b'ARTICLEfocus of the task in hand to recogniseFigure 3you are a team! HighDeveloping the teamInitially, purpose and values may not Country Club Teambe explicitly discussed or stated,Management Managementbut this is risky; it is all too easy for assumptions to be made which can lead to misunderstanding, misalignment, andConcern Middle of the roadunhelpful conflict. With this is mind, itfor people Managementmakes sense to agree shared purpose and values. Impoverished Produce or perishManagement ManagementPsychological safety (a climate inLowwhich individuals feel able to takeLow Concern for performance Highinterpersonal risks without fear of negative consequences) and team performance are directly linkedThis may occur informally through casual (Edmondson 1999). Behaviours whichcontact (think of the conversations foster psychological safety include: across an operating table) or in formallyInclusivity arranged meetings. Team building Facilitating discussion andthrough rehearsal or by utilising lessons candour from actual work via planned and structured debriefs are important asActive listening are social events where we share and Open questioning enjoy different aspects of each other whilst embedding social norms. When Admitting fallibility and showingconsidering out of work events, be sure vulnerability to make them inclusive and accessible Normalising (and learning from)for all.failure Teams develop in phases, identified byClarifying expectations Tuckman (1965) as (colloquially) forming, storming, norming, performing andSanctioning clear violations adjourning, although the phases may not Expressing gratitude be predictable or linear. Diversity brings differences of opinion and handled Delegating and empoweringCommunication in a psychologically safe team, with mutual respect, trust, and openness allows constructive feedback and mutual accountability.Identification of BAKES* that need adding or developing will inform recruitment and development to enhance capability. As members join a team, they learn norms intentionally or by default. Formal induction and mentorship programs, which sets expectation of, and supports purpose, values and behaviours, help ensure commonality.Inter-relationships define a team as more than the sum of its parts and relationship development (one to one, one to many, many to many) is essential. www.inspiredvet.co.uk37'