Expert Communication & Teamwork. Courtney DiBona, MSN, RN-BC Nurse Manager: Urology

Transcription

1 Expert Communication & Teamwork Courtney DiBona, MSN, RN-BC Nurse Manager: Urology

2 Shared Purpose What is bringing everyone together? Why are you on the team? What are your goals? How do you intend to contribute? What is your passion?

3 Mission & Vision Mission statements influence key priorities because they are formed on the basis of the organization s core values and beliefs and serves as a backdrop for the company s purpose and strategy. A vision statement is important for organization transformation and business success, and describes a desirable future state and long term organizational goals.

4 Example: Hackensack Meridian Health MISSION: To provide the FULL spectrum of life-enhancing care and services To create and sustain healthy vibrant communities VISION: Set the standard for providing quality care for humanizing the health experience and for defining the future of medicine.

5 Carrying out the Mission & Vision Organizational leaders provide direction, support, guidance, and assistance to the organization in order for it to fulfill the mission and vision The mission statement serves as a backdrop and vision is comprised of long term goals

6 Strategic Plan All teams must have a strategic plan. Creating a plan is an investment in improving the organization. The strategy in many healthcare environments involves understanding the organizations strengths and weaknesses, and collaborating to create standardized care models.

7 Culture Refers to the pattern of development reflected in a group s system of knowledge, ideology, values, laws, and day-to-day ritual. Organizational culture comprises a set of values, conventions, behaviors, and attitudes that create the sense of an organization. CEO of Hackensack Meridian Health stated: Culture eats strategy for lunch

8 Collaboration does not come naturally and requires: Leadership Trust Effective Communication Self-Awareness Team-Awareness Shared Vision & Purpose

9 Morton Hansen prior Harvard Business School professor, now professor at University of California at Berkley, researched the concept of collaboration for over 17 years, culminating in his book publication, Collaboration (Hansen, 2009). Hansen (2009) explains in his book, that internal collaboration takes place when teams of people from different organizational units come together as teams to work on common issues.

10 A.G. Lafley, famed collaborative leader of Proctor & Gamble, knew that RESULTS were the goal of a smart collaboration (Hansen (2009). Hansen (2009), proposes a three-tier disciplined collaboration: Evaluate opportunities Spot the barriers Create solutions to remove the barriers

11 Cast for Excellence: Disney Business Model Diverse cast Design and communicate the corporate culture Upfront communication All communication is goal oriented and welldefined Applicants are guests: hired for attitude not aptitude

12 Effective Communication Effective communication related to the leader s expression of the vision, with a clear explanation of why collaboration is important, including employees in the dialog, allowing them to participate in open communication, creating opportunities for idea sharing and feedback.

13 Effective Communication Effective communication is essential in the sharing of ideas. Self and Team awareness: Skills needed for effective collaboration, integrating awareness of the strengths and weaknesses of teammates allows for each member to collaborate in a way that may further develop their strength and serve as at motivating force in collaboration

14 Power of Words The spoken word, while seeming to disappear once the words are spoken, endures within the heart and mind of listeners speakers. Oral communication is interactive: Speaker and Listener The act of speaking is an emergence, a creation, and a form that gives rise to new acts, new thoughts, and new forms even as the speech occurs

15 Leadership Leadership helps an organization adapt to its environment by eliminating ineffective patterns of behavior and replacing them with new ones To lead is to move the organization forward, and organizations move forward through change. Change becomes a catalyst for organizational improvement

16 Recognition Treat employees like customers Promote a supportive environment Recognize employees Disney Model of Recognition Create magic- Provide a magical moment provide cast members the opportunity and authority to make this happen

17 Followership Being a good follower takes special talents, just as being a good leader does Leaders rely on the support of those who follow Being willing to follow is not about blindly accepting some leaders authority, or about abdicating all responsibility for progress, waiting passively for answers to be provided by the leader, or about sitting back and hoping to enjoy the ride. Effective followers are much more active.

18 Attitude is Everything

19 The Strategic Collaboration Model (SCM): incorporates mentoring as a mechanism to foster leadership development for succession planning Key components SCM: a team approach to mentoring Interpersonal skills training Contract developed Career plan developed Delivery, Dream, Discovery, and Design

20 Competition vs. Collaboration Generational Differences One time Gains Mandating vs. Cultural Infusion

21 Conflict Inevitable part of human interaction Learning to embrace conflict and allowing it to be an opportunity for growth and transformation Critical reflection provides a way to learn the power of responsibility. Move away from communication styles of blaming, hostility, and damaging Focus on communication that identifies the groups responsibility for what happens in the group.

