leadership skills for team development...collaborative healthcare leadership: a six-part model for...
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Leadership Skills for Team Development Addressing Needs In Our Complex Systems
Lynne Sinclair, BSc.PT, MA University of Toronto David Pole, PhD, MPH Saint Louis University
The presenters confirm that they have no conflicts of interests to declare.
THE GOAL OF LEADERSHIP
To determine what skills and systems of care are needed to develop … “a collaborative-practice ready health workforce is poised to take on complex or emergent problems and solve them together”
WHO Framework, 2010
WHY ARE WE DOING THIS? To establish and expand a collaboration-ready health professions workforce that supports: Improved individual patient care and outcomes Improved patient population and community health Improved cost-effective care delivery & systems Improved provider & team resilience/well-being
THE FUTURE OF COLLABORATIVE PRACTICE
Teams must be able to cross boundaries of programs, levels, functions within/outside the org. Be able to integrate knowledge throughout the system Anticipate and solve unprecedented challenges All while delivering efficient, high quality, compassionate patient care across the entire continuum
Brewer, et.al. (2016) Journal of Interprofessional Care V30 (4) 408-415
LEADERSHIP: IMPLIED OR EXPLICIT AIHC/IPEC Interprofessional Competency Framework
LEADERSHIP IN IPE AND IPP?
WHY?
WHAT?
HOW?
Simon Sinek Start with the WHY www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action
WHAT DO WE MEAN BY LEADERSHIP?
Margaret Wheatley defines a leader as…
“anyone who sees an issue or opportunity and chooses to do
something about it”
Shift away from traditional hierarchical, individualistic leadership
(e.g. dynamic delegation)
Appreciate the expertise in all professionals and realize when another member is
better equipped to lead the team
Share power and authority based on knowledge or expertise as opposed to role
Team members may have conflicting perceptions of leadership structures and
responsibilities.
A SCOPING REVIEW ON “LEADERSHIP” IPE/IPP
Brewer, M.L., Flavell, H.L., Trede, F., and Smith, M. (2016) A scoping review to understand “leadership” in interprofessional education and practice. JIPC 30(4) 408-15
LEADING WHERE… Away from the Problem or Towards the Goal
Leadership of Problem Solving o Where we are now, and how fix the problem Leadership for the Future State o Where do we want to be? o What do we need in order to get there?
LEADERSHIP AND THE QUADRUPLE AIM
COLLABORATIVE LEADERSHIP How Do We Demonstrate Ourselves?
Change OUR Lens! Question OUR Assumptions! Shared vision within/across the clinical unit, organization, and/or community Leaders (WE) must become the catalyst for shared decision making and collective action
Careau, et.al. (2014) Journal of Healthcare Leadership V6 39-50
APPLIED LEADERSHIP
Demonstrate IPCP Leadership in Specific Areas where Health Care is in Need… 1. Innovation and Quality Improvement (QI) 2. Healthcare Transformation (Systems Change) 3. Collaborative Practice, Effective Team-Based Care 4. Patient Population & Community Health
Careau, et.al. (2014) Journal of Healthcare Leadership V6 39-50
COLLABORATIVE CHANGE LEADERSHIP (CCL)
The PROCESS is as essential as the OUTCOME Appreciative Inquiry Model
Discover what is Dream/Imagine what is possible Design Deliver
Leaders are skilled a changing the questions
Leadership Role: Change The Questions Change Your Questions, Change Your Life (2013) Marilee Adams
Learner Questions Include: What do I want? What are my goals? What works? What can I learn? Want are the facts? What am I assuming? What are my best choices? What actions steps make the best sense? What’s possible?
CONSISTENT QUALITY OUTCOMES
Individual Clinical Skills
Effective Teamwork
Skills
Consistent, Quality Clinical Outcomes
Effective Systems & Processes
Riley, et.al. 2010, Journal of Nursing Management 18, 556-563 Saint Louis University, IPE Model. David Pole, Fred Rottnek, 2014
NEW QUESTIONS FOR DISCUSSION
Why is effective LEADERSHIP in IPE & IPCP important to YOU? For WHAT PURPOSE are we developing leaders in IPE and IPCP?
Leadership In IPE and IPP… It Is Up to ALL of US.
WHY?
WHAT?
HOW?
