Approaching and Engaging Partners in Collaboration

•Download as PPT, PDF•

1 like•236 views

This document discusses approaching and engaging partners in collaboration. It emphasizes the importance of developing a shared mental model through effective communication and pattern recognition. It also discusses expert decision making tendencies and how to stay on course in a conversation. The key to successful collaboration is identifying patterns which sets the stage for innovative collaboration. Adaptive leadership requires understanding the landscape, knowing history, mobilizing and intervening through experimentation while letting mission drive the strategies. Conference attendees are reminded to understand their own biases, loyalties and roles to maximize different outcomes from the same conference.

Healthcare

APPROACHING AND
ENGAGING PARTNERS IN
COLLABORATION
Anthony D. Slonim, MD, DrPH
President and CEO Renown Health
Professor, Internal Medicine and Pediatrics,
University of Nevada Reno, School of Medicine

Pattern Recognition How many
squares do
you see?
Is there
flashing in
the
squares?
Your mind
will play
tricks on
you!

Shared Mental Model
“The perception of, understanding of, or knowledge about a
situation or process that is shared among team members through
communication.” –TeamSTEPPS®

The Key to Collaboration
Successful pattern identification sets the stage for successful and
innovative collaboration.

Collaboration Decision-Making
Perception/Data Gathering
Interpretation
Decision-Making
Action X
Get Help:
Ask a Question
Make a
Note
Do more
thinking.
(Pre-test
probabilities)

Expert Decision Making:
• Certain Reponses are Favored-
Frequent, Recent, Serious
• Heuristics – rapid, experience
based problem solving-fixating
on the wrong pattern

Common Course
Ideally, we track with a conversation…
As the conversation moves, we incorporate, adapt, and
integrate information into our mental model of what we
know and understand.
The conversation
The response to the conversation
=
=

Going Off Course
The defect rate in our model
is caused by failures to properly track
the course of the conversation.
The response: failure to integrate
The conversation=
=

Never On Course
The response to the conversation
The conversation=
=
Sometimes, we’re off course right
from the beginning and it’s difficult
to get back on course.
Lack of a shared mental model
from the start often results in a
conversation that was never on
course to begin with.

Adaptive Leadership
The change that enables the capacity to thrive.

Understand the landscape and
interpret the potential…
Know the history before creating future change.

Time
Impact
What Collaboration Gets You:
•Addresses interactions/opportunities
•Assures greater impact
•Behaviors are specified
Typical Results
Slonim AD, Marcin JP, and Pollack MM. Outcomes in Pediatric Critical Care Medicine: Implications for Health Services Research and Patient Care. In: Fuhrman B
and Zimmerman J. Pediatric Critical Care 4th Edition Mosby 2011.

Mobilize and Intervene
Collaborative change occurs through experimentation.

Strategies for Adapting
.Collaborative interaction promotes innovation in adaptive strategies.

Conference Application
• All here for specific reasons
• Same Conference; Different Outcomes
• Know your biases
• History
• Context
• Methodologies

THANKYOU!
For more information:
http://healthynv.org/ OR
info@healthynv.org

This document summarizes a presentation titled "Turning Lemons into Lemonade: Lessons Learned from Failures and Mistakes". The presentation will be given by Mary Beth Bigley, Sarah Page, and Catherine D. Patterson and will identify challenges of multi-sector collaborations, practice applying a "pre-mortem framework" to analyze mistakes and failures, and provide examples of where setbacks were recognized and used to change course. The presentation will also explain what a "pre-mortem" is, how to conduct one, and questions to consider like potential issues, unplanned factors, and things outside your control.

Project ECHO QI: Managing Up - Enhancing Your Relationship with Leaders

CHC Connecticut

This document provides an overview of a Project ECHO Quality Improvement webinar on managing relationships with leaders. The webinar covered identifying key stakeholders, communicating regularly with senior leaders using clear and concise messaging, aligning quality improvement projects with organizational goals, using data to demonstrate impact, and developing skills to influence others. The webinar included examples of successfully communicating project impacts and examples from a same day access clinic quality project.

