TEAMWORK AND VITALITY
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1 TEAMWORK AND VITALITY Debra Pendergast Catherine West Objectives Utilize Healthcare Team Vitality Instrument as diagnostic tool for targeting changes for improvement Describe high leverage changes to promote staff vitality Demonstrate effective strategies to optimize teamwork and communications
2 TCAB Themes and High Leverage Changes.the what of TCAB Safe and Reliable Care Vitality and Teamwork Transformational Leadership Patient-Centered Care Value-added Care Processes TCAB Design Target I work within a joyful and supportive environment that nurtures professional formation and career development with effective care teams continually striving for excellence.
3 Vitality Defined 1 a: the peculiarity distinguishing the living from the nonliving b: capacity to live and develop; also: Physical or mental vigor especially when highly developed 2 a: power of enduring b: lively and animated character -Merriam-Webster Online Dictionary Vitality and Teamwork Within a joyful and supportive environment that nurtures professional formation and career development; effective care teams continually strive for excellence. High Leverage Changes: Building capabilities of front-line staff in innovation and process improvement Develop Clinical Leaders to lead transformation Optimize communications and teamwork among clinicians and staff
4 Measuring Vitality Possible Measures: Voluntary Turnover Rates AHRQ Culture of Safety Survey can be useful Healthcare Team Vitality Instrument (required 3 times) Consider: Some hospitals also track vacancy rates, but these are more prone to variation in interpretation depending upon economic climate HTVI as a Diagnostic Tool Health Care Team Vitality Instrument (HTVI) 4 Dimensions: Support structures Engagement and empowerment Patient care handoffs Team communication
5 9 Team TCAB Vitality: Survey Results If I have an idea about how to make things better on this unit, the manager and other staff are willing to try it.
6 Analyze Your Results Work in your teams Analyze your data: For which questions do you have mostly top box results (strongly agree 5 s)? For which questions do you the most room for improvement (disagree + strongly disagree - 1 s and 2 s)? HTVI Dimensions and Questions Dimensions Support Structures Engagement and Empowerment Patient Care Handoffs Team Communication Questions 1. I have easy access to the supplies and equipment I need to do my work on this unit. 2. The support services to this unit respond in a timely way. 10. Essential patient care equipment is in good working condition on this unit. 8. If I have an idea about how to make things better on this unit, the manager and other staff are willing to try it. 4. My ideas really seem to count on this unit. 6. Care team members on this unit feel free to question the decisions or actions of those with more authority. 7. Important patient care information is exchanged during shift changes. 9. Care professionals communicate complete patient information during hand-offs. 3. I can discuss challenging issues with care team members on this unit. 5. I speak up if I have a patient safety concern.
7 What are we trying to accomplish? Setting AIMs By when? What? For whom? How much? Examples of Vitality Aims 80% of staff will select one of the top 2 boxes in each of the questions from the vitality survey by January 2012 We will improve team communication on 2BC. 95% of staff will answer a 4 or a 5 on HTVI question #3 I can discuss challenging issues with care team members on this unit by January We will improve workforce vitality on 2BC so that voluntary turnover is reduced to below 4% per year by June 2012.
8 Support Structures Do the team members feel supported in getting the job done? 1. I have easy access to the supplies and equipment I need to do my work on this unit. 2. The support services to this unit respond in a timely way. 10. Essential patient care equipment is in good working condition on this unit. Support Structures Equipment Parking Lot Supplies at the Bedside
9 Engagement and Empowerment Does the team believe they can provide optimal patient care? 8. If I have an idea about how to make things better on this unit, the manager and other staff are willing to try it. 4. My ideas really seem to count on this unit. 6. Care team members on this unit feel free to question the decisions or actions of those with more authority. What is engagement? An "engaged employee" is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organization s interests. - Wikipedia the free encyclopedia What does staff engagement means to you and why is that so important?
10 Engagement and Empowerment Patient Care Handoffs Do the team members feel they work well together? 7. Important patient care information is exchanged during shift changes. 9. Care professionals communicate complete patient information during hand-offs.
11 Bedside Report Patient Care Handoffs Team Communication Do team members feel empowered to contribute and transform? 3. I can discuss challenging issues with care team members on this unit. 5. I speak up if I have a patient safety concern.
