Crucial Skills Exec Brief
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The document summarizes safety training programs and accountability skills. It discusses how the best workers confront safety issues by selecting the right problem, staying calm, avoiding blame, and motivating change. It also notes that training in these accountability skills can reduce accidents, injuries, turnover, and increase safety. The document advocates developing skills, social norms, and structures to encourage addressing safety lapses. An example program saw improved safety metrics and lower turnover after implementing accountability skills training.
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Working with Individuals ©2018 Laureate Education, Inc 1 .docx
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©2018 Laureate Education, Inc 1
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Program Transcript
NARRATOR: To elicit the best in others and maximize their own potential, health
care leaders must recognize the values and motivations that drive human
behavior, and understand how those may vary from person to person across an
organization.
CECILIA K. WOODEN: So when we come to an organization, when we're
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CECILIA K. WOODEN: Values are very important in a couple ways. Number one,
they not only guide your behavior, but as a leader or in the workplace, they are
also going to contribute or detract from your success or the success of the
people that you work with. So continually being aware of what your values are is
an important part about being a good leader.
And I would submit that an individual who is happy at work, who feels fulfilled at
work, is an individual whose personal values match the values of the
organization. Let's imagine that you're confident and comfortable in knowing what
your own values are, and yet you find in your workplace that there's a disconnect,
or there's a gap between the values that you hold near and dear and the values
that either organization holds near and dear or manifests.
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an understanding of each other, the more confident she's going to be in the care
she or he is getting, and the outcomes are going to be much better.
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That will cause a great disconcert with me and a great disconnect.
Working with Individuals
©2018 Laureate Education, Inc 2
So the question is, what do I do about it? What can I do about it? Well, at the
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Similar to Crucial Skills Exec Brief
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an important part about being a good leader.
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organization. Let's imagine that you're confident and comfortable in knowing what
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or there's a gap between the values that you hold near and dear and the values
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And an example of this might be, I went into nursing because of a deep need to
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down, I'm having to work double shifts. I can't spend enough bedside time with
my patients because of the technology requirements that I'm struggling with
trying to learn. I'm only spending 28% of my nursing day in contact with a patient.
That will cause a great disconcert with me and a great disconnect.
Working with Individuals
©2018 Laureate Education, Inc 2
So the question is, what do I do about it? What can I do about it? Well, at the
most elemental level, a good clinician will go to her supervisor immediately and
say, I know we're required to do double shifts because of short staffing. Or I know
we're having to engage in X, Y, and Z behav ...
EBMgt Course Module 3: Why Do We Need It?
1) Managers are criticized for incompetence and mismanagement, leading to calls for more accountability and transparency in decision-making.
2) Only about half of what is learned is still considered valid after 7 years, so reliance on past experience can spread outdated or incorrect information.
3) Research shows that managers are often incorrect in their beliefs about effective practices, scoring on average only 35-57% correct on true/false questions.
4) The main reason evidence-based management is needed is because of "bounded rationality" - managers rely on intuitive thinking which is prone to biases that can lead to flawed decisions without objective evidence to counteract them.
Fusionmex lecture #103
Sample deck from one of the Fusion Marketing Experience's lecture series. In this session, IFull program available Summer 2012.
Hybrid Workplace Harassment: Are You Protecting Your Company from Hidden Thre...
In today’s “new world of work,” many organizations run on a hybrid model, with some employees working remotely and others in the physical office. While this set-up is convenient, it can cause unique interpersonal issues between employees.
Reduced face-to-face communication makes it harder for teams to bond, while making it easier for harassers to get away with bad behavior. To reduce harassment incidents in your hybrid workplace, you need to foster a culture of openness, willingness to learn, and compassion.
Join workplace investigation and executive management expert Kenneth McCarthy as he outlines how to address and prevent hybrid workplace harassment incidents.
ISA 360 sample aggregate report
The results of the survey indicate that the group feels empowered to keep themselves and others safe, as shown by strong results in the domains of "Caring Actively" and "Impact on Others". Opportunities for improvement lie in the domain of "Inter-connectedness", particularly around policy, processes and procedures. The lowest performing area relates to sharing updates on changes to policies and procedures. Key areas to focus on include trusting the workforce to anticipate issues, seeking input from others, stopping work when unsafe, and sharing improvements.
