supporting healthcare workers – promoting new promising ... · dr. dan bilsker, vancouver psych...
TRANSCRIPT
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@NHLC2018 #NHLC2018
Supporting healthcare workers – promoting new promising practices in psychological health and safety
Presenters: Ed Mantler, Mental Health Commission of Canada Dr. Graham Dickson, LEADS Canada Dr. Merv Gilbert / Dr. Dan Bilsker, Vancouver Psych Safety Inc.
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Supporting healthcare workers – promoting new promising practices in psychological health and safety
June 4th, 2018
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Today’s Agenda
1. The Issue
Ed Mantler, Mental Health Commission of Canada
2. LEADS for Change
Dr. Graham Dickson, LEADS Canada
3. Measuring change
Dr. Merv Gilbert, Vancouver Psych Safety Consulting Inc.
Dr. Dan Bilsker, Vancouver Psych Safety Consulting Inc.
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The Issue
Ed Mantler, Mental Health Commission of Canada
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Stigma
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500,000 $51 Billion
Everybody's Business
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National Standard for Psychological
Health and Safety in the Workplace
• Change the culture
• Voluntary
• Non-prescriptive
• Applicable to any
organization
• Measure progress
• Continuous improvement
• It’s a journey…
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By Health, For Health
Collaborative
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#jointhemovement #prenezpartaumouvement
The Declaration is a public commitment from
healthcare organizations to show that they value
the psychological health and safety of their staff
and commit to taking action to improving their work
environments.
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Working Groups
BY HEALTH, FOR HEALTH COLLABORATIVE
TOOLKIT MEASUREMENT
OUTREACH & PROMTTION
SYSTEM TRANSFORMATION
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LEADS for Change
Dr. Graham Dickson, LEADS Canada
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Joint Project:
Leading psychologically
healthy organizations
Using the
LEADS in a Caring
Environment Capabilities
Framework
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With thanks to:
Doug Blackie, BCMOH Josee Dumas and Leslie Brown, Eastern Heath Paula Harrington and Ken Bascom, The Centre for Addiction and Mental Health Christine Devine and Wolf Klassen, Michael Garron Hospital Laura Mullaly and Sandra Coppert, MHCC Bill Tholl, By Health, for Health, Collaborative Karen Baillie, Menno Place Jonathan Mitchell, HealthCareCAN Brenda Lammi, LEADS Canada Steering Committee, By Health, For Health, Collaborative
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The LEADS in a Caring Environment Framework (LEADS) outlines the capabilities required to lead in all sectors and in all levels of the health system.
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The National Standard for
Psychological Health
and Safety in the
Workplace outlines 13 conditions for psychologically healthy workplaces.
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Research says: effective leadership creates healthy work- places
LEADS
The Standard
Psychologically healthy
clinicians and employees
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So, What is the synergy
between the two?
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Philosophy
• Both emphasize caring for others • Both are aspirational frameworks • Both seek to shift cultures in the
workplace
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Differences
• The Standard emphasizes the organization as a unit of analysis for all sectors.
• LEADS targets the individual (or collection of individuals) who choose to lead change in healthcare.
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Content
• The Standard’s 13 workplace conditions map to all the LEADS domains and capabilities, to varying degrees.
• LEADS domains most strongly represented are Engage Others; Develop Coalitions
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Example
12. Psychological
Protection
A work environment where
employees’ psychological
safety is ensured.
Engage Others:
Foster the development of others
Contribute to the creation of
healthy organizations.
Achieve Results:
Set direction
Strategically align decisions with
vision, values and evidence
Take action to implement decisions
Assess and evaluate
Develop coalitions
Mobilize knowledge
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LEADS can also be used to
engage people in creating the
culture change so desired…
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LEADS as a guide to leadership action
• Individuals who practice LEADS are modeling the leadership actions that contribute to psychologically healthy workplaces.
• Psychological health and safety is embedded in
the way people interact with one another on a daily basis (CSA, 2013, p. 1).
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LEADS as a guide to leadership action
Toxic leadership behaviour destroys psychological health…
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LEADS as a guide to leadership action
We cannot assume all formal leaders are themselves mentally healthy…
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LEADS as a change discipline
• LEADS is also a disciplined approach to leading change.
