What is more important within a self-managing team in health care? Ability or desire?

Transforming is a serious challenge
Transforming a production-oriented organisation into a client-driven organisation is a serious challenge. Clients want to have customised health care. And the Netherlands wants affordable health care.
More and more organisations 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 organisation. 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 Management Drives can play a supporting role.

“Good leaders motivate people on their dominant drives”

Working with self-managing teams requires:

• Professionalism
• `organisational skills
• cooperative skills
• willingness to empathise
• creativity
• entrepreneurship
• giving and receiving feedback
• decision making (together)
• conflict management

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 Management Drives 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 fulfil that role well for a longer period. Here again, Management Drives can play a supporting role.