Root Cause Analysis versus Shallow Cause Analysis
This document discusses the differences between root cause analysis (RCA) and shallow cause analysis. Shallow cause analysis refers to less rigorous approaches that do not fully explore cause-and-effect relationships or require evidence to support hypotheses. Common shallow tools include 5-Whys, fishbone diagrams, and checklist-based forms. True RCA requires a disciplined, team-based process that identifies physical, human, and latent root causes and develops correctives to prevent recurrence. The document argues regulatory compliance with RCA processes does not necessarily ensure patient safety if the analysis was shallow and did not uncover the underlying causes. A logic tree is presented as an example of a tool that can perform rigorous RCA when used correctly.
SafetyCoach_Five Critical Mistakes Safety Professionals Make
The document discusses the five critical mistakes that safety professionals often make and how to avoid them. The first mistake is using negative language like "don't" instead of positive language with actions like "keep hands clear." The second mistake is taking a policing approach instead of gaining agreement on safety goals. The third mistake is failing to follow the same safety rules that are expected of others. The fourth mistake is asking the wrong questions that focus on blame instead of solutions. And the fifth mistake is relying only on rules and regulations instead of building relationships.
Some suicides appear to be caused by exposure to the suicide of ot.docx
Some suicides appear to be caused by exposure to the suicide of others. In cluster suicide, one suicide leads to attempts by others to kill themselves. For instance, some high schools have experienced a series of suicides following a well-publicized case. As a result, many schools have established crisis intervention teams to counsel students when one student commits suicide (Insel & Gould, 2008; Daniel & Goldston, 2009; Pompili et al., 2011).
FIGURE 10-7 Adolescent Difficulties
Family, peer relationships, and self-esteem problems were most often mentioned by adolescents contemplating suicide, according to a review of phone calls to a telephone help line.
(Source: Based on Boehm & Campbell, 1995)
ARE YOU AN INFORMED CONSUMER OF DEVELOPMENT?:Preventing Adolescent Suicide
If you suspect that an adolescent, or anyone else for that matter, is contemplating suicide, don’t stand idly by. Act! Here are several suggestions:
· • Talk to the person, listen without judging, and give the person an understanding forum in which to try to talk things through.
· • Talk specifically about suicidal thoughts, asking such questions as: Does the person have a plan? Has he or she bought a gun? Where is it? Has he or she stockpiled pills? Where are they? The Public Health Service notes that, “contrary to popular belief, such candor will not give a person dangerous ideas or encourage a suicidal act.”
· • Evaluate the situation, trying to distinguish between general upset and more serious danger, as when suicide plans have been made. If the crisis is acute, do not leave the person alone.
· • Be supportive, let the person know you care, and try to break down his or her feelings of isolation.
· • Take charge of finding help, without concern about invading the person’s privacy. Do not try to handle the problem alone; get professional help immediately.
· • Make the environment safe, removing from the premises (not just hiding) weapons such as guns, razors, scissors, medication, and other potentially dangerous household items.
· • Do not keep suicide talk or threats secret; these are calls for help and require immediate action.
· • Do not challenge, dare, or use verbal shock treatment on the person in an effort to make them realize the errors in their thinking. These can have tragic effects.
· • Make a contract with the person, getting a promise or commitment, preferably in writing, not to make any suicidal attempt until you have talked further.
· • Don’t be overly reassured by a sudden improvement of mood. Such seemingly quick recoveries sometimes reflect the relief of finally deciding to commit suicide or the temporary release of talking to someone, but most likely the underlying problems have not been resolved.
For immediate help with a suicide-related problem, call (800) 784-2433 or (800) 621-4000 for national hotlines staffed with trained counselors.
Some suicides appear to be caused by exposure to the suicide of others. In
cluster suicide
,
one suicide leads t.
Herding cats (managing software development)
The document provides advice and best practices for managing development teams. It discusses holistic management, focusing on the entire team rather than individual tasks. Technical management responsibilities include design, quality, and implementation. Effective recruiting involves building a great team and keeping the right people. Execution emphasizes continuous integration, reflection, and improvement. Providing frequent feedback in a positive 10:1 ratio is important. Finally, managers are responsible for employees' careers by understanding their goals, providing challenges, and ensuring ongoing development.
Lessons From Bad History and Good Sense
This document discusses lessons learned from legal cases and preventing issues in human services programs. It notes that the legal system is imperfect and various factors can influence case outcomes. It then outlines reasons why problems may occur, including poor training, staff pathology, stress, inadequate design/staffing, and boundary crossings. The document provides recommendations for hiring practices, supervision, policies/procedures, handling complaints, and issues around the internet and patient privacy. The overall goal is to present strategies to reduce risks and prevent harm in human services work.