12 Team Communication Multidisciplinary Rounds Red, Yellow and Green Status Board HTVI Dimensions and Questions Dimensions Support Structures Questions 1. I have easy access to the supplies and equipment I need to do my work on this unit. 2. The support services to this unit respond in a timely way. 10. Essential patient care equipment is in good working condition on this unit. Engagement and Empowerment Patient Care Handoffs Team Communication 8. If I have an idea about how to make things better on this unit, the manager and other staff are willing to try it. 4. My ideas really seem to count on this unit. 6. Care team members on this unit feel free to question the decisions or actions of those with more authority. 7. Important patient care information is exchanged during shift changes. 9. Care professionals communicate complete patient information during hand-offs. 3. I can discuss challenging issues with care team members on this unit. 5. I speak up if I have a patient safety concern.
13 Effective TCAB Teams Membership Key to have at least one physician, one nurse on team who have a good working relationship These members are well-respected quality champions who will help work with colleagues Patient & family member to keep the focus of the improvement from patient perspective Staff who are actually doing the work Effective TCAB Teams Include a Technical Expert Someone with background in performance improvement Someone who knows the work A person who can develop tools, measurements, tests, display data, interpret data
14 How to Select Members Possibility thinkers Experts in the processes Users (Patients/ Families) of the process Someone from a different department to ask why? New staff members who can ask why not? Others? Team Communication Think about where teamwork happens in your department. Think about where you saw teamwork happening in other places and industries. Was it in a meeting? Was it a basketball team? Was it in your community?
15 Exercise Pair up discuss experience with optimally functioning team (any kind of team sports, work, committee, etc.) What were the unique characteristics of this team? Describe the relationships between team members. What do you think made this team different from most? -Video-
16 Creating Trust Key Changes: Optimizing Teamwork and Communication 1. Promote assertive, effective communication among multidisciplinary team members 2. Encourage staff to communicate effectively during difficult or crucial conversations 3. Enhance multidisciplinary and unit-based teamwork 4. Improve handoffs and transitions
17 Advocacy and Assertion Tools Promote inter-professional collaboration Two Challenge Rule CUS I am concerned I am uncomfortable This is a safety issue SBAR TeamSTEPPS TM Two Challenge Rule It is your responsibility to assertively voice your concern at least two times to ensure it has been heard Any member of the team is empowered to stop the line if he or she senses or discovers a safety breach
18 Conflict Resolution Tools Difficult or Crucial Conversations Simulations and role play for learning Integrate core competency demonstrations Everyone likes to feel their opinions matter Create respect among team members S-B-A-R Situational Briefing Model Situation the punch line in 5-10 seconds Background the context, objective data, how did we get here Assessment what is the problem? Recommendation what do we need to do?
19 -SBAR video- SBAR - a tool to communicate a situation requiring immediate attention, a decision, or action. Clear and Complete Communication Diagnosis Recent changes Anticipated changes What to watch for Situation Background Assessment Recommendation Seton Family of Hospitals DRAW is a tool to communicate hand-off information
20 Team Recognition Action Planning Team Survey Action Planning Tool Work in team Review the change ideas Decide what change you want to test
21 TeamSTEPPS Agency for Healthcare Research and Quality The DISC Model References Nolan, T. Execution of Strategic Improvement Initiatives to Produce System-Level Results. IHI Innovation Series white paper. Cambridge, Massachusetts: Institute for Healthcare Improvement; (Available on Lee B, Peck C, Rutherford P, Shannon D. Transforming Care at the Bedside How-to Guide: Developing Front-Line Managers to Lead Innovation and Improvement. Cambridge, MA: Institute for Healthcare Improvement; Available at: Upenieks VV, Lee EA, Flanagan ME, Doebbeling BN. Healthcare Team Vitality Instrument (HTVI): developing a tool assessing healthcare team functioning. J Adv Nurs Jan;66(1): Epub 2009 Nov 24. Appreciative Inquiry Commons - a worldwide portal devoted to the fullest sharing of academic resources and practical tools on Appreciative Inquiry and the rapidly growing discipline of positive change.
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