Human Care Requires Human Development: Focusing on the I in Interprofessional Collaborative Practice. Catherine Carotta, Ed.D.

Transcription

1 Human Care Requires Human Development: Focusing on the I in Interprofessional Collaborative Practice Catherine Carotta, Ed.D., CCC-SLP

2 Learner Outcomes Identify 4 interprofessional collaborative practice domains Identify 4 resources supporting the development of interprofessional collaborative practice Identify the barriers to implementing interprofessional collaborative practice

3 Interprofessionality as : the process by which professionals reflect on and develop ways of practicing that provides an integrated and cohesive answer to the needs of the client/family/population [I]t involves continuous interaction and knowledge sharing between professionals, organized to solve or explore a variety of education and care issues all while seeking to optimize participation Core Competencies for Interprofessional Collaborative Practice Report of an Expert Panel

4 Interprofessional Collaborative Practice Domains # 1 &2 Competency Domain 1: Values/Ethics for Interprofessional Practice Competency Domain 2: Roles/Responsibilities Competency Domain 3: Interprofessional Communication Competency Domain 4: Teams and Teamwork Core Competencies for Interprofessional Collaborative Practice Report of an Expert Panel

5 Inattention to RESULTS Status and Ego # 6 Avoidance of ACCOUNTABILITY Low Standards Lack of COMMITMENT Ambiguity Fear of CONFLICT Artificial Harmony Absence of Trust Invulnerability Lencioni, 2012

6 Commitment Characteristics Seasons Three Calls Strength Focused Human Being Human Becoming Self Development Service to Others Support of Organization Community Stewardship Focus on RESULTS Demonstrate ACCOUNTABILITY Maintain COMMITMENT Address CONFLICT Build TRUST Difficult Conversations Responsiveness Growth Mindset/ Fixed Mindset Johari Window Conflict Conflict Styles Triangulation Thinking Diversity Emotional Intelligence Adapted from Lencioni, 2012

7 Cultivate Emotional Intelligence # 6 It s not how intelligent we are. It s HOW we are intelligent. Self-Awareness One s Ability To Recognize And Understand One s Own Emotions As They Occur. Self-Management One s Ability To Manage Internal State, Impulses, and Emotional Reactions To Situations and People. Social Awareness One s Ability To Understand Emotions In Other People, Understand What They Are Thinking &Feeling Even If Different From One s Self. Relationship Management One s Ability To Manage Interactions With Others Effectively And Productively For All Involved. Goleman, 1998

8 An Eye On The Individual: Human Development Framework

9 Strength Focused Human Being Human Becoming Build TRUST Adapted from Lencioni, 2012

10 Ecological Perspective Confirmation Contradiction Continuity Kegan,R. (1982). The Evolving Self: Problem and Process of Human Development.

11 Gallup Strengths #4-6 Striving Achiever Adaptability Belief Competition Focus Maximizer Self-Assurance Significance Gallup Organization, 2000 The 34 Themes Of Talent Relating Communication Empathy Harmony Includer Individualization Relator Responsibility Thinking Analytical Arranger Connectedness Consistency Context Deliberative Discipline Futuristic Ideation Input Intellection Learner Restorative Strategic Influencing Activator Developer Positivity Command Woo

12 Gallup Strengths Striving Achiever Adaptability Belief Competition Focus Maximizer Self-Assurance Significance Gallup Organization, 2000 The 34 Themes Of Talent Relating Communication Empathy Harmony Includer Individualization Relator Responsibility Thinking Analytical Arranger Connectedness Consistency Context Deliberative Discipline Futuristic Ideation Input Intellection Learner Restorative Strategic Influencing Activator Developer Positivity Command Woo

13 Leveraging Strengths Responsibility + Harmony = Ideation + Focus = Input + Activator = Adaptability + Discipline = Strategic + Empathy = Command + Relator =

14 Strength Mindfulness 1. Who or what helped you learn about your strengths? 2. When or where do you use your strength/s? 3. When are you at the mercy of your strength/s?

15 Address CONFLICT Conflict Conflict Styles Triangulation Thinking Diversity Strength Focused Human Being Human Becoming Build TRUST Adapted from Lencioni, 2012

16 Defining Conflict Conflict is.... any situation in which your concerns or desires differ from those of another person

17 Conflict Continuum Ideal Conflict Point Constructive Destructive Artificial Harmony Mean-Spirited Personal Attacks Lencioni, P. (2002)

18 Conflict Styles #7/8 ASSERTIVENESS Assertive Compete Compromise Collaborate Unassertive Uncooperative Avoid COOPERATIVENESS Accommodate Uncooperative Thomas, K. & Kilmann, R. (2002).