Detecting Facial Cues And Body Language
Here are some ways nurses can best support patients with medication adherence:
- Educate patients and families about each medication - including name, dosage, schedule, purpose and potential side effects. Encourage them to ask questions.
- Simplify medication regimens when possible. Consider consolidating doses to minimize the number of pills taken per day.
- Involve family members and discuss strategies for reminders and support at home. This could include setting up pill organizers or using a medication list/schedule.
- Assess each patient's health literacy and learning style. Use teach-back methods to ensure understanding. Provide written instructions too.
- Discuss challenges to adherence the patient may face like cost, forget
Accountability - A key tool for high performing teams
The document discusses accountability in the workplace and provides strategies for fostering a culture of accountability. It notes that accountability is often seen negatively but defines it positively as accepting responsibility for one's actions. It recommends setting clear expectations, creating trust and psychological safety, and using the "Accountability Puzzle" which involves specific commitments, owners, dates, and transparency. Fostering accountability starts from leading by example and being willing to accept responsibility.
Excellence in human performance
This document discusses improving human performance and reducing errors through an organizational approach. It provides principles of human performance improvement, including that people are fallible, error-likely situations are predictable and preventable, and individual behavior is influenced by organizational processes. It discusses tools for human performance such as enhanced communication, independent verification, and developing a questioning attitude. The overall message is that human error can be reduced by understanding why mistakes occur and applying lessons learned from past events through a systematic organizational approach.
ISA 360 sample report_Standard
The 360 degree feedback report provides assessments of Paul's safety leadership practices from his perspective, two line managers, and three peers. It identifies his top strengths as speaking up with care, looking out for others, demonstrating commitment, actively caring, and showing worth of care. His top areas for improvement are maintaining best practice policies and procedures, acknowledging outdated policies, sharing improvements, looking for gaps, and talking above line controls. The report includes a spidergraph comparing his current and desired performance, an analysis of his transformational level, and a personal development plan.
The next stages of your journey to agile performance management
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
Wave 1: Learning Session 1
The document discusses positive deviance (PD), an approach to solving problems by identifying uncommon practices among individuals that enable them to find better solutions than others facing the same challenges. It provides examples of PD's success in reducing MRSA infections and encourages participants to identify positive deviants in their own organizations who could help develop new behaviors to address problems. The key aspects of the PD process involve defining the problem, determining positive deviants, discovering their uncommon practices, designing ways to spread these practices, and continually evaluating effectiveness.
Similar to Crucial Skills Exec Brief (20)
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
Hybrid Workplace Harassment: Are You Protecting Your Company from Hidden Thre...
Hybrid Workplace Harassment: Are You Protecting Your Company from Hidden Thre...
SafetyCoach_Five Critical Mistakes Safety Professionals Make
SafetyCoach_Five Critical Mistakes Safety Professionals Make
Some suicides appear to be caused by exposure to the suicide of ot.docx
Some suicides appear to be caused by exposure to the suicide of ot.docx
Accountability - A key tool for high performing teams
Accountability - A key tool for high performing teams
The next stages of your journey to agile performance management
The next stages of your journey to agile performance management
Crucial Skills Exec Brief
- 2. Can We Reach 0 TRIR? We will strive to reach perfection, and along the way we will attain excellence
- 13. What “The Best” Do Six Sources of Influence
Editor's Notes
- 1300 industrial workers (including O/G) interviewed 1 on 1 Used words like: “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their co-workers put themselves and others in danger All about behaviors. Based on Behavioral Science All human behaviors are learned and can be unlearned How to hold them accountable to the behaviors you want It’s the blocking and tackling
- 1300 industrial workers (including O/G) interviewed 1 on 1 Used words like: “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their co-workers put themselves and others in danger All about behaviors. Based on Behavioral Science All human behaviors are learned and can be unlearned How to hold them accountable to the behaviors you want It’s the blocking and tackling
- 1300 industrial workers (including O/G) interviewed 1 on 1 Used words like: “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their co-workers put themselves and others in danger All about behaviors. Based on Behavioral Science All human behaviors are learned and can be unlearned How to hold them accountable to the behaviors you want It’s the blocking and tackling
- 1300 industrial workers (including O/G) interviewed 1 on 1 Used words like: “holding their breath,” “feeling tortured as they watched,” and “not able to watch” as their co-workers put themselves and others in danger All about behaviors. Based on Behavioral Science All human behaviors are learned and can be unlearned How to hold them accountable to the behaviors you want It’s the blocking and tackling
- How many of you tell your employees they can shut down any job? How many of you feel like your people would shut down the job if an unsafe condition existed