Cliff Notes Version Todd Jenkins MD Director Division of Womens Reproductive Healthcare UAB Department of Obstetrics amp Gynecology Session Objectives Introduce general principle and importance of accountability in EBL ID: 778554
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Slide1
Principles of Accountability and Conflict Resolution for Leaders“Cliff Notes Version”
Todd Jenkins, MDDirector, Division of Women’s Reproductive Healthcare UAB Department of Obstetrics & Gynecology
Slide2Session ObjectivesIntroduce general principle and importance of accountability in EBL
Emphasize the importance of personal and departmental accountability in evolving an organization toward enhanced performanceReview basic strategies for conflict resolution
Slide3DisclosuresDr. Jenkins has no financial disclosures and no conflicts of interest to report.
Slide4Accountability
https://www.youtube.com/watch?feature=player_detailpage&v=qMol6_TMCdY
Slide5Accountability
Slide6Hierarchical AccountabilityRewards and punishment
Very useful for behaviors that can harm
Slide7AccountabilityHierarchical
Treats employees like childrenThey cannot be trusted to hold themselves accountableExhausting for all partiesAfter the fact…”got ya
” accountability
True accountability is “before the fact”.
Slide8Accountability“You cannot hold people hierarchically accountable for the things that really matter in the healing professions.”
“ You cannot promote caring and compassion, pride and loyalty, enthusiasm, and fellowship by force.”
Slide9Accountability
Change from
heirarchical
to cultural and personal accountability
Change
to a positive view of accountability
Change
people
from “renters” to “owners”
Slide10Partners in Leadership
Slide11AccountabilityExternalizing to Internalizing
Look in the mirror rather than out the windowIf I am part of the problem, then I am part of the solution!
Slide12Accountability
From Blaming Others to Taking AccountabilityCommon Blame Game Strategies
Ignore or deny
Finger pointing
Cover your tail
Its not my job
Tell me what to do
Wait and see
Blaming Others to Taking Accountability
Slide13Accountability
Slide14AccountabilityFrom Doing the Job to Achieving the Result
Slide15AccountabilityFrom Working in Silos to Collaborating
Slide16AccountabilityTelling People
Engaging People
From Telling People to Engaging People
Slide17AccountabilityHow can your Division achieve a culture of accountability that contains owners rather than renters?
It’s S.I.M.P.L.E.
Slide18AccountabilityS = Set Expectations
I = Invite CommitmentM = Measure progressP = Provide feedbackL = Link to ConsequencesE
= Evaluate Effectiveness
Slide19AccountabilityS = Set Expectations
Clearly communicating the teams mission and visionEmphasizing the urgency and the importance of the taskLaying out the standards that will be upheld, end results, and time framesDefine each member’s roles
Slide20AccountabilityI
= Invite CommitmentInvite questions to ensure alignment and understanding of team membersEncourage each individual to commit both to their role and to the teamPut the commitment in writingEncourage team to hold each other accountable
Slide21AccountabilityM = Measure progress
Goals can only be measured when they are quantifiedDetermine goals BEFORE the taskProvides team an idea of how they are doing in meeting their targetsIt’s about OUTCOMES not EFFORT
Slide22AccountabilityP = Provide feedback
Constructive feedback should help the individual or team reach their goalHighlight both the positive things and areas where they can improveTalk about the work and behavior, not the personDo not take the task from the team unless absolutely necessary
Slide23AccountabilityL = Link to consequences
Slide24AccountabilityE = Evaluate effectiveness
Slide25AccountabilityYour Accountability Challenge
Are you a leader who creates owners?Are you a leader who engages the hearts and minds of your employees?
Slide26AccountabilityTable Exercise 1 – “Trouble
with Time”You are the Director of a medium sized Division. You have established that call begins at 5:30pm sharp. It is expected that the oncoming call person will take over call duties before 5:30pm. However, you have 2 Division members who repetitively do not arrive until after 5:30pm due to inability to complete their daytime clinical responsibilities on time. The other members of the Division are very frustrated by this behavior as it often makes them late to pick up their children at daycare or other after work activities. When confronted, the late Division members state that they will not rush/reduce their daytime clinical responsibilities just to get to call on time.
Slide27AccountabilityTable Exercise 2 – “Passing
the Buck”You are the Division Director of a Division that contains a member who is notorious for leaving the difficult delivery or Gyn surgery for the next person on call. The Division member is an excellent physician and is well liked within the group; however, they seem to avoid the difficult cases at all cost. While initially humorous, the rest of your Division is now frustrated and annoyed by always receiving the difficult case that should have been handled hours earlier.
Slide28Accountability Sharing
Solutions: Work as a group to determine the best path to resolve the given situation.Select a representative to present your solution to the scenario to the group. Present your
solution over 2 minutes leaving 1-2 minutes for the room to review.