary
for implementation and what skills, knowledge, and input
are needed to accomplish them.
The most effective teams bring together
a variety of agency personnel and stakeholders
with different roles, talents, perspectives, and skill sets.
It is important to include team members
that represent the diverse characteristics
of the communities served by the agency when feasible,
as well as consider the most effective size
of the team for doing the work needed.
Before building a team, organizations may want
to consider a few key capacities of effective teams:
resources, such as concrete materials and assets
include having the right number of team members
to carry out the work while keeping the team
as small as possible
to facilitate effective communication.
Infrastructure such as organizational structure,
policies, and protocols might include:
having an organized communication plan,
a clear decision-making process,
and an agreed-upon working approach.
Culture and climate such as shared beliefs, values,
and attitudes might include being committed
to the intervention being implemented,
having a common purpose,
and following a well-defined set of common objectives,
as well as building relationships based on trust
and sharing leadership roles
among the team members as needed.
Knowledge and skills, like staff expertise and competencies
includes selecting the right individuals
with the skills and time to lead and carry out
the work of the team;
and, lastly, engagement and partnerships.
For example, inter-organizational
and intra-organizational relationships and connections
such as creating buy-in and enthusiasm
for the intervention being implemented
within the community being served
and seeking input from community members
and other partners regarding the choice of the intervention
and the implementation process.
The Teaming brief is intended to help
child welfare agency leaders, managers, and stakeholders
build and sustain effective and efficient teams
to guide the change process.
It does this by providing step-by-step guidance
to build and maintain teams throughout the change
and implementation process.
Teaming is broken down into six functions or tasks:
One, identify team purpose.
Two, identify team members and teaming structure.
Three, develop a team charter.
Four, develop a team communication plan
and external communication strategy.
Five, work together to guide the implementation process.
And six, debrief, evaluate, and identify next steps.
In this module, we will kick off our conversation
about teaming by looking at number one:
Identify the team's purpose.
Typically, teams are formed in response
to the initial identification of a problem
and the agency's decision to address the problem
through improvement planning.
The first step in identifying the team purpose
is the development of mission goals and objectives
to guide the team.
Identifying team purpose provides a clear understanding
of the need and the reason behind the formation of the team
for all team members and the purpose
clarifies agency leadership's expectations of the team
and their role in the organizational structure.
Teams identify their purpose beginning with developing
a team mission statement which is a short paragraph --
a few sentences at most --
that describes the team's primary purpose.
It answers the question,
"What is the need that is addressed
by forming the team?"
Team goals and objectives answer what the change the team hopes
to achieve through the initiative.
Ensure a clear team purpose is identified by considering
the following questions when writing
the team mission statement, goals and objectives:
What is the problem or problems the team will be addressing?
What is the goal or outcome the team needs to achieve?
How will the team be aligned within the agency's
organizational structure, and will single or multiple teams
be necessary at the initial stage of the process?
Answering these questions together can help organizations
to clearly identify team purpose
and prepare the team or teams for the next step
in teaming, identify team members, and teaming structure.
Let's hear about an example:
Through deeper problem exploration and data analysis,
Diamond County determined that the root cause
of the permanency challenges they had were a lack
of adequate assessments that resulted
in case plans that did not target the underlying conditions
or contributing factors, or accurately identify services
that would promote behavior change.
They went through the process of developing a theory of change
and selecting an intervention to adapt
that would help improve capacity
to accurately assess caregiver readiness for change
and identify services that would promote behavior change.
Initially, Diamond County's executive leadership team
determined that they would need a project management team
to help with the implementation of the new intervention,
and a stakeholder advisory team to help identify needs
and services to meet the needs of families within
the county that come to the attention
of the child welfare system.
It looks like the agency is working to identify
the team purpose for their implementation team
and has solidified the goals and objectives
of each of these initial teams.
What do you think might be their next step?
The next step in teaming for change and implementation
is identify team members and teaming structure.
Let's take a moment to check in on what you have learned
about identifying team purpose.
Why do agencies identify team purpose?
To provide a clear understanding for all stakeholders,
to clarify roles and expectations of the team,
and to define the mission, goals, and objectives.
How do agencies identify team purpose?
By developing a mission that answers
the identified need the team will address,
and goals and objectives that illustrate
what the team hopes to achieve.
What can help agencies identify team purpose?
Considering the problem or problems the team will address,
the goals or outcomes needed,
and how the team will be aligned within the organization.
Now take this a step further
by reviewing the reflection questions
and practice exercise for "Identify Team Purpose"
in your teaming workbook to connect what you've learned
to your own experience.
Up next is "Identify Team Members
and Teaming Structure,"
the second function in Teaming for Change and Implementation.
-------------------------------------------
Change and Implementation in Practice: Teaming Video Module 3 - Duration: 7:26.
Thanks for joining us today.