Development Conference 2014, Building personal and professional resilience du...

Association of University Administrators

Reliable Teams Communicate Reliably: The I.N.U.P Process (U of U Health)

University of Utah

Perceptions in management

Virendra Kharbale

Diane purcille practice inquiry quiz and reflection questions

dianepurcille

This document provides an overview of a practice inquiry model for continuing medical education (CME) for family medicine physicians. It discusses using practice inquiry sessions to help physicians work through dilemmas with patients where they may feel stuck. It encourages reflection on real patient cases and leveraging the group's clinical experiences and evidence to clarify agreements and improve patient-physician relationships. Facilitators guide the discussion with questions to help participants think more deeply about issues. Outcomes of the sessions must be documented for CME compliance but can be documented in various ways such as notes or post-session questionnaires, not just photographs. The goal is to help physicians address challenges in their practice.

Advising

MSCSA

This document discusses the importance of effective academic advising and provides strategies for addressing advising issues on college campuses. It notes that incorrect or lack of advising can lead students to waste time and money. The document recommends first identifying if advising is a problem and gathering data on the specific issues through surveys. It emphasizes building relationships with advisors and working with advising departments and administrators to create solutions instead of against them. The goal is to ensure students receive proper guidance to complete their degrees successfully.

The Theory of Change Approach

Eric Graig

This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.

This document outlines 10 steps for healthcare organizations to maximize their return on rounding: 1) Connect rounding to its purpose of helping patients and employees, 2) Gain support from top leadership, 3) Set a target start date, 4) Create rounds collaboratively with stakeholders, 5) Identify common issue types, 6) Define processes to resolve issues, 7) Provide training, 8) Reward and reinforce good behaviors, 9) Use rounding data to make decisions, and 10) Continually review and improve the rounding template. The webinar was presented by three representatives from MyRounding on optimizing healthcare rounding.

Surviving a Change Management Project - Loretta Gibson, University of Bath

Association of University Administrators

This document provides guidance on surviving a change management project. It discusses types of changes that may require change management like restructuring, new processes or systems, and office moves. It also provides examples of change projects in higher education. The document outlines that people respond differently to change and go through different phases of accepting change. It advises to understand how change impacts others, believe in yourself, be prepared doing research, have a communication plan, expect the unexpected, listen to stakeholders, and have support before starting. The document recommends being prepared, consistent, fair, and having someone to discuss issues with. It suggests not being bullied or taking issues personally.

Critical Thinking and Decision Making

Saratu G Abdul

This document discusses critical thinking and decision making in nursing. It begins by defining critical thinking as the process of applying reasoning to guide beliefs and actions. Key concepts of critical thinking discussed include interpretation, analysis, evaluation, and self-regulation. Common pitfalls and biases are also outlined. The document then discusses decision making, noting that nurses must make many rapid decisions. A case example illustrates the decision challenges nurses may face. The conclusion emphasizes that nurses are key decision makers expected to use evidence in their judgments.

Quality & Service Improvement - Sally Fowler-Davis

SHUAHP

This document discusses improving quality and service for allied health professionals through understanding systems and measuring outcomes. It notes that while there is evidence of hard work and leadership, there is limited measurement of outcomes and impact. The document advocates defining problems and desired outcomes with stakeholders, understanding how changes fit into the system, measuring baselines and results of changes, and sharing improvements across organizations. It provides examples of services that could better measure costs savings, sustained healthy behaviors, and population-level outcomes. The document emphasizes that data is critical to understand initial conditions and quality improvement efforts.

Hero training 101 – earning your tights mgma

William Cockrell

This document discusses the traits and responsibilities of a medical practice manager. It outlines important traits for managers such as strength of conviction, honesty, leadership skills, and communication abilities. It also discusses the importance of understanding physicians, building trusting relationships with them, and providing support. The document provides "Ten Commandments" for communicating with doctors and outlines best practices for conducting physician meetings, managing staff, benchmarking performance, dealing with problems, and seeking outside support.

Behavior Change Design: A Comprehensive Yet Practical Approach to Improving H...

