Unity is strength presentation slides

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Unity is strength presentation slides

  1. 1. Unity is Strength: The Power of Collaboration Kevin Warren President/CEO Texas Health Care Association Melody Malone, PT, CPHQ, MHA Quality Improvement Consultant TMF Health Quality Institute
  2. 2. Objectives At the conclusion of the session, participants should be able to:  Recognize the benefits of forming coalitions for a common purpose.  Apply a plan to form a successful coalition.  Form project teams focused on achieving specific outcomes.  Implement a project team focused on achieving a specific outcome.
  3. 3. Our Process…Today Project Team Specific Process Purpose Players Community Focus
  4. 4. Benefits  Resource Sharing  Knowledge / Expertise  Community Presence and Trust  Opportunities for community cohesion  Shared Responsibility (and Risk)  Collective Leverage / Bargaining  Mitigate “Group Think”
  5. 5. “Knowledge is of two kinds. We know a subject ourselves, or we know where we can find information upon it.” Samuel Johnson, 1775
  6. 6. What’s the Goal? Improvement of some components, processes, or outcomes? OR Complete system transformation to ensure success every time?
  7. 7. Purpose(s) of External Coalition Building?  Census Growth?  Clinical Improvement?  Reducing Rehospitalizations?  Specialized service delivery?  Staff retention/recruitment?  Policy development?  Community Involvement / Outreach?
  8. 8. Determining the Need (“Reflection”) Consider This… Organizational Description: Environment, Service Offerings, workforce profile, Assets, Regulatory Requirements, M/V Key Customers: 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 National Quality Award Bronze Application Criteria
  9. 9. Being Effective  Be specific (purpose, timeline, structure)  Have a Plan  Make it Measurable  Take Ownership  Open Communication  Feedback
  10. 10. “What endures is your effect on other people and the kind of world, organization and culture that you've helped to create.” Jeffrey Pfeffer Stanford University
  11. 11. Building organizational momentum through meaningful relationships with front-line staff as daily problem solvers
  12. 12. What we want is to:  Maximize efficiency and effectiveness  Retain staff  Ensure that employees are fully engaged on a daily basis  Avoid harm  Be successful
  13. 13. Questions:  When did you learn how to be on a team? • Red Rover, Red Rover • Sports • School • Did everyone pull their weight?
  14. 14. More Questions:  Do you have teamwork now? • On the floor? • In a QI team/PIP team? • In your leadership team?
  15. 15. More Questions:  What’s the barrier to teamwork? • Hierarchy • Language • Education/knowledge (formal/informal) • Shared purpose • Hidden agendas • Turnover
  16. 16. First Things First  We have to create a culture of teamwork.
  17. 17. Let’s watch a movie 17
  18. 18. So…  How easy is it to connect to: • Individuals
  19. 19. Empathy  Fuels connection  Perspective taking  Staying out of judgment  Recognizing emotion in others and communicating that
  20. 20. Empathy  Feeling WITH people  A vulnerable choice  I have to connect within myself to a similar experience – Dr. Brené Brown
  21. 21. So…  How easy is it to connect to: • Individuals • Teams
  22. 22. Culture of Teamwork  To be understood, you must first understand  Investing Inside the Nursing Home Walls
  23. 23. First Things First  Create a culture of teamwork • We can’t eat our young – use empathy • We have to break down barriers • We have to forgive • We have to ask for forgiveness
  24. 24. Successful QI Project Teams  Need an organizational culture of quality  Need a shared mental model  Have accountability  Have a blame-free environment
  25. 25. Blame-Free Environment  Human error is not the cause of accidents, it is a symptom of deeper trouble.  Human error is not random.  Human error is not the conclusion of an investigation, it is the beginning. 26
  26. 26. Human Factors “Human Factors” is about how features of our tools, tasks and work environments continually influence what we do and how we do it. 27
  27. 27. Three Categories of Performance Gaps  The plan itself was inadequate to achieve desired outcome (planning error).  The plan is not executed properly (execution error).  There was a deliberate departure from “safe” practice (violation). 28
  28. 28. Moving to a team culture  Fuel connections – empathy  Grow knowledge, skills and abilities  Develop a shared mental model  Be a learning organization  Coach and mentor daily
  29. 29. One caution!  Avoid Group Think • Desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome.  Watch out for: • Suppression of individual opinions, and • Creative thought
  30. 30. Team Process Team Members Cognitions Knowledge “Think” Behaviors Skills “Do” Attitudes Affect “Feel”
  31. 31. Team Conflict  Is it a bad thing?  NO!  Constructive conflict is a component of high- functioning teams
  32. 32. Resolving Team Conflict  Understand and appreciate various viewpoints  Acknowledge the conflict  Discuss the impact  Agree to a cooperative process  Agree to communicate
  33. 33. The Social Age Requires us to be:  More strategic  More creative and innovative  More solutions-oriented  And, do it faster!
  34. 34. PIP Team Charter  Serves as a catalyst  Gives direction to the team  Gives protection the team needs to succeed  Communicates to non-team members what is going on
  35. 35. PIP Team Charter  Brings the team together for a common: • Mission • Scope of operation • Objectives • Timeframe • Consequences
  36. 36. PIP Team Charter  Project Name:  Team Leader:  Team Members (resident/family included?):  Aim Statement:  Sponsor:  Frequency of reports:  Timelines/deadlines:  Other (Resource limitations?):
  37. 37. Let’s Build a Team
  38. 38. Let’s Build an Action Period
  39. 39. “It's not whether your glass is empty or full, it's what you do with it that really matters.” – Sue Nelson Buckley
  40. 40. About TMF TMF Health Quality Institute focuses on improving lives by improving the quality of health care through contracts with federal, state and local governments, as well as private organizations. For more than 40 years, TMF has helped health care providers and practitioners in a variety of settings improve care for their patients. 41
  41. 41. About the QIO Program Leading rapid, large-scale change in health quality:  Goals are bolder.  The patient is at the center.  All improvers are welcome.  Everyone teaches and learns.  Greater value is fostered. 42
  42. 42. Contact Melody Malone, PT, CPHQ, MHA Quality Improvement Consultant TMF Health Quality Institute 214-632-2238 Melody.malone@hcqis.org 43
  43. 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 of Health and Human Services. The contents do not necessarily reflect CMS policy. 10SOW-TX-C7-14-52

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