New Zealand Institute of Health Management

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New Zealand Institute of Health Management Engaging clinicians Professor Jeffrey Braithwaite Director, Center for Clinical Governance Research University of New South Wales 28 March 2007

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1. Is there an issue? Survey address #1: Who has worked in or encountered an office or unit where clinicians are difficult to take part in issues outside of direct patient care? Survey address #2: Who has worked in or encountered a division or unit where clinicians are difficult to take part in issues outside of direct patient care? Survey address #3: Who works in or knows an office or unit like #2 now ?

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1. Is there an issue? So there's somewhat of a test? The electronic sources say so An inquiry of 'connecting with clinicians' yielded Google: 875,000 sites Google researcher: 9,100 articles PubMed: 107 references And NZIHM requesting that I chat on this subject … demonstrating there's an issue

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1. the demonstration of drawing in or the condition of being locked in. 2. an arrangement or course of action: a business engagement. 3. pre-wedding assurance: They reported their engagement. 4. a promise; a commitment or understanding: All his time is by all accounts brought up with social engagements. 5. business, or a period or post of work, esp. in the performing expressions: Her engagement at the dance club will most recent five weeks. 6. an experience, struggle, or fight: We have had two expensive engagements with the adversary this week alone. 7. mechanics. the demonstration or condition of interlocking. 8. engagements, Commerce. budgetary commitments. 2. What is engagement? [Origin: 1515] [Source: Dictionary.com: http://dictionary.reference.com/peruse/Engagement]

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3. Why draw in clinicians? "Each and every individual is able, empowered and urged to work with others to enhance the administration they give" [NHS 2007] "… proficient vitality and engagement [needs] bridled – since one of the key wellsprings of knowledge that any human services association has about the requirements of its patient populace is assembled each day by bleeding edge staff in their connections with both patients and their carers" [NHS 2004]

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4. Attributes of Clinicians are: Driven by expert values Highly gifted Motivated to accomplish greatness Stimulated to accomplish proficient level salaries Relatively independent Self-regard and status-coordinated Tribal

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4. Qualities of clinicians Doctors – individual attributes: IQ, nonconformist Perfectionist Doctors – word related characteristics: Income Mobile then stable Decision-production part Work with hazard, instability

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4. Attributes of clinicians Nurses – individual characteristics: Hands on Caring Nurses – word related qualities: Becoming More versatile than in the past Caring, empathy meets innovation Cognitively aggregate

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4. Qualities of clinicians Allied wellbeing staff – individual attributes: Compassionate Empathetic Allied wellbeing – word related characteristics: Construed in little scale units Loyal more subtle power structures Less certain

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4. Qualities of clinicians [Source: Braithwaite and Westbrook 2005]

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4. Qualities of clinicians Doctors have a tendency to react here or here, definitively AHPs have a tendency to react here Nurses have a tendency to react in a piece here or here [Source: Braithwaite and Westbrook; a few studies]

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Involvement Advocacy Consensus Support Working together Inclusive environment Collaborative Win:win Networking Communicate Provide data Use motivators Negotiate Be open Mutual advantage Funding components 5. Nature of engagement [Source: Braithwaite 2007 - 107 References content investigated from PubMed]

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Don't scare Draw in Meet needs Be clinician-centered Be a specialist audience Build affinity Requires interpersonal fitness Present information Meet clinical needs Engage in discourse Integrate individuals Incorporate Create a focal part Provide incitement Match destinations with undertakings 5. Nature of engagement [Source: Braithwaite 2007 - 107 References content broke down from PubMed]

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Open environment Transparency Create trust Provide input Cope with feedback Lack of time Provide open doors for cooperation Opinion pioneers Talk about the advantages Understand obstructions to investment High open door costs for clinicians Valuing direct clinical work over different exercises 5. Nature of engagement [Source: Braithwaite 2007 - 107 References content investigated from PubMed]

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Doing own thing Disengagement Time, excessively bustling Differing foci – clinical versus authoritative Politics of clinicians versus administration Misunderstanding Fish out of water Benefits not clear or verbalized Strength of confirmation Case for change not made Sub-societies Language 6. Obstructions to engagement [Source: Braithwaite 2007 - 107 References content investigated from PubMed]

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6. Obstructions to engagement [Source: Braithwaite 1999]