Mad*Pow

We live in an age where most of the pressing health issues we face as a society can be linked directly or indirectly to underlying social and behavioral determinants. These two issues present not only significant challenges to healthcare providers but also to payers seeking cost-effective ways to manage population health and provide value. Supporting people in living healthier lifestyles is, therefore, a fundamental concern for both affected and at-risk populations as well as for healthcare payers, providers, caregivers, and governments. But how do we best support people in adopting and sustaining health promoting and protective behaviors, and reducing or avoiding health-risk behaviors over the course of a lifetime? The answer, lies of course, in the ever-maturing science of behavior change. The past decade has materialized a renaissance of theory-and-evidence-to-practice approaches that focus not only on identifying ‘what works’ when it comes changing behavior for a given problem, population, and context but also on how these techniques can be used to deploy interventions through any channel to change behavior and achieve meaningful outcomes. This webinar will present an overview of the essential components of modern, applied behavioral science, and a process model for the design, implementation, and evaluation of effective behavior change interventions.

CCHMC Nursing Grand Rounds - 2016 Myers- Coproduction

Sarah Staff Myers

This document summarizes a presentation about co-production and lessons learned from another quality improvement network called ImproveCareNow. The key points are: 1) Co-production is producing improvements to care together with patients, families, clinicians and researchers as equal partners. It requires a culture change where everyone contributes as care improvers. 2) ImproveCareNow involved parents in their network leadership and saw benefits like leveraging professional experiences to help implement ideas. They started small by engaging a few parents on local projects. 3) To get started with co-production, teams can identify champions, engage a few interested parents on small tests of change, and make participation meaningful by respecting all expertise. Starting the

Fair process in #meded

Felix Ankel, MD

This document discusses fair process and its three key principles: explanation, expectation clarity, and engagement. It describes fair process as focusing on the process used to make decisions, rather than just the decisions themselves. People care more about how a decision was made than the actual outcome. The document outlines an activity where participants take on roles in a scenario and discuss a proposed change from the perspective of their roles to examine how well the principles of fair process were followed. It aims to analyze an implementation of fair process and examine everyday experiences for successes and opportunities regarding fair process.

Supervision

Beth Jones

This document describes the author's experiences with supervision in different roles and how it relates to Kolb's learning cycle. It discusses the author's experiences supervising in the Air Force, at Target, and a casino. It reflects on lessons learned about communication, feedback, and leadership style. The author emphasizes that quality communication is important for supervision and experimenting with new skills. The document is presented using Kolb's experiential learning model of concrete experience, reflective observation, abstract conceptualization, and active experimentation.

Setting & Maintaining Professional Boundaries

Alex Clapson

The ability to set and maintain professional boundaries is critical to an effective, sustainable career in social work. Social workers make judgments regarding boundaries on a daily basis, and these decisions affect not only their own well-being but also that of their clients, colleagues, and loved ones. It is not surprising, then, that the topic of boundaries pervades social work education from introductory curricula through advanced professional development workshops.

Educating social workers to establish well formed goals van voorhis et al

Ariel. Christopher, BSW

This document discusses the importance of establishing well-formed goals in social work practice and outlines an educational approach for teaching social work students how to do so. It defines key criteria for effective goals, known by the acronym MAPS (measurable, attainable, positive, specific). The authors developed several classroom exercises to engage students in applying these criteria when setting goals for clients, evaluating existing goal statements, and distinguishing goals from interventions. The exercises are meant to prepare students to establish goals that meet client and agency expectations for measurable outcomes.

Agent of Change

mfrost503

This document discusses how to drive change within an organization by understanding the key steps: identifying real problems, developing solutions, presenting proposals effectively, dealing with both success and failure, and continuing to push for improvement. The main points are to thoroughly research problems, master potential solutions, and communicate proposals professionally using data to prove the need for change. While change efforts may not always succeed initially, the process helps agents of change grow their skills and make stronger cases to ultimately help their organizations.

