Future of Healthcare - Delivery Teams


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  • Welcome and self introduction by Nancy Gillespie, Dean, School of Health SciencesMention the incredible mix of the audience (students, educators, practicing LPNs and nurses and other professionals). What a unique opportunity, nursing profession essential to quality healthcare outcomes. When else has our nursing community had this opportunity to come together/
  • Future of Healthcare - Delivery Teams

    1. 1. Thank you. Creating Resilient Teams
    2. 2. Dave JohnsonPhD, LMFT, CNS, BC, USF Professor Creating Resilient Teams:Teambuilding using Appreciative Inquiry sf.edu djohnson@sf.edu 260-399-7700, ext. 8517
    3. 3. ObjectivesAt completion of this session participants will be able to:1. Adopt a basic teambuilding model for building a resilient work team;2. Outline factors related to effective coping with rapid change;3. Summarize the importance of communication in assuring that everyone is part of the team;4. Value diversity and talents each member brings to the team;5. Reflect on the importance of teambuilding as an ongoing strategic initiative.
    4. 4. Model:Appreciative Inquiry• Appreciative Inquiry (AI) is a method to help create the best in organizational systems. The model can extend beyond organizational development to explore what gives vitality to human systems such as family and personal relationships.• Anatomy of good decision making is predicated on asking good questions…and who is on my team to help me ask these questions!• Creating the Ideal versus Problem-solving model.
    5. 5. Appreciative• Recognize the best in people and in the world.• Perceive those things that give life and vitality.• Affirm past, present and future potentials.• Amplify that which one values, the ideal, the best!
    6. 6. Inquiry• Identifying the pursuit for which one searches• Exploration of the known and unknown• Discovery of best practices• Openness to change• Investigate possibilities
    7. 7. Questions• Ask questions to start the search“Choose your questions wisely and intentionally. What you ask determines whatyou find. And what you find sets the agenda for action in your organization”(Whitney et al, 2002).
    8. 8. How AI works?• The brain is a search engine: i.e. red cars.• The brain works in pictures.• Change is directional based on focus.• Language and stories are important (culture building).• Old stories die hard.• Collective wisdom of the people.
    9. 9. How to Get Started*?• Affirmative topic selected• 4-D cycle (Discovery, Dream, Design, Destiny)• Focusing on the positive ideal using the collective wisdom of the people• “Goodfinder”: Experts at deliberately noticing, anticipating and magnifying positive potential.* From: David Cooperrider Case Western Reserve University mid-1980s
    10. 10. Example Story Telling:Peak TeamThink about a time when you were part of a really great team…a highlysuccessful team with which you were proud to be connected.• What made the team great?• How did you help the team succeed?• In retrospect, what did you learn that could help us be a great team now?
    11. 11. Example:Creating Team Philosophy1. Discovery: Have team members tell a “best practice” PEAK TEAM story (current/past).2. Dream: List commonalities/themes among stories.3. Design: Re-write as “commitments” with a “positive” nature.4. Destiny: Brainstorm with team how to use/post, stay focused.
    12. 12. Example:Common ThemesAs Team members, we strive to:• Communicate our thoughts and ideas with each other clearly, directly and honestly (e.g. theme of communication).• Set team goals and look for ways to improve care through better processes (e.g. theme of goal setting).• Find reasons to celebrate team accomplishments (e.g. fun and relationship building).
    13. 13. Example:Team Goals1. How does our team know we are “winning?” Set up measurements using common metrics and keep them in front of the team.2. Does our team need new goals? How will we visualize our progress?3. Also connect with evidence-based practices (consultants, journals, research, practices…who in our industry is best?).4. Not all goals are for the organization…some reflect our personhood and needs…i.e. fun.
    14. 14. Other Examples• Conflict and confrontation (mediation)• Customer service/loyalty• New employee interviews• Mentoring• Recognition: Monday morning kudos• Rounding (staff and consumers)• Culture building: i.e. system values
    15. 15. Example: Good QuestionsAbout Effective MentoringDescribe a time you received or delivered effective mentoring.1. What did you do?2. What did it feel like?3. What did you learn?4. In what team areas would you like to do more mentoring?
    16. 16. Example:Conflict and ConfrontationDescribe a time when a conflict required facing a difficult issue with an individual(supervisor, peer, family member) and a desirable outcome resulted.1. What did you do?2. What did it feel like?3. What did you learn?4. What are the best practices?
    17. 17. Personal and RelationshipApplications1. Healthy eating and nutrition2. Fitness3. Confidence4. Relationships5. Parenting6. Mindfulness and stress management7. Personal resilience8. Spiritual renewal
    18. 18. Asking Good Questions1. Fundamentally affirmative2. Past, present and future3. Senses are good4. Invites a story5. Encourages reflection and learning6. Hear different voices (customers, suppliers, community, etc.)7. Avoid “whys”
    19. 19. Resources• Whitney/Cooperrider/Bloom/Kaplin: Encyclopedia of positive questions.• Cooperrider: AI: The beginnings• Cooperrider/Whitney: AI Handbook• Srivastva/Coop: Appreciative Management• Mahe/Gibbs: Giving Birth to New Organizations