Creating Leaders and Opportunities for Clinical Learning MODULE 6 Collaborative Leadership Funded by the Australian Government Office for Learning and Teaching Learning outcomes Explore your organisations readiness for interprofessional educationinterprofessional practice ID: 556132
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Slide1
Interprofessional Education and Practice:
Creating Leaders and Opportunities for Clinical LearningMODULE 6Collaborative Leadership
Funded by the Australian Government Office
for
Learning and TeachingSlide2
Learning outcomes
Explore your organisation’s readiness for interprofessional education/interprofessional practiceUnderstand key approaches to collaborative change leadershipSlide3
Catalysing
c
hange:
c
ollaborative change l
eadership
(ehpic™, 2013)Slide4
IPE/IPP cornerstone of health
h
uman
r
esource
strategy
Advancing Teamwork in Healthcare will require a significant paradigm shift. It will require all stakeholders to be involved, engaged & willing to collaborate for change.
www.healthforceontario.caSlide5
Critical success factors in Ontario
IPC champion
– Assistant Deputy Minister of Health Human Resources – reporting to both Education & Health
Accreditation standards
for
interprofessional
education
Legislative regulatory
c
hanges
across professions – Bill 179
Government funding
provided for
interprofessional
education to support universities & colleges
Innovative partnership
g
rants
between education and practice
a
warded Slide6
US Advisory Committee on Interdisciplinary Community-Based Linkages
Adopt accreditation standards for
interprofessional
education
Conduct evaluations to further assess effectiveness of
interprofessional
education and practice
Implement knowledge-sharing resource to disseminate best practices
Facilitate establishment of reimbursement policies that support
interprofessional
practice
Establish standards for information systems & data elements to facilitate collaboration
Provide
interprofessional
faculty development & curriculum development resources to health professions schoolsSlide7
Is your
o
rganisation
r
eady?
Defining
o
rganisational
c
ulture
“…
shared philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes and norms in organizations.
”
“... is nurtured and shaped gradually over a period of time, reflected in terms of collaboration, trust and learning, and it can shape the behaviours of people in that organization.”
(Zhu & Engels, 2013, p. 2)
Slide8
C
ulture
Culture is embedded in
artifacts
Artifacts
are
tangible
things that demonstrate culture through language used, organisational structures, leadership models, practices etc.
(Martin, 2002; Schein, 1996)Slide9
What would it take to transform your setting to one that supports
interprofessional
education and
interprofessional
practice?
Cultural changeSlide10
IP-COMPASS: Interprofessional Collaborative Organization Map and Preparedness Assessment Tool
A guided self-assessment, quality improvement framework to help understand the types of organisational values, structures, processes, practices & behaviours required to create an environment that is conducive to
interprofessional
education
http://
www.youtube.com/watch?v=dfBJRSw2xeg
https://nexusipe.org/Slide11
The IP-COMPASS Framework
The 4 constructs:
– The organisation is committed to
interprofessional
practice (IPC)
– The organisation is committed to
interprofessional
education
– Structures and supports exist to facilitate
interprofessional
education
– Structures and supports exist to facilitate
interprofessional
practiceSlide12
Construct one: the
o
rganisation
/unit
Commitment to interprofessional collaboration
Examples
1.2 Interprofessional collaboration is part of strategic planning 1.3 Time, people & money are committed to interprofessional collaboration 1.4 Leaders promote
interprofessional collaboration among team members
1.7 The effectiveness of interprofessional
collaboration is measuredSlide13
Example (1.2) Interprofessional collaboration is part of strategic planning in the
organisation
When this attribute is strong…IPC is almost always considered when strategic-level decisions are made that impact (a) how care providers work together and (b) how clients/patients are cared for. These decisions might be at any level (e.g., organisation, program, department or unit). Slide14
Evidence…
IPC is in formal planning documents, for example…
Is IPC in the organisation’s overarching strategic plan and/or ‘scorecards’?