Session 15--Assessing Readiness for Change

Dr. DawnElise Snipes ★AllCEUs★ Unlimited Counselor Training

The document discusses readiness for change and the transtheoretical model of change. It defines readiness as a combination of previous experience, skills/knowledge, and attitude. It explores using the readiness ruler to assess motivation and lists questions to ask at different stages. People progress through stages using cognitive, affective and evaluative processes and later rely on commitments, conditioning and support. The goals of system change and 10 processes for moving through stages are outlined.

Developing a theory of change

NCVO - National Council for Voluntary Organisations

Preceptorship - evaluation feedback

Joven Botin Bilbao

This document provides guidance for nurses on evaluating and providing feedback to preceptees. It discusses the importance of ongoing, two-way communication and continuous feedback. It outlines how to evaluate critical thinking, knowledge, attitude, and skills. Effective feedback is described as specific, factual, descriptive, clearly understood, timely, and sensitive. Scenarios address potential issues like a preceptee who is overconfident, a personality conflict, cutting corners, and being overwhelmed. The document also includes a self-reflection form for preceptees.

Resistance to change

dreamz86

This document discusses resistance to change and provides reasons why people resist change. It outlines signs of resistance including being critical, finding fault, ridiculing, and sabotaging. Reasons for resistance include dislike of change, fear of the unknown, loss of control or face, and poor timing. The document also discusses passive resistance, outcomes that cause a positive reaction to change, and factors that cause resistance. It provides responses to common resistance statements and methods for managing and overcoming resistance, including maintaining focus, embracing resistance, and respecting those who resist.

Supportive supervision training for Quality Improvement Spread

Adetola Oladimeji

This document provides an introduction to supportive supervision for mentor facilities. It defines supportive supervision as ongoing mentoring to ensure skills are applied in practice and develop public health capacities. The aim is to increase individual confidence through focused observation, mentorship and feedback. Six key areas of supportive supervision are identified: joint problem identification, joint problem-solving, training adults, time management, two-way communication, and coaching. The document outlines how supportive supervision differs from traditional supervision by emphasizing routine encounters, observation and feedback rather than fault-finding. It also details the supportive supervision cycle of informing workers, observing performance, improving skills and work conditions, and motivating workers. Finally, it discusses best practices for planning, conducting and following up

Motivational Interviewing with Adolescents

Elizabeth Kotkin

This document provides an overview of enhancing motivation to change among substance-using adolescents. It discusses the challenges adolescents face at home that could contribute to drug use. Motivation is presented as fluid rather than a fixed trait. Motivational interviewing is outlined as an effective approach that minimizes resistance by accepting different stages of change. The stages of change are defined as precontemplation, contemplation, preparation, action, maintenance, and relapse. Clinical strategies are suggested for each stage, such as raising doubts in precontemplation and helping resolve ambivalence in contemplation.

Barry egener friday coaching the physician

The Foundation for Medical Excellence

The document discusses a consultation model for addressing issues like knowledge deficits, motivation deficits, and personality issues. It involves eliciting the perspective of the colleague or patient, acknowledging that perspective, presenting your own perspective, agreeing on common goals, and defining boundaries. Consultations typically involve meetings and reassessments. Results from over 30 consultations found high satisfaction rates from both participants and supervisors. The document raises questions about addressing personality issues and combining modalities while tailoring interventions to individuals.

Cognition strategies

leena784840

This document discusses cognitive strategies and coping statements. It defines cognitive strategies as learning processes that help learners learn more successfully, including repetition, organizing information, summarizing meaning from context, and using imagery for memorization. There are four basic cognitive learning strategies: repetition, resourcing, translation, and taking notes. The document also discusses the Teaching Personal and Social Responsibility (TPSR) model and its components of think, pair, share, and reflect. Examples of cognitive strategies include task-based strategies, substitution/paraphrasing, classifying/sequencing, using graphics, and summarizing. The document then discusses coping statements as positive statements used to replace negative thoughts during stressful situations. It provides examples of

Co-debriefing workshop

Debrief2Learn

What's hot

Patient Focused Care for Medical Group Managers

mjsumption

Maximize Your Return on Rounding Webinar

MyRounding

Surviving a Change Management Project - Loretta Gibson, University of Bath

Association of University Administrators

Critical Thinking and Decision Making

Saratu G Abdul

Quality & Service Improvement - Sally Fowler-Davis

SHUAHP

Hero training 101 – earning your tights mgma

William Cockrell

Behavior Change Design: A Comprehensive Yet Practical Approach to Improving H...

