Leadership Skills for Team Development...Collaborative Healthcare Leadership: A Six-Part Model For Adapting And Thriving During A Time Of Transformative Change (2016) H.W. Browing,

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

http://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


2. Resource Stewardship

Individual ownership and accountability for decisions

Accountably Transparency Integrity Appreciation Combine/integrate compassion care needs with the business strategy



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



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



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.



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


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)

http://www.searchinstitue.org/

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”

Documents

Leadership Skills for Team Development...Collaborative Healthcare Leadership: A Six-Part Model For Adapting And Thriving During A Time Of Transformative Change (2016) H.W. Browing,