How do you have a high performing team that can lead and manage quality improvements?

Adjunct Professor Sue Hawes¹

¹Healthdirect, Po Box K411, Haymarket, NSW 1240, sue.hawes@healthdirect.org.au

Abstract:

Leading quality improvement projects is never easy and is often in response to something that has gone wrong or where a process has failed. Engaging and mobilising others to participate on a change journey can also be challenging as people are often time poor and not at the same stage as you on that journey. Ensuring you get the right people around you is important and needs to include people with different skills and attributes to yourself.

The Social Styles Model will be used to explore and understand how we communicate and behave and the impact this has on others. It describes why we sometimes have tension in the workplace and what happens to our behaviour when we are under stress.

Key attributes of high-performing teams include such things as having clear goals, strong communication, and diversity of skills, which all contribute to driving quality improvements. Leveraging the Social Styles Model we will learn about the four styles – Analytical, Driver, Amiable, and Expressive and how each contributes to achieving change outcomes within a high performing team.