22 Conflict Conflict is everyone s responsibility When conflict arises in a group, the group needs to address it together Every individual learns, gains new insights, and experiences new possibilities that exisit among the group. Gossip When you tell a story about a group member, tell why you are sharing the story. What is your purpose and how is this positively contributing to the person and group. Focus on your own feelings vs. what you think someone else thinks Use gossip to assist with building community, not compete.

23 Power & Influence Understand the power that you have when you are part of a group. Understand that you matter to the group and your words matter. Understand how your power influences the group. Use your power effectively and wisely to move the group to higher heights.

24 Peace & Power Do we agree about our purpose? Do we seek to equalize the balance of power among everyone in the group? How independent are we? Are we all committed to spending time together? Is everyone willing to pay attention to the group s process? Do we seek meaningful change in ourselves and in the world at large?

25 Partnership for Patients was developed by the Centers for Medicare and Medicaid Services (CMS). It is a national initiative to improve the safety, quality and affordability of the nations healthcare. Participants are provided training (both webinar and face to face), evidence based guidelines, checklists and algorithms, including best practice bundles. Participants in return, submit monthly data to the NJHA collaborative and have access to dashboards and benchmarks for comparisons and analysis. NJHA (2017). Partnership for Patients. Institute for Quality and Patient Safety.

26 Reported outcomes of the NJHA Partnership for Patients between 2012 and 2016 New Jersey Hospital Association (2017). Working together to make healthcare better: Partnership for patients-nj, progress report.

27 References Bennett LM, Gadlin H. Collaboration and Team Science: From Theory to Practice. Journal of investigative medicine : the official publication of the American Federation for Clinical Research. 2012;60(5): doi:10.231/jim.0b013e d. Cockerell, L. Lessons in Leadership :Retrieved from: Chinn, P. (2013) Peace and power: new directions for building community, eighth edition. Jones & Bartlett Learning; Burlington, MA. DaCosta, J. (2012). Leadership models for healthcare improvement. British Journal of Healthcare Management, 18(11), Disney Institute (2017). Leadership. Retrieved from Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard, 27(41), Griffiths, L. (2011). Disney s approach to business excellence-an LMA Recap. Zen and the Art of Legal Networking. Retrieved from: Grossman S. C. & Valiga T. M. (2013). The new leadership challenge: creating the future of nursing. F.A. Davis Company: Philadelphia, PA. Gray, P., Butler, B. S., & Sharma, N. (2015, April 27). The interacting effects of distributed work arrangements and individual dispositions on willingness to engage in sense making behaviors. Journal of the Association for Information Science and Technology, 66(10), Grossman S. C. & Valiga T. M. (2013). The new leadership challenge: creating the future of nursing. F.A. Davis Company: Philadelphia, PA

28 References Guiney, M. C. (2014). Lessons from the disney approach to leadership. Bethesda: National Association of School Psychologists. Retrieved from Hansen, M. (2009). Collaboration: How leaders avoid traps, create unity, and reap big benefits. Boston, MA: Harvard Business School Publishing. Keast, R., & Mandell, M. (2014). The collaborative push: Moving beyond rhetoric and gaining evidence. Journal of Management & Governance, 18(1), doi: Kelly, K. & Schaefer, A. (2014). Creating a collaborative organizational culture. UNC Executive Development: Kenan- Flagler Business School. Ledlow & Coppola (2014). Leadership for Health Professionals: theory, skills and application. Sudbury: Jones and Bartlett Levy, K. (2010). Disney institute presents program in boise; provides models, examples for success. The Idaho Business Review, Retrieved from New Jersey Hospital Association (2017). Working together to make healthcare better: Partnership for patients-nj, progress report. Schueler, J. (2000). Customer Service Through Leadership: The Disney Way. Training and Development,54(10), p Taylor, C. & Wheatly- Lovoy, C. (1998). Leadership: Lessons from the Magic Kingdom, Training and Development, 52(7), Tonn, R. (2010). Disney institute approach to business excellence: Create corporate culture to be successful. The Colorado Springs Business Journal (Pre- June 2, 2012), Retrieved from