In our clinical setting, this attribute is… Slide15
Using the IP-COMPASS Tool
Apply the IP-COMPASS to your context to reflect upon its readiness for
interprofessional
education and practice
Choose the construct that most stands out to you (if time permits start another)
Facilitators are assigned at each table to assist you. Slide16
Large group
d
ebrief
Describe your experience using IP-COMPASS.
2) What strengths did you identify demonstrating
interprofessional
education and practice? Slide17
Large group
d
ebrief
Now consider how you can lead the use of this tool in your own setting.Slide18
Leading from where you standSlide19
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 .”
The real work of leaders is to help people discover the power of
seeing.
(Wheatley, 2009, p.144)Slide20
Change curveSlide21
Kotter’s
8 steps for transformational
c
hange
1. Establish a sense of urgency
2. Form a powerful
g
uiding
c
oalition
3. Create a vision
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for & create short-term wins
7. Consolidate improvements & produce more change
8. Institutionalise new approaches – embed into organisation’s culture
(
www.kotterinternational.com
)Slide22
Collaborative leadership
Asking questions
Pausing and reflecting
Sensing what is needed
Modelling collaboration
(Adapted
from
Scharmer’s
(1997) Theory U)Slide23
Appreciative leadership
Appreciative Inquiry
Involves the art & practice of asking questions that strengthen a system’s capacity to heighten positive potential
Empowers others to act on a vision
(
Cooperrider
& Whitney, 1999)Slide24
Questions as a strategy
The change has started simply by asking the question
Questions can be used:
- to gain and sustain momentum
- to foster reflection
“
Organizations grow in the direction of what they are repeatedly ask questions about and focus their attention on”
(
Bernard
Mohr, 2001)Slide25
Appreciative
i
nquiry 4-D
c
ycleSlide26
Paired interviews - what would
interprofessional
education and practice look like at its best?
Instructions in your resource file
Partner with the person next to you
Nominate person A and person B
A interviews B using the questions in the interview instruction sheet
B interviews A using the questions in the interview instruction sheet
Come back to your group to share
B
e curiousSlide27
Summary
Paired interviews allow everyone to have a voice
Often generate a lot of energy
New possibilities come to light when you listen to your own & others stories
Sharing stories can establish common ground
Stories can hint at what could be created (co-created)Slide28
Appreciative leadership
5 core strengths of an appreciative leader:
Inquiry
– ask for others to contribute – sends message of valuing them
Illumination
– show their strengths & how they can best contribute
Inclusion
– collaboration, give sense of belonging
Inspiration
– provide with a direction
Integrity
– let people know they’re expected to do their best & that they can trust others to do the same
(Whitney,
Troston
-Bloom & Rader, 2010)Slide29
Systems thinking to understand complex situations
A system is something that maintains its existence and functions through the interaction of its parts
When dealing with a system you never do just one thing – system effects cross boundaries
(
Collopy
, 2009)Slide30
Leaders with multiple
f
rames
A leader who can draw upon multiple frames is a more comprehensive leader than one who relies exclusively upon one for all situations.
(
Bolman
& Deal, 1991) Slide31
Lessons learned
Structural:
Goals & efficiency
- Loss of clarity & stability
+ Realigning, clear direction, accountability, communicating policies & structures
(
Bolman
& Deal, 1991) Slide32
Lessons learned
Human Resource:
Human needs
- Anxiety & uncertainty
+ Facilitation, empowerment & involvement
(
Bolman & Deal, 1991) Slide33
Lessons learned
Political
: Scarce resources
- Conflict and loss of control
+ Networking, negotiating, compromising & building coalitions
(
Bolman
& Deal, 1991) Slide34
Lessons learned
Symbolic:
- Loss of meaning
+ Rituals, stories & ceremonies to celebrate achievements
(
Bolman
& Deal, 1991) Slide35
Using multiple change approachesSlide36
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