Case Study: ICD013: Strategic Relationship Facilitation
Drivers
- Climate o corporate change with pressure from government
- Breakdown of local working relationships
- Unsustainable working conditions
During a period of great change in the NHS, with the government agenda on clinical and corporate governance to ensure local co-operation, our client found that the working relationship between neighbouring health organisations had broken down, resulting in conflicts, distrust and communication barriers. The communities in which they serve did not view this as a sustainable option and sought to act proactively to change the situation.
Inputs
- Facilitated workshops managing the communication of sensitive issues
- Team profiles
- Team discussions
A senior consultant from The ICD Partnership was brought in to facilitate a series of sensitive, group workshops aimed at identifying the issues of each individual, their root cause and terms for resolving these. The workshop addressed how each senior manager thought, felt and acted in their dealings with others and the impact of their behaviour on the team and specific individuals.
Deliverables
- Documented evidence of the impact of interpersonal behaviour
- Development of a working Charter agreed by all participants
- Resolution of conflicts and identified behaviours for resolving any future conflict
Through the facilitated workshop which took place over a three day period, all issues were described and the input and perspectives of all participants was documented. This information was used as a basis for development of a new charter for working together, defining how the group would seek to identify potential areas of conflict, the actions that they would undertake to resolve conflict and any escalation procedures required with regards to the general behaviour and communications to maintain good working relations.
Outputs
- Clear understanding of the consequences of individuals’ behaviour
- More harmonious working conditions
- Increased focus on the organisational task at hand
The managers involved had a clear understanding of the consequences of their behaviour in the workplace and the impact it had on the business and on individuals. As a direct result the team were able to work more harmoniously and concentrate on the activities and progress that needed to be made to bring the work of three separate organisations to bear on the local health agenda.