Mad*Pow

CCHMC Nursing Grand Rounds - 2016 Myers- Coproduction

Sarah Staff Myers

Fair process in #meded

Felix Ankel, MD

Supervision

Beth Jones

Setting & Maintaining Professional Boundaries

Alex Clapson

Educating social workers to establish well formed goals van voorhis et al

Ariel. Christopher, BSW

Agent of Change

mfrost503

Session 15--Assessing Readiness for Change

Dr. DawnElise Snipes ★AllCEUs★ Unlimited Counselor Training

Developing a theory of change

NCVO - National Council for Voluntary Organisations

Preceptorship - evaluation feedback

Joven Botin Bilbao

Resistance to change

dreamz86

Supportive supervision training for Quality Improvement Spread

Adetola Oladimeji

Motivational Interviewing with Adolescents

Elizabeth Kotkin

Barry egener friday coaching the physician

The Foundation for Medical Excellence

What's hot (20)

Patient Focused Care for Medical Group Managers

Maximize Your Return on Rounding Webinar

Surviving a Change Management Project - Loretta Gibson, University of Bath

Critical Thinking and Decision Making

Quality & Service Improvement - Sally Fowler-Davis

Hero training 101 – earning your tights mgma

Behavior Change Design: A Comprehensive Yet Practical Approach to Improving H...

CCHMC Nursing Grand Rounds - 2016 Myers- Coproduction

Fair process in #meded

Supervision

Setting & Maintaining Professional Boundaries

Educating social workers to establish well formed goals van voorhis et al

Agent of Change

Session 15--Assessing Readiness for Change

Developing a theory of change

Preceptorship - evaluation feedback

Resistance to change

Supportive supervision training for Quality Improvement Spread

Motivational Interviewing with Adolescents

Barry egener friday coaching the physician

Similar to Approaching and Engaging Partners in Collaboration

Cognition strategies

leena784840

Co-debriefing workshop

Debrief2Learn

Unity is strength presentation slides

Texas Health Care Association

This document outlines the benefits of collaboration and forming coalitions to achieve common goals. It discusses how to form successful project teams focused on specific outcomes, including having a clear purpose, plan, measurable goals, shared ownership, and open communication. The benefits of collaboration include resource sharing, expertise, community presence, cohesion, shared responsibility, and collective leverage. Successful quality improvement project teams require an organizational culture of quality, shared understanding, accountability, and a blame-free environment focused on system issues rather than human error.

Pp feedbac kpresbanyulenetworkversion3

thsieh

The document provides guidance on giving and receiving constructive feedback in order to improve outcomes. It discusses establishing moral purpose and ethical leadership, making decisions based on student impact, and acknowledging positive feedback. Guidelines are given for giving constructive feedback, including maintaining respect, focusing on solutions, and asking for responses. Challenges like resistance to change and defensiveness are addressed. Requesting feedback from others as a leader is also covered. The overall message is that constructive feedback done well can be a positive learning experience for improvement.

1122 capacity building attitudes and behavior as rescuer 1122

Tariq Rashid

The document discusses attitudes and behaviors important for instructors of Rescue 1122. It covers introducing the resource person, objectives of building positive attitudes, the importance of motivation, communication styles, and qualities of an effective instructor. Specifically, it aims to help instructors enhance team leadership, passion for growth, and contribute to the organizational vision. It discusses intrinsic and extrinsic motivation, the need for assertive communication, active listening skills, and creating empathy with trainees. The key is for instructors to constantly strive for excellence, welcome new opportunities, and serve as a role model who trainees admire.

