Case study: the NHS team
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An NHS team was very much under pressure to up its game, be more pro-active and firefight less, and ensure they meet stringent NHS standards.
However, like many such teams, it had been thrown together in a hurry, and had no real sense of identity, little clarity about its purpose, and lacked the self-confidence, resilience and the can-do attitude it needed to help it face a tsunami of change. Not surprisingly, some cliques had developed, and these were hampering the overall performance of the team.
The Human Dimension worked both with the team as a whole, and with its leader on her own to enable her to help team members to become more psychologically fit, and to develop more effective ways of working together.
Outcomes
The team developed more effective and cost-effective working and raised productivity.
The leader became a beacon her team could follow. Team members said they had gained in self-awareness, confidence and resilience.
The team benefitted hugely, with a new can-do attitude permeating all they did. The atmosphere became more positive, with openness and trust building quickly.
Mutual understanding was much greater, people felt closer, and there was a lot more constructive thinking and pro-activity. And as one person put it – there was less ‘flap’.
The team became more focused on performance, more critical about waste and inefficiencies,
and much more resilient.
Names of individuals in case stories have been changed.