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6. Boundaries to engagement Throwing a stone or a fowl? Frameworks or lifeless protest ? y = x 2 – b f = mama [Source: Paul Plsek in view of Richard Dawkins]

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Energy Fun? Outrage Continuous change Lost Denial Start Learning Despair Understanding Clues 6 to 9 months: stop appropriate here! 6. Boundaries to engagement Time [Source: Bunce 2007]

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7. Groups as an answer Teams in the NHS Having great groups ��  compelling patient results (eg, mortality); better emotional well-being for members; expanded levels of inspiration; more advancement; enhanced levels of maintenance and enlistment [Source: Borril et al (2001) who analyzed 406 groups, counseled with 7,000 staff in the NHS]

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7. Groups as an answer Teams in flying and medication Factors in great group execution: supplier qualities (eg, individual characteristics), work environment elements (eg, work association) and gathering impacts (eg, correspondence, connections) Barriers to great group execution include: contrasts amongst specialists and attendants, inability to concede exhaustion or blunder, hesitance of ranking staff to acknowledge input junior staff [Sources: Helmreich's and partners' numerous studies (Thomas et al 2004; Helmreich 2000; Sexton et al 2000)]

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7. Groups as an answer Take record of the enormous five Team authority Mutual execution observing Backup conduct Adaptability/adaptability Team/aggregate introduction [Source: Burke et al 2004]

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7. Groups as an answer But … Research confirmation and hypothesis says you have to consider every one of these components However numerous individuals still find that their specializations are useless and "groups" are as a general rule not groups I.e., individuals aren't locked in

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8. An authority arrangement Can administration offer assistance? Edmonson, Bohmer and Pisano (2001) concentrated on change in 16 heart surgery focuses in the United States Some were more fruitful at embracing another strategy (negligibly intrusive cardiovascular surgery, MICS) than others What were the attributes of effective pioneers? They connected with individuals

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8. An administration arrangement What effective authority looked like Step 1: enrolment Select colleagues Leader's activities Select colleagues Define parts, duties Set edge for learning Communicate Team individuals' activities Listen Enroll Step 2: readiness Off-line rehearse session Leader's activities Reinforce learning outline Lead hone session Create mental security by means of talk Team individuals' activities Participate Observe pioneer Step 3: Trials of another standard Leader's activities Ongoing flagging including: Invite input, recognize needs, and don't dismiss new practices Team individuals' activities Notice signals Try new practices Step 4: reflection Debriefing to gain from trials Leader's activities Review information Initiate discourses Listen Communicate Team individuals' activities Collect, audit information Join in exchanges Outcome New routine gets to be acknowledged practice and built up routine in the organis-ation

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8. An initiative arrangement What fizzled administration looked like Step 1: enrolment Leader's activities Ask individuals to take an interest without saying why Set casing of new 'module' innovation Team individuals' activities Show up for preparing Step 2: readiness Leader's activities Don't appear at practice session - see it as a group movement detached from the specialist's execution of new routine Team individuals' activities Participate by and by sessions without pioneer Note that cooperation is not vital Step 3: trials Leader's activities Ongoing flagging including: Take free enterprise approach,discourage others' info, dismiss new practices Team individuals' activities Notice signals Re-assess new practices Hold back Step 4: reflection Leader's activities Data investigated late in the process for scholastic distributed or departmental necessities, or not in any way Team individuals' activities Little or no reflection Outcome New routine neglects to grab hold in the organis-ation

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9. Culture change arrangement Culture: sets of convictions, thoughts, practices and practices "The way we get things done around here" Our: perspective, presumptions, underestimated, viewpoint, standards, values

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9. Culture change arrangement "The 800 pound gorilla that impedes execution and smothers change is culture" Pascale et al, 1997 Significant hierarchical disappointments [and those in other systems] are socially decided Think about: Enron; The Titanic; Bristol Royal Infirmary; NASA; 1929 securities exchange crash

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Above the waterline lie the perceptible work environment practices, practices and talk: this is 'the way we get things done round here'. Figure 1: the ice sheet model of culture Below the waterline lie the hidden convictions, demeanors, qualities, theories and underestimated parts of work environment life: 'why we do the things we do round here'. 9. Culture change arrangement [Source: Braithwaite 1999]

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10. What to do to draw in Stress the estimation of colla

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