SIX ADDITIONAL RESOURCES 1. Building Organization Capacity 2. IHI (Institute for Healthcare Improvement) Systems/Culture 3. Attributes Team Leadership 4. Attributes of Developmental Relationships 5. WHO Framework 6. Mitchell et.al. IOM Roundtable: Principles and Values of
Effective Team-Based Care
SIX ESSENTIALS TO BUILD ORGANIZATIONAL CAPACITY Collaborative Healthcare Leadership: A Six-Part Model For Adapting And Thriving During A Time Of Transformative Change (2016) H.W. Browing, D.J. Torain, and T.E. Patterson. Center for Creative Leadership
Attribute Individual Leadership
1. Collaborative Patient Care Teams
IOM/Mitchell, et.al, 2012 Principles and Values of Effective Team-Based Care - Shared Goals - Clear Roles - Mutual Trust - Effective Communication - Measurable Outcomes
Create an environment that supports learning, agility, and adaptation to change
Attribute Individual Leadership
2. Resource Stewardship
Individual ownership and accountability for decisions
Accountably Transparency Integrity Appreciation Combine/integrate compassion care needs with the business strategy
SIX ESSENTIALS TO BUILD ORGANIZATIONAL CAPACITY Collaborative Healthcare Leadership: A Six-Part Model For Adapting And Thriving During A Time Of Transformative Change (2016) H.W. Browing, D.J. Torain, and T.E. Patterson. Center for Creative Leadership
Attribute Individual Leadership
3. Talent Transformation
Develop skills in: - Giving and receiving
effective feedback - Engaging in difficult or
courageous conversations - Coaching for behavior
improvement
Build a culture that values and encourages mutual respect and professional practices as demonstrable behaviors
SIX ESSENTIALS TO BUILD ORGANIZATIONAL CAPACITY Collaborative Healthcare Leadership: A Six-Part Model For Adapting And Thriving During A Time Of Transformative Change (2016) H.W. Browing, D.J. Torain, and T.E. Patterson. Center for Creative Leadership
Attribute Individual Leadership
4. Boundary Spanning
Develop learner mindset - Focus on choices for
positive growth - Link individual behaviors
and contribution to organizational vision and mission
Change the culture of boundaries - Develop a culture that
demonstrates the value of learning about, from and with each other to improve collaboration and outcomes
SIX ESSENTIALS TO BUILD ORGANIZATIONAL CAPACITY Collaborative Healthcare Leadership: A Six-Part Model For Adapting And Thriving During A Time Of Transformative Change (2016) H.W. Browing, D.J. Torain, and T.E. Patterson. Center for Creative Leadership
Attribute Individual Leadership
5. Develop the capacity for complexity, innovation and change
Manage and contribute to various systems that make them more open to the input and ideas of “others”
Focus on moving the systems and populations from the old and established process to the new model of effectiveness.
SIX ESSENTIALS TO BUILD ORGANIZATIONAL CAPACITY Collaborative Healthcare Leadership: A Six-Part Model For Adapting And Thriving During A Time Of Transformative Change (2016) H.W. Browing, D.J. Torain, and T.E. Patterson. Center for Creative Leadership
Attribute Individual Leadership
6. Employee engagement, wellbeing, and resilience
Build a culture where people care as much for themselves and each other as they do for their patients - Take care of yourself - Act with integrity - Be present, listen to learn - Build sustainable
improvement
- Build a culture of safe-risk-taking
- Support innovation - Become a learning
organization - Break boundaries to
accomplish shared goal - Foster collaboration
SIX ESSENTIALS TO BUILD ORGANIZATIONAL CAPACITY Collaborative Healthcare Leadership: A Six-Part Model For Adapting And Thriving During A Time Of Transformative Change (2016) H.W. Browing, D.J. Torain, and T.E. Patterson. Center for Creative Leadership
Framework For Safe, Reliable, and Effective Care
Institute For Healthcare Improvement (IHI) White Paper (2017) Frankel, Haraden, Federico, & Lenoci-Edwards
ATTRIBUTES OF EFFECTIVE TEAM LEADERSHIP
Shared Purpose, Critical Reflection, Innovation, and Collaborative
Sims, et.al. (2014) Journal of Interprofessional Care V29 (3) 209-215
FIVE ATTRIBUTES OF DEVELOPMENTAL RELATIONSHIPS
1. Express Care 2. Challenge Growth 3. Provide Support 4. Share Power 5. Expand Possibilities
Search Institute (www.searchinstitue.org)
“IP Teams should make the health care system stronger” (WHO, 2010)
Adapting WHO Framework For Action World Health Organization (2010) Framework for Action on IP Education and Collaborative Practice
Three Frameworks: 1) Actions to Advance IP Education for Improved Health Outcomes 2) Actions to Advance IP Collaborative Practice for Improved Health Outcomes 3) Actions to Support IPE & IPCP at the Systems Level • Five Suggested Actions
• Participants – Who should be involved • Level of Engagement • Potential Outcomes
“SLU’s model for IPE, IPCP, and HCS based upon the WHO Framework”