KEEPING IT REALAuthentic Approaches to InterprofessionalCollaboration

Camille Catlett

FPG Child Development Institute

University of North Carolina

(919) 966-6635

camille.catlett@unc.edu

•AUTHENTIC APPROACHES▪rethinking what we mean by evidence-based practice and decision-making

▪new models for leadership

What does evidence-

based practice

(EBP) mean?

A decision-making process that

integrates the best available research evidence with family & professional wisdom & values

Buysse & Wesley, 2006; Buysse, Wesley, Snyder, & Winton, 2006

identifying specific research-based practices that have been validated through a rigorous review processOdom, Brantlinger, Gersten, Horner, Thompson, & Harris, 2005

Step 1 Dilemma

Step 2 Question

Step 3 Evidence

Step 4 Decision

Step 5 Evaluation

Research-based practices

Evidence-based ApproachTo Professional Development

Process for Making Evidence-Based Practice Decisions

5-step Learning Cycle

STEP 1: DILEMMALUKE’S STORY

Family’s Perspective (Christine)

Step 1: Dilemma

Step 2:Question

Step 3:Evidence

Step 4: Decision-Making

Step 5:Evaluation> > > >

Teacher’s Perspective (Jackie)

TURN THE DILEMMA INTO AN ANSWERABLE QUESTION

Step 1: Dilemma

Step 2: RefQuestion

Step 3:Evidence

Step 4: Decision-Making

Step 5:Evaluation> > > >

STEP 3: EVIDENCE Definition of practice &

examples of teaching strategies

Best available research Related policies Related consensus statements

Families’ perspectivesStep 1: Dilemma

Step 2: Question

Step 3:Evidence

Step 4: Decision-Making

Step 5:Evaluation> > > >

STEP 4: DECISION-MAKING

Step 1: Dilemma

Step 2: Question

Step 3:Evidence

Step 4: Decision-Making

Step 5:Evaluation> > > >

Summarize the general sources of knowledge from Step 3

Integrate sources of knowledge Describe how to implement the

decision 

Unique Practice ContextUnique Family ContextNature of evidence

EVIDENCE-BASED PRACTICE DECISION-MAKING TOOL

Sources of Knowledge

Child / Family Response

Recommendation

Best Available Research Research Synthesis

Laws/Policies/StandardsPolicy AdvisoryJoint Position Statement on Early Childhood Inclusion

Experience-based KnowledgeParents Speak Out

STEPS 5: EVALUATION

Step 1: Dilemma

Step 2: Reflection

Step 3:Content

Step 4: Decision-Making

Step 5:Evaluation> > > >

What information would you gather to evaluate whether the practice was implemented as designed?

What information would you gather to evaluate the results of the intervention?

How will that information be used to make adjustments and identify next steps?

TYPES OF LEADERSHIP

Situational Leadership Transformational Leadership

Servant Leadership Directive Leadership

SITUATIONAL LEADERS

Able to lead based on time, place and/or circumstance

Strong ability to influence and inspire others

TRANSFORMATIONAL LEADERS

Influence and inspire others

Create change and inspire a vision

Work effectively with complexity, ambiguity and uncertainty

SERVANT LEADERS Focus on the needs and goals of others

Determine what actions and behaviors are most likely to benefit those being served

DIRECTIVE LEADERS Monitor, guide, coach, direct and

evaluate the work of others

Influenced by values and beliefs about how people (children and adults) grow, change and develop

Often needed when an individual or group is performing a new task

. . . the words “leading from the middle” and you’ll get over 37 million results.

A NEW VISION OF LEADERSHIP

Watch the video clip from Sister Act.

Look for ways in which Sister Mary Clarence influences up, down, and sideways.

LEADING FROM THE MIDDLE A new way of thinking about

collaborative leadership Leading as a peer, not a superior Requires persuasion, technical competence,

relationship skills, and political smarts to get and keep the coalition together and produce the desired goal.”

Influencing others to accomplish things that none of them could accomplish – at all or as well - individually.