Collaborative framework self-regulation for slideshare

Brad Chapin

Project ECHO Quality Improvement

CHC Connecticut

This document summarizes a Project ECHO Quality Improvement webinar on developing professional presence. The webinar was presented by faculty from the Weitzman Institute and Community Health Center, Inc. It covered key skills for being an effective meeting leader such as content vs process, active listening techniques, intervention strategies, establishing ground rules, and parking lot. Participants learned about challenges commonly encountered in meetings and ways to continuously improve meetings. The webinar is part of a series on quality improvement best practices and additional resources are available on the Weitzman Institute website.

Mentoring main

Prashant Mehta

Counselling provides a way for people to explore their thoughts, feelings, and behaviors with a trained counselor in order to gain a clearer understanding of themselves. It involves listening empathetically without giving advice. Counselling and mentoring services are needed by many students to help with issues like relationships, depression, anxiety, and personal development. Different types of mentoring relationships exist, including peer mentoring between similar-aged individuals and professional mentoring between those with large differences in life experience. Good mentors are approachable, share information openly, provide constructive feedback, and allocate appropriate time to mentoring. Both mentors and mentees benefit from the relationship.

Coordinating

xtrm nurse

There was a conflict between two fairies that was escalating until a third fairy intervened and told them "Nuff said", stopping the argument. Some pixies were bothering passersby until one upset fairy confronted them and the pixies fled when another said "That's E Nuff". At a fight in the forest involving many magical creatures, one fairy was able to subdue them all until a werewolf objected but was stopped when someone said "That's Fairy Nuff". Now in the woods you may encounter this fairy who will "deal with any humans" and you don't want to hear "E Nuff".

Chapter 19 The Heart of the MatterTO SAY IT ONE LAST TIME, may.docx

cravennichole326

Chapter 19 The Heart of the Matter TO SAY IT ONE LAST TIME, maybe, consulting is primarily a relationship business. No matter how research-based or technical the project is, it will always reach a point at which the success of the work will hinge on the quality of the relationships we have with our clients. This relationship is the conduit through which our expertise passes. The way we contact and engage people around our expertise is an applied art and takes a hundred forms. At times it is one-to-one coaching with an individual or team. It can be working with a group on strategy or technology, or running a training session. Underlying all the ways we work with clients is a set of beliefs about relationships, learning, and the nuances of how change occurs that ultimately define our practice. While this book is threaded with thoughts about good, or flawless, consulting practice, I want to take a moment to be explicit about its foundational concepts. When I am lost, unsure how to proceed, which is most of the time, I return to a few ideas that ground me again and again and serve to reassure. Each of these ideas has as much to do with the heart as the head; in fact, finding and sustaining this connection may be the whole point. Consulting cannot be done well without genuine caring for the client, and the challenge is to find ways to embody our care in the way we do the work. Our care is expressed partly in our behavior and style, but it is also a matter of how we structure critical elements of the learning and change process. In a sense, our job is to be a learning architect. At our best, we design social settings that lead to insight, resolution of differences, and change. What follows are some ideas that support conditions under which learning and change are more likely to happen. None is fail-safe, each contains elements of adventure, and all flow against the stream of the conventional wisdom and the dominant culture. That is what makes them useful. Choosing Learning Over Teaching While we usually claim that we are in the business of helping our clients learn, most traditional educational or consulting efforts are more about teaching than learning. If you ask who is really learning at any meeting, communication session, or training event, the answer is usually, “The person in charge.” The dominant models for learning come from our educational system. If you look at most of our classrooms, the teacher stands in front, and students line up behind or around tables, facing the front. The agenda, the objectives, and the method of learning are all specified by the teacher. The teacher is in effect the supervisor of learning. This is the world that Ward, in the previous chapter, is chipping away at. Similarly in consulting, the consultant is expected to be the change manager, even the change agent. The task of the client is to absorb what the consultant has to offer. The classroom or consulting project run on this model is based on the need for p ...

