What is more important within a self-managing team in health care? Ability or desire?
When assembling the ideal self-managing team, it is important to look at diversity in competences and job levels. Whether colleagues are driven to work (with each other) in a self-managing team is rarely addressed in practice. However, we provide insight into whether the teams that are created will get energy from working as a self-managing team.
Transforming a production-oriented organization into a client-driven organization is a serious challenge. Clients want to have customized health care. Your country wants affordable health care.
More and more organizations regard working with self-managing teams as a cheaper, more successful way of empowering the client with staff. Cheaper, more efficient, more flexible.
However, working with self-managing teams demands a totally different mindset from everyone in the organization. For the board member, this means the transition from management to leadership. That requires a different approach to motivating people. Letting go, inspiring and keeping a steady course. Here Cogito-ES and the Management Drives software can play a supporting role.
“Good leaders motivate people on their dominant drives”
Willingness to empathize
Giving and receiving feedback
In practice, when assembling the ideal team, we often talk about competences and job level. But whether someone is driven to work in a self-managing team and whether someone derives energy from that, deserves more attention. Here Cogito-ES can play a supporting role.
Also in allocating roles, such as team player, planner, director, designer, entrepreneur and quality controller, the extent to which a colleague is driven to take on a specific role is very important if they are to fulfill that role well for a longer period. Here again, Cogito-ES can play a supporting role.