• 7 steps
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Organization
LEADS as a change discipline
Step 1: Create
Vision & Results
Step 2: Assess Current
State
Gap
Step 3: Prepare Leaders
Step 4: Engage Others Step 5:
Focus on Results
Step 6: Engage Stake-
holders
Step 7: Use a
Systems Approach
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Thank you
Questions? Comments?
AND = 3
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Measuring Change
Dr. Dan Bilsker, Vancouver Psych Safety Inc.
Dr. Merv Gilbert, Vancouver Psych Safety Inc.
“You can observe a lot just by
watching”
Berra, Yogi (1960)
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“Healthcare organizations, like non-health organizations, have limited access to indicators
specifically reflective of psychological health and safety issues”
Implementing the National Standard in the Canadian
Health Sector
A Cross-case Analysis (2016)
Commissioned by HealthcareCAN and the Mental Health
Commission of Canada
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MHCC and HealthcareCAN needed
change measurement tools
Change Measurement.
Tools
Consistent with the Standard
Tailored to healthcare
Sensitive to change
Reliable and Valid
Universal
Evidence-based
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The Staff Perspective: Psychosocial Survey for Healthcare (PSH)
Adapted from GM@W, lit review and consultation
Covers 13 Standard Factors
and 3 areas of concern
Focuses on Organizational
Action to mitigate risks (Hazards)
Two additional healthcare-
specific factors
Brief, customized language, can be
segmented Reliable & Valid
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The 13 Psychosocial Factors
Psychological
Support
Organizational
Culture
Clear
Leadership &
Expectations
Civility & Respect
Psychological Job
Fit
Growth &
Development
Recognition & Reward
Involvement & Influence
Workload Management Engagement
Balance
Psychological
Protection
Supportive
Physical
Environment
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Two new factors
PF14. Protection From Moral Distress: staff feel
supported in doing their work in a manner consistent
with their personal and professional values.
PF15. Support for Psychological Self-Care: staff
are actively supported in caring for their own
psychological health and safety.
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The Organizational Perspective: Organizational Review for Healthcare (ORH)
Organizational Self-Assessment
Recommendations
Organizational ratings on 15
PFs
Identification of key indicators
Identification of key actions
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Implementation pilot by four
healthcare settings differing in:
Type of organization
Size of organization
Administration
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37%
28%
41%
33%
49%
47%
16%
34%
22%
26%
26%
46%
43%
11%
28%
41%
36%
27%
35%
31%
32%
35%
31%
45%
55%
35%
51%
32%
46%
53%
40%
47%
27%
45%
24%
36%
19%
17%
53%
21%
23%
39%
23%
22%
11%
36%
32%
11%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
PF1: Psychological Support
PF2: Organizational Culture
PF3: Clear Leadership & Expectations
PF4: Civility & Respect
PF5: Psychological Job Fit
PF6: Growth & Development
PF7: Recognition & Reward
PF8: Involvement & Influence
PF9: Workload Management
PF10: Engagement
PF11: Balance
PF12: Psychological Protection
PF13: Protection of Physical Safety
PF14: Protection from Moral Distress
PF15: Support for Psychological Self-Care
PRI: Psychological Risk Index
ALL - Psychosocial Factors
Low Medium High
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8.3%
18.4%
3.6%
8.7%10.1%
3.5%
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
S2Q1. In my workplace, I amexperiencing discrimination because of
my cultural/ethnic background,disability, sexual orientation, gender
or age.
S2Q2. In my workplace, I am beingbullied or harassed, either verbally,
physically or sexually.
S2Q3. In my workplace, I am beingtreated unfairly because I have a
mental illness.
Items Related to Inappropriate Behaviour
MHCC 2018 - ALL Ipsos
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Barriers to implementation
Inconsistent Leadership
Competing priorities
Lack of employee awareness
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Facilitators of implementation
Transformational Leadership
Clear communication
Embed PH&S in organizational culture
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Next Steps
Finalize tools
Create user guide
Make tools available
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Thank you
“If you don’t know where you are going, you’ll end up somewhere else.”
Berra, Yogi (1962)
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Questions?
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Thank you!