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Edge Talk: The key ingredient to organisational transformation


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Edge Talk: The key ingredient to organisational transformation, Dr Irv Rubin and Matt Stone of Temenos with Dr Maxine Craig.
Friday 6 May

Published in: Healthcare
  • Great information. For anyone really wanting to transform their corporate culture, this is an excellence place to start. It provides a solid foundation for ongoing improvements in employee engagement and employee feedback.
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Edge Talk: The key ingredient to organisational transformation

  1. 1. @theEdgeNHS | #EdgeTalks The Key Ingredient To Organisational Transformation Dr Irv Rubin and Matt Stone, Temenos Dr Maxine Craig Friday 6 May 2016 at 9.30am BST
  2. 2. Joining in today and beyond • Please use the chat box to contribute continuously during the web seminar • Please tweet using hashtag #EdgeTalks and the handle @School4Radicals @theEdgeNHS • Send a request to join our Facebook group School for Health and Care Radicals and The Edge NHS
  3. 3. The team today Chat room monitor Dom Cushnan @DomCushnan Twitter monitor Kate Pound @KateSlater2 Session chair Olly Benson @ollybenson
  4. 4. Our presenters Irv Rubin, Ph.D. CEO, Temenos, Inc. @temenosinc Matt Stone, J.D. COO, Temenos, Inc. @MattStone048 Dr Maxine Craig @maxine_craig
  5. 5. Key Ingredient to Organisational Transformation -Edge Talk- 6 May 2016
  6. 6. Copyright © 2016 Overview 1 The Organisation as Patient 2 Key to Better Engagement 3 Feedback Technique 4 Behavioural Diagnostic Tool
  8. 8. Copyright © 2016 Houston, we Have A Problem: Healthcare Is In Trouble Malpractice is destroying health care Tens of thousands are dying from treatment unrelated to their admitting condition Untold numbers of near misses go unreported Good nurses are hard to find and hard to keep
  9. 9. Copyright © 2016 Zooming in on the Nurses: The Point of ‘TLC’ Disruptive Behaviors Witnessed or Experienced by Nurses (N=2562) Condescension 69% Disrespect 80% Abusive anger 43% Abusive language 69% Berating patients 26% Physical abuse 22%
  10. 10. Copyright © 2016 How Often Does It Happen? 38% up to 10 times per year 29% 1 - 2 times per month 24% weekly 7% daily 2% never
  11. 11. Copyright © 2016 Who Are The ‘Perpetrators’? 6 - 9 % exhibit over 70% of the disruptive behaviors Majority of staff exhibit 28% of the disruptive behaviors 2% of the staff were seen as exhibiting 0% of the behaviors
  12. 12. Copyright © 2016 Not Just An American ‘Dis-ease!” 2 District Hospitals; 4 Community Hospitals; 9 Practices; 3 PCT Headquarters Frequency of verbal abuse UK Data 2003 (N=334) 29% 37% 10% 15% 8% 0% 5% 10% 15% 20% 25% 30% 35% 40% 1 2 3 4 5 Good Bad 33% = Weekly or More Often 8% = Daily 37% = Once/Twice in Last Month 29% = Not Once in Last Month
  13. 13. Copyright © 2016 BQA: CQI At The Individual Level Technical Effectiveness BQA Managerial Efficiency Three-legged Stool
  14. 14. Copyright © 2016 Behavioral Quality Assurance (BQA) 1. CURING F (Science of Medicine) Focus of traditional Q.A. “Having the hard technologies and science of medicine been appropriately and skillfully applied in service of curing?” 2. HEALING F (Art of Medicine) Focus of BQA “Have ALL the hands laid on patients been appropriately and skillfully applied in the service of healing?”
  15. 15. Copyright © 2016 A Spiritual Sister in Chiba, Japan: St. Marguerite Hospital To heal sometimes. To support often. To comfort always.
  16. 16. Copyright © 2016 One Example of Failure To Embrace This Truth and The Consequences QUESTION: Does It Make a Difference Which E.R. You’re Taken to? [Over 5000 Patients] ANSWER: Only a Matter of Life or Death! [60% survival versus 58% Deaths “Differences Appear to relate to the quality of the interaction and communication between physicians and nurses…” [Knauss,, Annals of Internal Medicine, Vol. 104]
  17. 17. Copyright © 2016 True or False? __ We have one common Behavioral code of conduct for everyone. __ Our Behavioral Code of conduct is enforced without ‘favoritism.’ __ Everyone gets a performance review at least yearly. __ Both technical and interpersonal competencies impact performance rating. __ Feedback is direct and face-to-face versus anonymous and averaged. Potential Managerial Malpractice Liability Quiz
  18. 18. Copyright © 2016 True or False? __ We have “dead messengers” in some of our closets. __ We have big “undiscussed elephants” on some of our meeting room tables. __ We know that ‘staff infections’ are as potentially lethal as ‘staph infections.’ __ We know that the culture in the Boardroom filters into the treatment room. __ We view our organisation as a human entity, a “Patient in need of care.” -Cont-
  19. 19. Copyright © 2016 It Starts With What We Believe • Identity must be “either or” • Treatment of people become a “yes and”
  20. 20. Copyright © 2016 Do We Have the Courage and Integrity? And Be Have It Of The To Will You