19 Skill Plus Situation Your Conflict Mode = Skill + Situation All modes are good if used appropriately. Conflict modes can be overused or underused. Conflict modes can be used in unwanted situations. The key is in expanding your skill set and your ability to assess what is appropriate in each situation.

20 COMPETE AVOID

21 COMPETE COLLABORATE

22 COMPETE AVOID COLLABORATE COMPETE

23 Triangulation #7 HERO VILLAIN VICTIM

24 Team #2 Conflict Styles Assertive Compete Collaborate ASSERTIVENESS Unassertive Uncooperative Avoid Compromise 3 COOPERATIVENESS 5 Accommodate Uncooperative Thomas, K. & Kilmann, R. (2002).

25 Team # 3 Conflict Styles Assertive Compete Collaborate ASSERTIVENESS Unassertive Uncooperative 1 3 Avoid Compromise COOPERATIVENESS 7 Accommodate Uncooperative Thomas, K. & Kilmann, R. (2002).

26 Strength & Conflict Mindfulness 1. What s your preferred mode? 2. How do your strengths help you navigate conflict? 3. How do your strengths contribute to conflict?

27 Six Hat Thinking #9 Edward de Bono

28 Parallel Thinking At any moment everyone is looking in the same direction. All views, no matter how contradictory, are put down in parallel. At all times the emphasis is on designing a way forward. The experience and intelligence of everyone should be used in each direction.

29 Thinking Mindfulness Feelings, Intuitions Risks, Weakness Benefit, Positive Process, Big Picture Information, Facts Alternatives, Ideas

30 Positive Facts

31 Growth/Creative Risks

32 Thinking Mindfulness 1. What hat do you wear? 2. What hat is a source of conflict? 3. Does your hat relate to your strength? 4. What hat do should you try on? 5. In a word Why haven t you?

33 Commitment Characteristics Seasons Three Calls Strength Focused Human Being Human Becoming Maintain COMMITMENT Address CONFLICT Build TRUST Conflict Conflict Styles Triangulation Thinking Diversity Adapted from Lencioni, 2012

34 Lives of Commitment Trust and Agency Engagement with Others Multiple Belonging Sense of Marginality Habits of Mind Living with Complexity Holding Paradox Taboo Motivations Learning from Pain Hold Urgency Community of Support Keeping Sabbath Daloz, Keen, Keen, Parks, 1999

35 Vocational Seasons

36 Three Calls RELATIONSHIPS WORK FAITH

37 Three Calls WORK RELATIONSHIPS FAITH

38 Commitment Mindfulness 1.What season are you in? 2.How do you view your work? 3. How would you draw your circles?

39 Commitment Characteristics Seasons Three Calls Strength Focused Human Being Human Becoming Demonstrate ACCOUNTABILITY Maintain COMMITMENT Address CONFLICT Build TRUST Difficult Conversations Responsiveness Growth Mindset/ Fixed Mindset Johari Window Conflict Conflict Styles Triangulation Thinking Diversity Adapted from Lencioni, 2012

40 Three Conversations The What Happened Conversation The Feelings Conversation The Identity Conversation

41 The Third Story Move from certainty to curiosity. Hold both stories. Adopt the And Stance.

42 Skilled Dialogue #10 Choosing Relationship Over Control Setting The Stage For Miracles RESPECT (Honoring Identity) Welcoming Allowing RECIPROCITY (Honoring Voice) Sense-Making Appreciating RESPONSIVENESS (Honoring Connection) Joining Harmonizing

43 Inquiry Process Content is presented to a group/inquiry circle. Three Rounds of Participation 1. Commenting on what did you notice or heard? 2. Asking a question? 3. Making a suggestion or expansion for yourself/other.

