4/25/2014
1
Unity is Strength:
The PowerofCollaboration
Kevin Warren
President/CEO
Texas HealthCare Association
Melody Mal...
4/25/2014
2
Benefits
 Resource Sharing
 Knowledge /Expertise
 CommunityPresenceandTrust
 Opportunitiesforcommunitycohe...
4/25/2014
3
Purpose(s)ofExternal Coalition
Building?
 CensusGrowth?
 Clinical Improvement?
 ReducingRehospitalizations?...
4/25/2014
4
“What endures is youreffect on other
people and the kind of world, organization
and culture that you've helped...
4/25/2014
5
Questions:
 Whendidyoulearnhow tobe on a team?
• RedRover, RedRover
• Sports
• School
•Did everyonepulltheirw...
4/25/2014
6
First Things First
 We have tocreate a culture of teamwork.
Let’s watch a movie
17
4/25/2014
7
So…
 How easyis it to connect to:
•Individuals
Empathy
 Fuelsconnection
 Perspectivetaking
 Stayingoutof j...
4/25/2014
8
So…
 How easyis it to connect to:
•Individuals
•Teams
CultureofTeamwork
 To beunderstood,you must first
unde...
4/25/2014
9
Successful QI Project Teams
 Needanorganizational culture of quality
 Needasharedmental model
 Have account...
4/25/2014
10
ThreeCategoriesofPerformance
Gaps
 The planitself wasinadequate toachieve
desiredoutcome (planningerror).
 ...
4/25/2014
11
TeamProcess
Team Members
Cognitions
Knowledge
“Think”
Behaviors
Skills
“Do”
Attitudes
Affect
“Feel”
TeamConfl...
4/25/2014
12
TheSocial Age
Requiresustobe:
 More strategic
 More creative andinnovative
 More solutions-oriented
 And,...
4/25/2014
13
PIP Team Charter
 Project Name:
 TeamLeader:
 TeamMembers(resident/familyincluded?):
 Aim Statement:
 Sp...
4/25/2014
14
“It's notwhetheryourglassisemptyorfull,it's
whatyoudo withitthatreallymatters.”
– SueNelson Buckley
About TMF...
4/25/2014
15
Contact
Melody Malone, PT, CPHQ, MHA
Quality Improvement Consultant
TMF HealthQualityInstitute
214-632-2238
M...
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Unity is strength presentation handout

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Transcript of "Unity is strength presentation handout"