  21. 21. Copyright © 2016 BQA: CQI At The Individual Level Technical Effectiveness BQA Managerial Efficiency Three-legged Stool Awareness = Seek and Provide Feedback on Consequences of Behavior Behavior = Strive to Learn and Exhibit Win-Win Behaviors Regularly Consequences = Monitor Impact of Behavior Regularly so As to Increase Awareness
  22. 22. Copyright © 2016 Dr. Maxine Craig
  23. 23. 2015
  24. 24. 2003
  25. 25. Some of the biggest challenges we face are not far far away … but in my opinion are the ones we encounter in our every day work
  26. 26. What we worked out : •People had not known how to give feedback in a way that was impactful and might have stopped things developing •We had no process of assuring the behaviour of our leaders and our staff
  27. 27. Technical CLINICAL Effectiveness BQA Managerial Efficiency Three-legged Stool © 2003 Temenos ®, Inc., USA. All rights reserved.
  28. 28. The information needed to prevent the disaster was known
  29. 29. PUSH PULL Appreciate Inspire Empathise Attend
  30. 30. Copyright © 2016 2 Key to Better Engagement
  31. 31. Copyright © 2016 Engagement is a quality of a relationship, not a person… taking place from the inside-out, not the outside-in. and… It’s all personal.
  32. 32. Copyright © 2016 The New Executive Listening Tour “We want your input!” Summer Picnic/BBQ Remodeled Breakroom Christmas/Holiday Party Retreat New “Values” Statement
  33. 33. Copyright © 2016 Connectivity ≠ Connectedness
  34. 34. Copyright © 2016 Self-Assessment Personality Profiling
  35. 35. Copyright © 2016 Google Research on Building Great Teams ( Good vs. Dysfunctional Teams Hinged on: “how teammates treated one another.” Putting the “best people” or similar people into groups does not correlate to good team performance. MOST IMPORTANT FACOR: PSYCHOLOGICAL SAFETY
  36. 36. Copyright © 2016 Feedback
  37. 37. Copyright © 2016 BEHAVIORAL FEEDBACK The key to all Learning and Development In a Relationship
  38. 38. Copyright © 2016 We need to rehabilitate this word.
  39. 39. Copyright © 2016
  40. 40. Copyright © 2016 Anonymous 360s The Cure that Worsens the Illness. Annual Performance Reviews A Compliance Task “Whew, glad we could check that box!”
  41. 41. Copyright © 2016
  42. 42. Copyright © 2016 Relationships are Relational Infrastructure
  43. 43. “Culture is built through shared learning and mutual experience.” –Ed Schein, Ph.D. Feedback  Organisational Transformation??? Feedback is the key to developing and sustaining a shared experience.
  44. 44. 4 Keys to Successful Feedback Regularity Skill Honesty Compassion
  45. 45. –Dr. Rose N. Franzblau “Honesty without compassion and understanding is not honesty, but subtle hostility.”
  46. 46. Copyright © 2016 Beware the shortcut answers. “Empower your People” “Support Enthusiasm” “Encourage Learning” “Invite Input” “Create Fun Environment” “Be Flexible”
  47. 47. Copyright © 2016 3 Feedback Technique
  48. 48. Copyright © 2016 “DAP”Feedback Technique
  49. 49. Copyright © 2016 [D] The report was due at 2:00 and it’s 3:30. [A] It’s hard to trust your word when you don’t keep a commitment. [P] In the future I need you to call me before-the-fact if you need to re-negotiate a change in the schedule. Describe: The Facts Appreciate: Your Feelings Prescribe: Your Suggestion/Need Be Specific D A P
  50. 50. Copyright © 2016 [D] "My kids are still sick and you’ve bailed me out twice now." [A] "I really value your support." [P] "Let me know if you ever need any help from me."
  51. 51. Copyright © 2016 4 Behavioural Diagnostic Tool
  52. 52. Relationships Thrive on Behavioral Feedback
  53. 53. Easy to Use Fast Non-Judgmental Proven Model Specific, Actionable Behaviors
  54. 54. Inviter (Richard) Invitee (Kim)
  55. 55. Invitee “Kim” Desire for More/Less/Same Five Priority Behaviors Frequency Perception
  56. 56. Inviter “Richard” Inviter’s Survey Limited to His/Her Frequency Perception For Comparison with Invitee’s Perception
  57. 57. 1 See how another person sees you behaving when you are dealing with them—their impression of you. The Behavior Minder® Enables you to do three things:
  58. 58. 2 Compare this with how you see yourself behaving with this person—your impression of yourself.
  59. 59. 3 Identify specific actions to further strengthen the relationship—to extend its win-win range and potential.
  60. 60. More Trust Mutual Understanding Influence Collaboration Constructive Conversations Cooperation
  61. 61. Join us Follow us Visit us Thank You!
  62. 62. We are witnessing the emergence of a new phenomenon in healthcare: self-organising, online communities, all focused on a particular disease area. We know from other digital platforms just how quickly these platforms can evolve, disrupt old business models and create entirely new businesses. JUNE EDGE TALK: EXPLORING ONLINE HEALTH COMMUNITIES, WITH PAUL HODGKIN AND BEN METZ FRIDAY 3 JUNE, 09.30 – 11.00 (GMT +1) Find out more at http://theedge.nhsiq.nh exploring-online-health- communities.