Journal of Medicines Optimisation - Mar 2022

Journal of Medicines Optimisation • Volume 8 • Issue 1 • March 2022 53 remainder practices, however the progress was slower than anticipated and only 50% of the planned work was completed. Team Development During this period, the COVID Vaccination support expected from the MOT pharmacy technicians ceased, suggesting I had a new team of individuals available. I was nowworking with more individuals and decided that an accelerated approach using an action plan would support the development of a high performing successful team. I understood the process would be challenging as the same team had previously been reluctant to offer their support to the dietitian. As part of the forming process, I arranged a meeting with the technicians, to brief themwith the objectives of the project using SMEAC . 12 I used a presentation to discuss what we were trying to accomplish, the aims and objectives, the implementation process and results from the completed work to illustrate progress and achievements so far. I attempted to check their understanding and provided the opportunity for further questions. The competence of the team could be interpreted using the Circle of Competence . 12 Initially the general perception around the task was that of Unconscious Incompetence. As expected, the technicians possessed a different range of skills compared to the dietitian. They were accustomed with the staff within their GP practices and familiar with the technicalities of the prescribing systems and data collection process, however, later I became conscious of their incompetence to effectively review patients on ONS and make valid recommendations. I also used the Skill-Will Matrix 12 Tool to assess the potential performance of the new team, so I could understand the level of support required. As it was a team meeting, the feedback was general, and led me to the opinion that they were all High Willed/Low Skilled, suggesting that more directive training or a mentoring approach was appropriate. I listened attentively to understand the issues being raised and acknowledged that additional training was required. I arranged further group meetings along with the dietitian to help provide themwith the necessary support on understanding the formulary recommendations as well the evidence behind the decisions, to help enhance their knowledge. Progress and Next Steps Over the past couple of months, following the dietitian’s departure, I am continuing to monitor the progress and development of the team. Due to different capabilities, personalities and behaviour styles, varied levels of progress are currently being observed. I identify two individuals to have developed over time and now ‘Consciously Competent’ and High Willed/High Skilled, based on their interaction, Figure 5: