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In September of 2022, Western Regional Children’s Advocacy Center (WRCAC) released a Roundup that focused on how to manage change and transition on the multidisciplinary team (MDT). As so many Children’s Advocacy Centers (CACs) and MDTs continue to experience elevated levels of turnover, this topic remains relevant for CACs and our partner agencies nationwide. In fact, turnover and changes within the team is one of the main reasons many CACs reach out to us for support. Although we may not be able to control turnover on our teams or within our partner organizations, there are key factors to consider when navigating change and understanding our responses to it.
We all acknowledge that change is a natural part of life, and it doesn't always adhere to our plans or expectations. However, there are times when we grow accustomed to stability within our teams or organizations. In these moments of comfort, the impact of change can feel more pronounced when it does occur.
We know from research that team development tends to follow a recognized set of stages that include forming, storming, norming, performing and adjourning (Tuckman & Jensen, 1977). Teams may move through these stages in order, but also may move backwards a step or two depending on external or internal influences. The final stage of adjourning is one that we do not tend to talk about often as it relates to MDTs because we expect our teams to continue to exist regardless of what may happen. However, it is important to address the fact that team members themselves may in fact adjourn or leave the team for many reasons. So, although the whole team may not dissolve or adjourn, one person leaving can in fact impact the rest of the team. For this reason, many people have come to name this final stage the mourning stage. As with mourning for other reasons, it is important to take time to acknowledge as a team that someone has left and reflect on the impact that departure may have on the team. While we may not be able to eliminate the impact of someone leaving the team, it is important to recognize that there are ways that we can minimize that impact on the team if we are proactive and plan for changes that may happen.
Minimizing challenges when team members leave MDTs at CACs is crucial to maintaining the effectiveness of the team and ensuring the well-being of the children and families they serve. Here are some specific strategies to minimize issues during transitions:
Succession Planning: We often talk about succession planning for leadership within CACs, but rarely talk about this in terms of the MDT. By identifying and developing successors for key roles within the MDT, we can help ensure a smooth transition by having knowledgeable and capable individuals ready to step into vacated roles. Examples: MDT leadership teams identify staff as potential successors to those already serving on the team.
Cross-training: While team members may not directly substitute for one another, fostering an understanding of each other's roles and responsibilities fosters cohesive collaboration and understanding. This mutual comprehension equips the team to navigate service provision seamlessly in the absence of specific disciplines, thereby minimizing disruptions for children and families if a team member leaves.
Onboarding: A comprehensive onboarding process, as highlighted in a previous WRCAC Roundup, is instrumental in cultivating a shared understanding of the team's mission, procedures, and code of conduct. Robust onboarding not only facilitates smooth transitions for new members but also bolsters the team's resilience in the face of departures.
Clear Communication: Transparent communication regarding departures and new team members helps create an informed and cohesive team environment. Openness about departures, especially when individuals represent unique disciplines, preserves trust within the team and reduces uncertainties. Sharing plans for onboarding new members further enhances transparency and facilitates a smoother transition.
Recognition and Appreciation: Acknowledging departing members' contributions, whether through personal gestures or formal expressions of gratitude, is essential. Recognizing individual and collective efforts not only honors departing members but also cultivates a culture of appreciation that boosts morale and enhances team cohesion. It is important to note though that recognition and appreciation should be an ongoing process and not something that happens only when someone leaves. So, find small ways to thank and recognize the work of the team members on a regular basis.
Regular Check-Ins: Many of us at CACs are well versed in trauma informed supervision and work environments, but our colleagues at other organizations may not have that same experience. Conducting regular check-ins with team members gives you the opportunity for open communication, build relationships and trust, assess their experience with the team, and identify any support that may be needed for the individual or team. These check-ins often give you feedback that you will not get from team surveys and offer opportunities to foster a supportive and responsive team culture.
Training and Development Opportunities: Providing ongoing training and development opportunities underscores the organization's commitment to professional growth and empowers team members to navigate challenges effectively. Investing in skill enhancement enhances team resilience and fosters a culture of continuous improvement.
Change is not something we can always predict, but we can always prepare. By implementing these strategies, CACs and MDTs can effectively navigate transitions, mitigate disruptions, and uphold their commitment to serving children and families with unwavering dedication.
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