Welcome to the video series on the six functions
of teaming for the change and implementation process.
This series is produced by the Capacity Building Center
for States and funded by the Children's Bureau.
In this module we're going to break down
the third function of teaming.
Remember, at this point a team has already identified
the team purpose, team members and the teaming structure.
In this video we will talk about developing
a team charter before moving on
to developing the communication plan
and external communication strategy, working together
to guide the implementation process,
and wrapping up with debrief, evaluate, and identify
next steps.
Let's get started.
A team charter is a formal document
that provides the foundation for a team's work.
In addition to a broad team charter,
each team and subteam within the teaming structure
should have a charter to create a shared understanding
of the team's role across the organization.
Charters help a team stay focused on the scope, goals,
and parameters of the initiative,
including the timeframes needed to complete the work.
Team charters help clarify how the teams will operate,
share roles and responsibilities,
and lines of authority.
Revisiting the team charter regularly
can help teams stay aligned and avoid the risk
of duplicating work or leaving gaps in communication
or reporting structures.
Lastly, the charter can help facilitate stakeholder buy-in
by including key members in the decision-making process
and obtaining their agreement throughout the process.
A quick note on engagement:
Maintaining high engagement can help everyone stay aligned
throughout a change initiative.
To facilitate team engagement, the team charter should include
proactive strategies to maintain attendance
and productivity and allow teams to participate,
even with other obligations.
These strategies might include
offering virtual participation where possible,
clear direction that team members are responsible
for reviewing the minutes and materials from meetings
they couldn't attend and offering feedback,
asking for feedback regularly from team members,
setting clear deadlines,
and scheduling meetings as far in advance as possible.
The charter establishes a common understanding
of the expectations upfront and serves as a tool
to maintain alignment throughout a change initiative.
Teams can build a robust charter
by including these key components:
The mission of the initiative.
Goals and objectives the team developed for the work.
The scope, boundaries,
and timeframe for completing the work.
Expected deliverables.
A brief description of communication strategies
and frequency, both within a team and between teams.
and the role of agency leadership relative to the team
and to the agency as a whole,
as well as other team member roles and responsibilities.
It should outline decision-making authority
and include a brief policy on how decisions are made
and a determination of how conflict will be managed.
To ensure the charter provides a solid foundation for teamwork,
consider the following questions as a group:
How will the team make decisions?
What norms or values has the team decided
to follow throughout the project?
How will the team's composition be assessed
in the future to ensure that it contains
the necessary skills or partners?
How often will this occur?
How will team expectations be documented?
And do all team members understand
the need and outcomes sought?
Remember, team charters are not static documents.
Review and revise the team charters periodically
to reflect the realities and evolution
of the change process and the team.
Let's revisit our example.
When we last checked in, Diamond County was working
to gather a diverse team to support implementation.
The structure included three core teams made up
of internal and external members
with a variety of expertise, skill levels,
and decision-making ability --
the Executive Leadership Team, the Project Management Team,
and the Stakeholder Advisory Team.
As the teams continue to ready themselves and develop
a team charter, they discovered the need
for additional skillsets and perspectives.
To meet the need, they added four subteams
with specific responsibilities to the team structure.
The Design Team, for instance, was created to help
adapt the chosen intervention to the agency,
including developing the Intervention Manual,
fidelity measures, and recommendations
for policy changes.
The Recruitment, Selection, and Training Team
was developed to ensure that practitioners and supervisors
were selected from existing agency staff
who demonstrated the required personal qualities, knowledge,
and skills to facilitate
the comprehensive assessment process.
The Supervision and Coaching Team was established
to help identify the roles and responsibilities
of the supervisors and
the coaching delivery system required
for workers to acquire the skills and capacities necessary
to successfully deliver the intervention.
Finally, the Implementation Team is created
to guide the process and ensure that the intervention
is defined, funded,
operationalized, and implemented.
It sounds like the agency is ensuring the teaming structure
reflects the mission, goals, and anticipated contributions
outlined in the team charter.
What do you think might be their next step?
The next step in teaming is to develop
a team communication plan and external communication strategy.
Let's check in on what
you've learned about developing a team charter.
Why do teams develop a team charter?
To set a foundation for teamwork by clarifying
how teams and subteams will operate,
parse out responsibilities, and share in decision making.
How do teams develop a team charter?
By incorporating key components to align teams,
including the mission, goals, roles and responsibilities,
and decision-making policies.
What can help teams develop a team charter?
Taking time to answer questions as a group to define
the team values and ensure all staff understand
the goals of the change initiative.
Now take this a step further by reviewing
the reflection questions for "Develop the Team Charter"
in your teaming workbook.
Up next is "Develop a Team Communication Plan
and External Communication Strategy,"
the fourth function in Teaming for Change and Implementation.
Không có nhận xét nào:
Đăng nhận xét