Conversations that Matter:

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Gerard Pitts
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1 Conversations that Matter: Dialogues for Leading in Public Health Kathy GermAnn, Health/Health Systems Researcher, Writer & Consultant & Adjunct Assistant Professor, University of Alberta Gail MacKean, Health Systems Planning, Research & Evaluation Consultant Mary Jane Yates, Academic Advisor and Adjunct Associate Professor, University of Alberta

University of Alberta Gail MacKean, Health Systems Planning, Research & Evaluation

2 Core Values of Public Health All public health professionals share a core set of attitudes and values Reference: Core Competencies for Public Health in Canada, Release 1.0 (2008), pg

3 Leadership A public health practitioner is able to... Reference: Core Competencies for Public Health in Canada, Release 1.0 (2008), pg Describe the mission and priorities of the public health organization where one works, and apply them in practice. Contribute to developing key values and a shared vision in planning and implementing public health programs and policies in the community. 3 Utilize public health ethics to manage self, others, information and resources. 4 Contribute to team and organizational learning in order to advance public health goals. 5 Contribute to maintaining organizational performance standards. 6 Demonstrate an ability to build community capacity by sharing knowledge, tools, expertise and experience. 3

Contribute to developing key values and a shared vision in planning and implementing public health programs and policies in the community.

4 Core values & Reflexive practice "You must know what you care about. Why? Because you can only be authentic when leading others according to the principles that matter most to you." [Kouzes & Posner, 2002, pg. 52] Reflection with all its components is often an uncomfortable and challenging process, and so can be consciously and unconsciously resisted. Professionals can find it particularly threatening, despite the popularity of the term 'reflective practitioner', as it can unsettle identities, expose insecurities and challenge our very existence." [Ledwith & Springett, 2010, pg. 155] 4

52] Reflection with all its components is often an uncomfortable and challenging process, and so can be consciously and unconsciously resisted.

5 Conversations about what matters If we could agree that for six months we would not ask How?, something in our lives, our institutions and our culture might shift for the better. It would force us to engage in conversations about why we do what we do, as individuals and as institutions. It would create the space for longer discussions about purpose, about what is worth doing. [Block, 2002, pg. 3] 5

It would force us to engage in conversations about why we do what we do, as individuals and as

6 Why circles? The circle... is essentially a gathering of equals, people who set aside external, hierarchical positions that categorize and separate them and sit down in a ring of chairs with a clearly defined intention or purpose each person contributes as a peer to the process of reflection, speaking, consideration and action. [Baldwin & Linnea, 2010, pg. xvi] 6

positions that categorize and separate them and sit down in a ring of chairs with a clearly

7 Catching the Story "Wherever I am, whatever I am doing with a group of people, I am thinking about three levels of story: the individual story, the organizational story, and the species story. These three stories are inseparable." [Toke Moller in Storycatcher, 2005, pg. 185] 7

story, the organizational story, and the species story.

8 A Call to the Callers The most profound strategy for changing a living network comes from biology, although we could learn it directly from a spider. If a system is in trouble, it can be restored to health by connecting it to more of itself The system needs processes to bring it together. Many different processes will work, whatever facilitates self-discovery and creates new relationships simultaneously. The whole system eventually must be involved in doing this work; it can t be done by outside experts or small teams. Quote from M Wheatley, Leadership & the New Science, pg

Many different processes will work, whatever facilitates self-discovery and creates new relationships simultaneously.

9 For further information, contact: Kathy GermAnn, Health/Health Systems Researcher, Writer & Consultant & Adjunct Assistant Professor, University of Alberta Gail MacKean, Health Systems Planning, Research & Evaluation Consultant Mary Jane Yates, Academic Advisor and Adjunct Associate Professor, University of Alberta 9

ca Gail MacKean, Health Systems Planning, Research & Evaluation Consultant glmackea@ucalgary.

X: Licensed Practical Nurse Leadership Role

X: Licensed Practical Nurse Leadership Role X: Alberta s Competency Profile 241 Priority: One Competency: X-1 Leadership Skills X-1-1 X-1-2 X-1-3 X-1-4 X-1-5 Demonstrate ability to apply critical thinking and clinical judgment to leadership skills