Relational Coordination, Relational Leadership and the Transformation of Nursing. Tuesday, April 10 th, 2012

Transcription

1 Relational Coordination, Relational Leadership and the Transformation of Nursing Tuesday, April 10 th,

2 Adobe Connect Reminders WELCOME! PLEASE MUTE YOUR COMPUTER Under System Preferences, click Sound. Under Output tab check Mute From the button, choose settings then control panel. Click on sounds & multimedia. From the audio tab, click volume, then click the icon to mute all Please mute your phone by dialing *6* on your telephone s dial pad 2

3 Adobe Connect Platform Orientation Type questions to presenters into the Q&A pod: For live tech support, send a private chat to RCRC Tech OR Type questions to presenters here info@relationalcoordination.org 3

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5 Relational Coordination, Relational Leadership and the Transformation of Nursing Tuesday, April 10,

6 Significance of Relational Coordination in Nursing Now Ineffective team communication is the root cause for nearly 75 percent of all medical errors ( Communication among healthcare team members influences the quality of working relationships, job satisfaction and profound impacts patient safety ( When communication about tasks and responsibilities are done well, research evidence has shown significant reduction in nurse turnover 20 and improved job satisfaction because it facilitates a culture of mutual support (Lein, C., et.al., 2007) Larson and Yao (2005) found a direct relationship between clinicians level of satisfaction and their ability to build rapport and express care and warmth with patients Transitions in care and care coordination require excellence in the accuracy, frequency, and timeliness of communication among team members 4/10/2012 6

7 Jody Hoffer Gittell Concept Example Relationships shape the communication through which coordination occurs Shared goals Shared knowledge Mutual respect Relational coordination: A mutually reinforcing process of communicating and relating for the purpose of task integration Gittell, 2002 Frequent communication Timely communication Accurate communication Problem-solving communication

8 Can we measure the coordination? RC dimensions 1. Frequent communication 2. Timely communication 3. Accurate communication Survey questions How frequently do people in each of these groups communicate with you about [focal work process]? How timely is their communication with you about [focal work process]? How accurate is their communication with you about [focal work process]? 4. Problem solving communication When there is a problem in [focal work process], do people in these groups blame others or work with you to try to solve the problem? 5. Shared goals How much do people in these groups share your goals for [focal work process]? 6. Shared knowledge How much do people in these groups know about the work you do with [focal work process]? 7. Mutual respect How much do people in these groups respect the work you do with [focal work process]?

9 Relational Coordination: 12 Key Practices 1. Select for teamwork 2. Measure team performance 3. Reward team performance 4. Resolve conflicts proactively 5. Invest in frontline leadership 6. Design jobs for focus 7. Make job boundaries flexible 8. Create boundary spanners 9. Connect through pathways 10. Broaden participation in patient rounds 11. Develop shared information systems 12. Partner with suppliers

10 Today s Agenda 1. Explore inter-professional challenges with RC within an ambulatory surgery setting. 2. Describe the link between evidence-based key practices and RC within a specialty hospital. 3. Examine a multi-hospital approach to implementing and sustaining key practices influencing RC and strategic outcomes. 4. Discuss findings from a HRSA-funded project intended to transform the quality of care and nursing practice that integrate RC concepts and measurement.

11 Nursing Leadership Panel Panelists Linda Everett, PhD, RN, CNAA, NEA-BC, FAAN, Executive Vice President and Chief Nurse Executive, Indiana University Health Patricia Reid Ponte, RN, DNSc, FAAN, Senior Vice President, Nursing and Patient Care Services, Dana-Farber Cancer Institute Donna Seiffert, RN, BSN, CPSN, Nurse Manager of Plastic Surgery, Dartmouth-Hitchcock Medical Center, Donna Sullivan Havens, PhD, RN, FAAN, Professor, The School of Nursing at the University of North Carolina at Chapel Hill Facilitator Mary Sitterding, RN, CNS, Doctoral Candidate, Executive Director of Nursing Research, Professional Practice and Organizational Improvement, Indiana University Health