  1. 1. 4/25/2014 1 Unity is Strength: The PowerofCollaboration Kevin Warren President/CEO Texas HealthCare Association Melody Malone,PT, CPHQ, MHA Quality Improvement Consultant TMF HealthQuality Institute Objectives At the conclusion of the session, participants should be able to:  Recognizethebenefitsof forming coalitions for a common purpose.  Apply a plan to form a successful coalition.  Form project teamsfocused on achieving specific outcomes.  Implement a project teamfocusedon achieving a specific outcome. OurProcess…Today Project TeamSpecific Process Purpose Players Community Focus
  2. 2. 4/25/2014 2 Benefits  Resource Sharing  Knowledge /Expertise  CommunityPresenceandTrust  Opportunitiesforcommunitycohesion  SharedResponsibility(andRisk)  Collective Leverage /Bargaining  Mitigate “GroupThink” “Knowledge is of two kinds. We know a subject ourselves, orwe know where we can find information upon it.” Samuel Johnson, 1775 What’s theGoal? Improvementof some components,processes, or outcomes? OR Complete systemtransformationtoensure successeverytime?
  3. 3. 4/25/2014 3 Purpose(s)ofExternal Coalition Building?  CensusGrowth?  Clinical Improvement?  ReducingRehospitalizations?  Specializedservice delivery?  Staff retention/recruitment?  Policydevelopment?  CommunityInvolvement/Outreach? DeterminingtheNeed (“Reflection”) ConsiderThis… Organizational Description: Environment, Service Offerings, workforce profile, Assets, Regulatory Requirements, M/V KeyCustomers: Their requirements and how do you know? Competitive Environment: Organizational Position, Success Factors, Data Sources Strategic Planning: Your Strategic Challenges / Advantages and why are they important? Performance Improvement: How do you measure success/opportunity? Source: AHCA/NCAL NationalQuality Award Bronze Application Criteria Being Effective  Be specific(purpose,timeline,structure)  Have a Plan  Make it Measurable  Take Ownership  OpenCommunication  Feedback
  4. 4. 4/25/2014 4 “What endures is youreffect on other people and the kind of world, organization and culture that you've helped to create.” Jeffrey Pfeffer Stanford University Building organizational momentumthrough meaningfulrelationships with front-linestaffas daily problemsolvers What wewant is to:  Maximize efficiencyandeffectiveness  Retainstaff  Ensure thatemployeesare fullyengagedon a dailybasis  Avoidharm  Be successful
  5. 5. 4/25/2014 5 Questions:  Whendidyoulearnhow tobe on a team? • RedRover, RedRover • Sports • School •Did everyonepulltheirweight? MoreQuestions:  Do youhave teamworknow? • On the floor? • In a QI team/PIPteam? • In your leadershipteam? MoreQuestions:  What’sthe barriertoteamwork? • Hierarchy • Language • Education/knowledge(formal/informal) • Shared purpose • Hidden agendas • Turnover
  6. 6. 4/25/2014 6 First Things First  We have tocreate a culture of teamwork. Let’s watch a movie 17
  7. 7. 4/25/2014 7 So…  How easyis it to connect to: •Individuals Empathy  Fuelsconnection  Perspectivetaking  Stayingoutof judgment  Recognizingemotioninothersand communicatingthat Empathy  FeelingWITHpeople  A vulnerablechoice  I have toconnectwithinmyself toasimilar experience – Dr.Brené Brown
  8. 8. 4/25/2014 8 So…  How easyis it to connect to: •Individuals •Teams CultureofTeamwork  To beunderstood,you must first understand  InvestingInsidetheNursing HomeWalls First Things First  Create aculture of teamwork • We can’teat ouryoung– use empathy • We have tobreakdownbarriers • We have toforgive • We have toask forforgiveness
  9. 9. 4/25/2014 9 Successful QI Project Teams  Needanorganizational culture of quality  Needasharedmental model  Have accountability  Have a blame-freeenvironment Blame-FreeEnvironment  Humanerror isnotthe cause of accidents,it isa symptomof deepertrouble.  Humanerror isnot random.  Humanerror isnot the conclusionof an investigation,itisthe beginning. 26 Human Factors “HumanFactors”is abouthow featuresof our tools,tasksandworkenvironmentscontinually influence whatwe doandhow we doit. 27
  10. 10. 4/25/2014 10 ThreeCategoriesofPerformance Gaps  The planitself wasinadequate toachieve desiredoutcome (planningerror).  The planis notexecutedproperly (executionerror).  There wasa deliberatedeparture from“safe” practice (violation). 28 Movingto a teamculture  Fuel connections–empathy  Grow knowledge,skillsandabilities  Developasharedmentalmodel  Be a learningorganization  Coach andmentordaily Onecaution!  AvoidGroupThink • Desirefor harmonyor conformity in the group resultsin an irrationalordysfunctional decision-making outcome.  Watch out for: • Suppression of individual opinions, and • Creativethought
  11. 11. 4/25/2014 11 TeamProcess Team Members Cognitions Knowledge “Think” Behaviors Skills “Do” Attitudes Affect “Feel” TeamConflict  Is ita bad thing?  NO!  Constructive conflictisacomponentof high- functioningteams ResolvingTeamConflict  Understandandappreciatevarious viewpoints  Acknowledgethe conflict  Discussthe impact  Agree toa cooperativeprocess  Agree tocommunicate
  12. 12. 4/25/2014 12 TheSocial Age Requiresustobe:  More strategic  More creative andinnovative  More solutions-oriented  And,doit faster! PIP Team Charter  Servesasa catalyst  Givesdirectiontothe team  Givesprotectionthe teamneedstosucceed  Communicatestonon-teammemberswhat isgoingon PIP Team Charter  Bringsthe teamtogetherforacommon: • Mission • Scope of operation • Objectives • Timeframe • Consequences
  13. 13. 4/25/2014 13 PIP Team Charter  Project Name:  TeamLeader:  TeamMembers(resident/familyincluded?):  Aim Statement:  Sponsor:  Frequency of reports:  Timelines/deadlines:  Other (Resourcelimitations?): Let’s Build a Team Let’s Build an Action Period
  14. 14. 4/25/2014 14 “It's notwhetheryourglassisemptyorfull,it's whatyoudo withitthatreallymatters.” – SueNelson Buckley About TMF TMF HealthQualityInstitute focuseson improvinglivesbyimprovingthe quality of healthcare throughcontractswithfederal, state andlocal governments,aswell asprivate organizations.Formore than40 years,TMFhas helpedhealthcare providersandpractitioners ina varietyof settingsimprovecare fortheir patients. 41 About theQIO Program Leadingrapid,large-scale changeinhealth quality:  Goalsare bolder.  The patientisatthe center.  All improversare welcome.  Everyone teachesandlearns.  Greatervalue isfostered. 42
  15. 15. 4/25/2014 15 Contact Melody Malone, PT, CPHQ, MHA Quality Improvement Consultant TMF HealthQualityInstitute 214-632-2238 Melody.malone@hcqis.org 43 Patient Safety:Nursing Home Team nhnetwork@tmf.org 1-866-439-5863 http://texasqio.tmf.org This material was prepared by TMF Health Quality Institute, the Medicare Quality Improvement Organization for Texas, under contract with the Centers for Medicare & Medicaid Services (CMS), an agency of the U.S. Department ofHealth and Human Services. The contents do notnecessarily reflect CMS policy. 10SOW-TX-C7-14-52

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