CaFHS Country South: Evaluation Results Workshop 1
Murray Bridge Team
chart
| What did you find most valuable? |
|---|
| Debriefing collectively regarding the current and ongoing issues concerning regional manager. |
| DISC Profile |
| Connecting with the team. Use of the Lego as a team building exercise as well as a way to explore work concerns and future hopes re a positive work environment. Intelligent discussions re behaviour and why people may communicate or respond in different ways. |
| I found the day valuable, the information will be helpful in working with my team and has been interesting in the case of self awareness. I will apply it to the new team I am part of, whilst it was good to do with my old team it was a pity that I didn't take part with the new team and my colleague where we are working independently and are very isolated. |
| Looking at the different personality types within the office. Having a better understanding of the Managers style and to develop ways in which to have a stronger understanding of her intentions. |
chart
| What didn't work or could have been better? |
|---|
| Would have been more beneficial if the grief given to the facilitator actually addressed our concerns realistically |
| Nothing really only that the session probably wasn't what we needed as Diarmid knew |
| It would have been more beneficial if you were aware of what the team actually wanted out of the workshop. |
| Due to high stress levels it may have not been the best fit for the actual problem of being scared of our Manager |
| The team appreciated and valued the lego experience. I struggled with this activity as some cognitive or creative tasks do not fit with me. |
chart
| Are there any particular issues that you'd like to address in future workshops? |
|---|
| No |
| I am quite concerned how the personality assessment will be presented to the Leadership team and how they could possibly use that information. I would prefer if my assessment be confidential . |
chart
| Any other feedback you'd like to provide? |
|---|
| No |
Mt Barker Team
chart
| What did you find most valuable? |
|---|
| The personality profiling, showing how all personalities work together.. or challenge us ..also the chance to hear what the nurses had to say.. as I am admin/front desk.. we don't always get to hear what they have to say |
| The use of the questionaiirre to gain a better understanding of myself and my reactions to people and also the others in the team. The insight into our managers style was also helpful. The session also highlighted that i am not the only one who has had difficulties with our current manager which has allowed me to feel less isolated. |
| I liked the DiSC information on the team and then the discussion that followed. I liked the Diarmid kept it on task but also allowed when required from the group time to discuss other matters that have been impacting the team, I believe this actually created some healing within the group by Diarmid allowing people to share openly what they have been experiencing |
| Learning to understand where people 'fit' in order to understand where their priorities and styles lie. |
| Being listened to and having our distress acknowledged, knowing that this will be taken further. The DISC profiling was interesting & helpful to understand individuals styles/needs (recognising that this is not definitive and adapts/changes depending on circumstances if there is appropriate self-awareness/mentalizing and trust available. Sometimes we can feel alone in our distress, especially when we are 'Whistleblowers', it was reassuring to see other team members are experiencing/seeing what has impacted us all. The Lego models clearly showed our current distress in our workplace and where we desire to be/experience in the future. |
| Understanding my style and the way I interact and impact others. Talking about the stress the team is under to an unbiased person who hopefully has our best interests in mind and will advocate for us, as no one is listening to us Getting a better understanding of where my colleagues are at emotionally |
| All very good thank you |
chart
| What didn't work or could have been better? |
|---|
| The feeling that Diarmid had not been fully informed of what was occurring at the worksite. |
| It wasn't a case of not working - rather the workshop was not what staff were expecting in addressing the current issues. |
| Transparency from the Leaders around why we are having/need these facilitated workshops, an accurate brief to the facilitator (complaints) Next steps clearly outlined for Team and Leaders, so we know what to expect going forward, how is trust going to be rebuilt/assessed? How are staff on the ground going to be supported/listened to if manager is back in her role, who is our safe person? |
| Nothing I felt it was useful and flowed well. Perhaps a bit too long, felt very flat and headachy afterwards, maybe 6 hours is plenty in a small room. |
| Nothing |
chart
| Are there any particular issues that you'd like to address in future workshops? |
|---|
| Overall I felt the workshop addressed what it set out to do but there were many more issues raised. |
| Not that I can think of |
| Would like to see the organisation invest in; 1. Appropriate/profiling of managers in the recruitment process 2. Performance reviews for management to be similar to a 360 PRD process, allows the team/peers/upper management to provide reviews in a constructive way that will lead to improvements in skill development 3. HR process is clear and support is available when complaints are raised about a manager |
| Leadership not addressing staffing concerns. Leadership not advocating for us about the issues with our Manager that were discussed at the huddle. This consultancy for example was under the impression we needed team building and resilience, when in fact everyone in the team is very stressed and emotionally strung out. We need leadership to hear us and take action. Staffing!!! We have 2 staff on Long Service Leave, had a resignation, a staff member retire, and a staff member leave our region and another one about to go on a short term contract and we already can't service preschools, clinics and EPG's. It is embarrassing within our community that we can't see clients for weeks on end. We are squeezing people into our calendars where we shouldn't and stressing ourselves out to meet the clients needs as we have a duty of care to them, especially if there are concerns about growth or feeding. We NEED more staff. This is not sustainable and the community is losing faith in us as a health service. Clients at Lower Magarey can get an appt the next day, so why is there such an issue with us getting staff, and why do our community have to wait 3 weeks? I love my job, but I have seriously considered going back to hospital work due to the lack of staff and complete guilt of having PCL if I need to! Respectful behaviour in the workplace is an issue. Some older team members are often elevated, shout and get very short tempered and rude towards others, in particular to our admin girls. They are demanding +++ THese blow ups happens at least once a week and creates a lot of tension in the workplace. Cathy is so stressed already and has tried dealing with it, but it continues to happen. There is never any reflection about the behaviour or the impact it may have on other members of the team. It makes me and other members of the team feel very uncomfortable in the workplace and I just lock myself in my office to avoid hearing it or being involved. I have been looking for another job due to the current "feel" being at Mt Barker. |
| Not at present |
chart
| Any other feedback you'd like to provide? |
|---|
| I hope that our manager and directors are able to access our profiles so they may be able to better understant the types of people who make up a large proportion of our team. In the past I have felt not understood by the people managing and making decisions most likley because they have different style to me. Last year i tried to let my manager know that i was feeling overwhelmened and I felt not littened too and it was implied that it was my issue and not an organisational issue having this lack of support has undermined my conficence as a clinical nurse. An example, overwhelming us with too much new information/change/portfolios without the time and space to process it and adequate staff to implement changes will and clearly has impacted the welbeing of out team |
| Thank you for the excellent facilitation of the workshop and understanding of the current issues we are experiencing as a team |
| The older staff need IT training, I spend a lot of my own time helping them do simple tasks like attach a payslip to an email, or cut and paste an image or find a web page, or how to use the photocopier or send a group text message etc etc Some are so demanding of my time and I am constantly interrupted with trivial IT things that should be easy, but are not to them. Initially I didn't mind helping, but it is now expected from me and even on my lunch break they will interrupt me and ask me to come and quickly help with something. I try to make flowcharts with step by step prompts for things we do all the time, like send our timesheet, but this doesn't seem to help. They need to be supported to get basic IT training so that myself and admin are not continuously burdened by their demands and they feel more able to cope with the increasing world of IT we live in. It is a big barrier and I believe it contributes to workplace positivity as they are often elevated and stressed about IT/phone issues. |
| Very well done |
CONNECT WITH US
392 Goodwood Rd, Cumberland Park SA 5041 | E: info@leedconsulting.com.au
Diarmid: 0409 977 730 | Anna: 0430 377 525