44 Commitment Characteristics Seasons Three Calls Strength Focused Human Being Human Becoming Self Development Service to Others Support of Organization Community Stewardship Focus on RESULTS Demonstrate ACCOUNTABILITY Maintain COMMITMENT Address CONFLICT Build TRUST Difficult Conversations Responsiveness Growth Mindset/ Fixed Mindset Johari Window Conflict Conflict Styles Triangulation Thinking Diversity Emotional Intelligence Adapted from Lencioni, 2012

45 Where s Your Attention? SELF TEAM ORGANIZATION COMMUNITY

46 Tensions of I and We BE CONFIDENT BE HUMBLE BE SELF-RELIANT TRUST OTHERS CAPITALIZE ON STRENGTHS LEVERAGE STRENGTHS Bunker, K. and Wakefield, M. (2014) HBR

47 Tensions of I and We TAKE RESPONSIBILITY SHARE RESPONSIBILITY BE DIRECT SHARE PERSPECTIVES ESTABLISH BOUNDARIES BE EMPATHETIC Bunker, K. and Wakefield, M. (2014) HBR

48 Remember that IPP can start small, with a team of just two people working to understand each other s roles. Barriers to IPP Time Belief Value Culture Leadership Core Competencies for Interprofessional Collaborative Practice Report of an Expert Panel

49 Interprofessional Practice Mindfulness Do I understand and use my strengths? Do I possess emotional intelligence? Do I use a variety of conflict handling styles? Do I use a variety of thinking styles? Do I use a variety of listening skills? Do I have an accurate perception of myself? Do I hold myself accountable? Am I able to hold difficult conversations? To what or whom am I committed?

50 The Beauty of the Unfinished Work

51 References Barr, H. (2002). Interprofessional education. John Wiley & Sons, Ltd. Beer, M. (2003). Harvard business essentials: Managing change and transition. Boston MA: HarvardBusiness School Publishing Corporation. Boyatzis, R. McKee, A. (2005). Resonant leadership: Renewing yourself and connecting with others through mindfulness, hope, and compassion. Boston, MA: Harvard Business School Press. Buring, S. M., Bhushan, A., Broeseker, A., Conway, S., Duncan-Hewitt, W., Hansen, L., & Westberg, S. (2009). Interprofessional education: definitions, student competencies, and guidelines for implementation. American journal of pharmaceutical education, 73(4), 1. D'Amour, D., Ferrada-Videla, M., San Martin Rodriguez, L., & Beaulieu, M. D. (2005). The conceptual basis for interprofessional collaboration: Core concepts and theoretical frameworks. Journal of interprofessional care, 19(sup1), Daloz, L., Keen, C., Keen, J. Parks, S. Common fire: Lives of commitment in a complex world. Boston, MA: Beacon Press. Gittell, J. H., Godfrey, M., & Thistlethwaite, J. (2013). Interprofessional collaborative practice and relational coordination: improving healthcare through relationships. Journal of Interprofessional Care, 27(3), Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Dell. Heifetz, R. (1994). Leadership without easy answers. Cambridge, MA: Belknap Press. Heifetz, R., Grashow, A., Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Boston, MA: Harvard Business Press. Kegan, R. (1982). The evolving self: Problem and process in human development. Cambridge, MA: Harvard University Press. Knebel, E., & Greiner, A. C. (Eds.). (2003). Health Professions Education:: A Bridge to Quality. National Academies Press.

52 References Lencioni, P. (2002). The five dysfunctions of a team. San Francisco, CA: Jossey-Bass. Lore, M. (2010) Managing thought. New York, NY: McGraw-Hill. Panel, I. E. C. E. (2012). Core Competencies for Interprofessional Collaborative Practice: Report of an Expert Panel, Washington, DC, Interprofessional Education Collaborative. Parks, S. (2005). Leadership can be taught: A bold approach for a complex world. Boston, MA: Harvard Business School Publishing Corporation. Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial confrontations: Tools for resolving broken promises, violated expectations, and bad behavior. New York, NY: McGraw-Hill. Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill. Rath, T., & Conchie, B. (2008). Strengths based leadership. New York, NY: Gallup Press. Stone, D., Patton, B., & Heen, S. (1999). Difficult conversations. New York: Penguin Group. Suter, E., Arndt, J., Arthur, N., Parboosingh, J., Taylor, E., & Deutschlander, S. (2009). Role understanding and effective communication as core competencies for collaborative practice. Journal of interprofessional care. Thomas, K., & Kilmann, R. (2002). Thomas-Kilmann conflict mode instrument. CPP, Inc. Xicom. Tschannen-Moran B., & Tschannen-Moran, M. (2010). Evocative coaching: Transforming schools one conversation at a time. San Francisco, CA: Jossey-Bass. Twigg, N., & PHCNS-BC, R. N. Core Competencies for Interprofessional Collaborative Practice.

53 Lied Learning & Technology Center at Boys Town National Research Hospital 425 North 30 th Street Omaha, Nebraska