End Feel -joint end feel - Normal and Abnormal end feel
Trillium's PD Story 2010
1. Trillium Health Centre and The Canadian Positive Deviance Project Trillium Health Centre’s Positively Deviant Story Presented by: Louise Koyanagi, RN, BScN Monday December 6, 2010 New Approach to Containing Superbugs Webex Teleconference
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13. Complex Continuing Care (CCC) (Adapted from presentation to Quality Storyboard submission by Jackie Nugent, Trish Hutton and PD Team, 2010)
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Editor's Notes
Through support of the CEO, senior management and Infection Prevention and Control, the core team was able to embrace learning about the PD project and subsequent training. Front line staff identified as nurses, physicians, allied health, environmental and hospitality associates. Trillium’s PD Coach, Erika Bailey was instrumental in allowing us to grow in our knowledge of Positive Deviance, without being restrictive, by guiding us in the PD principles Monthly all-sites updates, facilitated by project leaders, provided a forum to share ideas and learn from each other.
Meetings with Senior Management team to present details of project requirements and verify support Lunch and Learn (Nov. 2009): 4 sessions in total, 2 per site Buzz Meetings (Jan/Feb 2010) with: Facilities Services Diagnostic Imaging at WT and M Neuro/MSK Emergency (M) Surgery 3C Courtyard (WT) Nursing Advisory Council DADs (March 2010) with staff from: Emergency, Courtyard, Neuro 2B, Nursing office and Portering/HAs Participated in HIROC ( Healthcare Insurance Reciprocal of Canada) Axiom News article about Trillium’s involvement (January 29/10)
Incentives: Food (needed) Tim Horton’s Gift cards (survey completion)
Acute units felt that a 15-20 minute DAD is too time consuming for them to be “away” from their patient load Time constraints – Core team: Full/part time staff already with full schedules, who must fit the PD needs with their own schedules Staff: staff shortages/additional work loads cause staff to be hesitant to participate Barriers: Language – if English is not first language, participation in paper surveys difficult Computer access – not all hospitality/portering staff have on-line access or comfort level with this mode of communication
Increased engagement with Neuro 2B, to include TRIZ exercises with staff Maintain momentum with CCC staff to identify the positive deviants who can affect change. Potential to incorporate this methodology to any problem
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