Communication skills

monaaboserea

This document discusses communication skills and concepts relevant to healthcare professionals. It covers definitions of communication, principles of communication like listening, probing and observing. It discusses consultation and counseling processes, models of breaking bad news, and dealing with angry patients. It provides guidance on initiating sessions, gathering information, building relationships, explaining and planning, and closing sessions. Quizzes are also included to test understanding of communication skills.

Rsd6 andreas wettre & birger sevaldsson

rsd6

The document discusses teaching teamwork using a systems-oriented design approach. Last semester, product, interaction, and service design students at the Institute of Design AHO worked in four teams. The teams collaborated with Salto, a company that produces electric vehicle charging solutions. The teaching focused on developing effective team structures and dynamics, handling complexity through systems thinking, and utilizing diversity within the teams. Feedback from students indicated they learned communication techniques, how to deal with conflicts, and the value of understanding each other's skills in service, interaction, and product design. The projects resulted in collaborations that moved in the same direction and achieved significant results.

Organizational behavior

Zubair Ahmad

This document provides an overview of organizational behavior concepts. It discusses the meaning and nature of organizational behavior, why it is studied, fundamentals of individual behavior including personality, effectiveness, attitudes, and groups. It also covers interpersonal skills like communication, listening, feedback, and transactional analysis. In summary, the document defines organizational behavior, examines factors that influence individual and group workplace interactions, and outlines key interpersonal concepts relevant to organizational behavior analysis.

Walking The Line: Ethical and Educational Concerns of Therapist Self-Disclosure

Bryn Robinson

Charlotte Hall - PReCePT Celebration event

Innovation Agency

rolesofthern-140604011857-phpavhpp01.pdf

chetanmeti139

The roles of the nurse are varied and include coordinator, communicator, teacher, counselor, manager, leader, team player, motivator, delegator, critical thinker, innovator, researcher, and advocate. As a coordinator, the nurse plans and coordinates patient care. As a teacher, the nurse educates patients to develop self-care abilities. In the manager role, the nurse plans, organizes, directs, controls, and delegates tasks. As a leader, the nurse has a vision to energize others and encourages them to achieve goals. The nurse fulfills these diverse roles by understanding each role and continually improving skills.

Mindfulness and leadership final 5.12.2016 aa

Bill M Wooten, PhD

This document discusses mindfulness and mindful leadership. It defines mindfulness as bringing complete attention to the present moment through deliberate attention and focus on immediate experience. Mindful leadership involves using mindfulness practices to improve strategic thinking, focus, decision-making, listening, and managing stress. Research shows benefits of mindful leadership training include improved focus, clarity, performance, authenticity, and ability to deal with stress and adaptive challenges.

What I Have Learned Of Leadership

Renee Wardowski

NJEA 2013 - Effective parent collaboration to support students with disabilities

director_familyservices

Joys of Mentoring

Cynthia Calongne

Similar to Approaching and Engaging Partners in Collaboration (20)

Cognition strategies

Co-debriefing workshop

Unity is strength presentation slides

Pp feedbac kpresbanyulenetworkversion3

1122 capacity building attitudes and behavior as rescuer 1122

Collaborative framework self-regulation for slideshare

Project ECHO Quality Improvement

Mentoring main

Coordinating

Chapter 19 The Heart of the MatterTO SAY IT ONE LAST TIME, may.docx

Communication skills

Rsd6 andreas wettre & birger sevaldsson

Organizational behavior

Walking The Line: Ethical and Educational Concerns of Therapist Self-Disclosure

Charlotte Hall - PReCePT Celebration event

rolesofthern-140604011857-phpavhpp01.pdf

Mindfulness and leadership final 5.12.2016 aa

What I Have Learned Of Leadership

NJEA 2013 - Effective parent collaboration to support students with disabilities

Joys of Mentoring

More from Practical Playbook

The Rules May Be Changing but the Games Is the Same

Approaching and Engaging Partners in Collaboration

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Approaching and Engaging Partners in Collaboration

Similar to Approaching and Engaging Partners in Collaboration (20)

More from Practical Playbook

More from Practical Playbook (20)

Recently uploaded

Recently uploaded (20)

Approaching and Engaging Partners in Collaboration

Editor's Notes