“As a leader you can’t possibly know enough, or be in enough places, to understand everything happening inside – and more importantly outside – your organization. But you can actively collect information that suggests new approaches. You can create a network of listening posts. Partnerships and alliances not only help you accomplish particular tasks; they also provide knowledge about things happening in the world that you wouldn’t see otherwise.”

–Rosabeth Moss Kanter, Leader to Leader Institute

THREE UNDERSTANDINGS THAT ARE INTEGRAL TO LEADING FROM THE MIDDLE

Leadership is relationship

Leadership is everyone’s business

Leadership development is self-development

 (Modified from Kouzes & Posner, 2003, p. 47)

UNDERSTANDING 1: LEADERSHIP IS RELATIONSHIP

It’s not about position or fame or fortune. It’s about working and learning with people whose

experience, education, gender, and professional affiliation all differ.

Effective leaders can touch each and every life through relationships. By enhancing interprofessional colleague-colleague, practitioner-family relationships will be enhanced. These relationships, in turn, strengthen parent-child relationships.

TRY THIS…

Write down the names of the following:

The 2008 and 2009 Time magazine Persons of the Year

Five Nobel or Pulitzer Prize winners The 2008 and 2009 Best Picture, Best

Actor or Best Actress Academy Award winners

(Modified from Kouzes & Posner, 2003)

Early Intervention Leadership AcademyMSDE/CTE

NOW TRY THIS…

Now write down the following: a teacher or coach who encouraged you

in school friends who helped you through a

difficult time a person who has taught you something

worthwhile

(Modified from Kouzes & Posner, 2003)

The people who make a difference in our lives – who provide daily leadership from the middle – are not the ones with the most credentials, the most fame, the loftiest titles, or the most awards.

UNDERSTANDING 2: LEADERSHIP IS EVERYONE’S BUSINESS

Leadership is collaborative.

You don’t have to be in a position of power or prestige to be an effective leader or change agent. Anyone can make a difference.

CONNECTED LEADERSHIP PROJECT at theCENTER FOR CREATIVE LEADERSHIP

Leadership includes the links between individuals and the systems and cultures in which they work, enacting leadership together.

Leadership practices include greater collaboration, engagement across boundaries, dialogue and learning, embracing differences, and the direct involvement of people at all levels in leadership work.

COLLABORATION

TOGETHER, WE REALLY ARE BETTER

Research underscores that “cooperative learning promotes higher individual achievement than do competitive approaches or individualistic ones.”

(Johnson, Johnson, & Smith, 1998, p. 31)

UNDERSTANDING 3: LEADERSHIP DEVELOPMENT IS SELF-DEVELOPMENT

A leader’s primary instrument is him or herself.

To develop others, we have to develop ourselves.

WHERE TO START?

Get clear about your leadership philosophy

Get clear about who else and what else need to be part of your interprofessional approach (e.g., evidence-based practice and decision making)

Build your communication repertoire

YOUR LEADERSHIP PHILOSOPHY What is your concept of effective leadership?

Which experiences and people have shaped you as a leader?

What are your skills and strengths as a leader?

What are the areas in which you’d like to develop to be a more effective leader?

What’s your plan for developing those areas?

EFFECTIVE COMMUNICATION Communication is a full-body, multi-sensory,

360° process.

The Chinese pictograph for communication includes the symbols for heart, ears, eyes and hands.

HOW DO YOU CREATE A COMMUNICATION CLIMATE THAT INVITES PARTICIPATION?

One way is to establish ground rules for our conversations. Here are some that Margaret Wheatley suggests in Turning to One Another.

We acknowledge one another as equals We try to stay curious about each other We recognize that we need each other’s help to become

better We slow down so we have time to think and reflect We remember that conversation is the natural way

humans think together We expect it to be messy at times

LEAD FROM THE MIDDLE BY HONINGTHE TOOLS OF INFLUENCE

• Demonstrate• Ask• Share• Clarify• Challenge

QUALITIES OF INDIVIDUALS WHO LEAD EFFECTIVELY FROM THE MIDDLE

Informed Compassionate Courageous Passionate

REMEMBER . . . A leader is anyone who engages in the work of leadership.

Everyone has the potential and right to be a leader.

Leadership is a shared endeavor. (Lambert, 1998)