9/06 10/07 Offerings: 11/28/06 12/1/06, 4/17/07 4/20/07

Transcription

1 14.14 Submit a report that details leadership development programs that have been offered or have been engaged in on topics such as delegation, the change process, and conflict management during the twelve (12) months prior to documentation submission. The Massachusetts General Hospital (MGH) is a resource-rich environment for leadership and staff to development and enhance their leadership skills. With the ever-changing nature of the healthcare environment, a robust palette of courses regarding key skills in delegation, the change process and conflict management are more important than ever. In addition, communication skills written and verbal are critical to a leader s success and effectiveness. At MGH, leadership development courses are offered by both 1) MGH Human Resources through the MGH Leadership Academy and by MGH Training and Workforce Development and, 2) The MGH Patient Care Services Institute for Patient Care through the Nursing Director Leadership Development Program and the offerings from The Norman Knight Nursing Center for Clinical & Professional Development. Below is a detailed overview of the leadership Development programs offered by these entities to address key skills in delegation, the change process, communication, and conflict management during the timeframe of September 2006 October MGH Leadership Academy The Mission of the MGH Leadership Academy is to establish the standards of competencies for management and leadership at the MGH and provide all supervisors and managers opportunities for continuing education to achieve those standards of competencies. The Human Resources Departments at MGH has defined five areas or pillars that form the framework of the hospital s leadership positions: People Management, Process Management, Financial Management, Communication Management and Leadership. Based on the input from focus groups conducted among managers at all levels of the organization, the Human Resources Leadership Development Steering Committee identified 75 competencies grouped into the above five categories as requisites for success as a leader at the MGH (refer to MGH Leadership Academy Competency Model in attachment a). From September 2006 through October 2007, courses offered by the MGH Leadership Academy that address delegation, the change process, communication, and conflict management include: 141

2 Behavioral Interviewing provides the skills to help a manager assess candidates in a more objective manner. This technique utilizes a structure, goal-oriented process to help effectively screen candidates. 9/06 10/07 Offerings: 12/1/06, 2/6/07, 4/10/07, 6/12/07, 10/23/07, 10/24/07 Coaching Employees to Grow provides information about strategies to support employees to take more initiative and responsibility. 9/06 10/07 Offerings: 10/27/06, 6/21/07 Creative & Strategic Leadership focuses on diverse and proven styles and strategies of leadership, characteristics of successful leadership to maximize the potential for people to strategically influence other workgroups, their employees, and their organization. 9/06 10/07 Offerings: 11/27/06, 12/6/06, 4/25/07, 5/17/07 Effective Communication teaches how to communicate effectively in various situations using different approaches. 9/06 10/07 Offerings: 9/6/06, 10/11/06, 11/10/06, 1/11/07, 3/7/07, 5/10/07, 9/6/07 Leading at the Edge translates the leadership lessons from Earnest Shakleton s experience sailing the Endurance in 1914, to what it takes to be a great leader in today s healthcare environment. 9/06 10/07 Offerings: 9/7/06, 11/14/06, 9/26/07 People Management teaches people management practices that impact organizational effectiveness, to understand how people management systems can support strategy, and to use tools and techniques to improve organizational execution. 9/06 10/07 Offerings: 9/15/06, 11/07/06, 5/2/07 Voice Leader (3-part course) deepens and anchors communication skills to enhance competencies of persuasive and professional public speaking. Video feedback is used as a learning tool. 142

3 9/06 10/07 Offerings: 11/28/06 12/1/06, 4/17/07 4/20/07 Business of Life teaches how to apply the principles of strategic planning to achieve personal and professional goals. 9/06 10/07 Offerings: 9/15/06, 11/07/06, 5/2/07 Process Management teaches managers to see work as a process, to understand how systems can support efficient processes, and to use tools and techniques to improve processes. 9/06 10/07 Offerings: 11/27/06, 12/6/06, 4/25/07, 5/17/07 Personalysis provides insights into how people think, solve problems, interact with others, and cope under stress based on management tools. 9/06 10/07 Offerings: 9/18-19/06, 9/20-21/06, 10/19-20/06, 11/7-8/06, 11/8-9/06, 12/5-6/06, 1/23-24/07, 1/25-26/07, 2/13-14/07, 2/15-16/07, 3/6-7/07, 5/8-9/07, 5/10-11/07, 6/5-6/07, 6/7-8/07, 10/2-3/07, 10/4-5/07 Employment Law reviews federal and state employment laws including the Fair Labor Standards Act and the Small Necessities Leave Act. Other key topics include Civil Rights and anti-discrimination laws, Sexual Harassment, the Americans with Disabilities and the Family Medical Leave Act. 9/06 10/07 Offerings: 10/18/06, 1/10/07, 3/15/07, 4/4/07, 9/24/07 Performance Management helps managers understand the steps in performance management including setting and managing expectations for performance. 9/06 10/07 Offerings: 10/25/06, 11/14/06, 1/17/07, 3/13/07, 4/16/07, 5/15/07, 7/18/07, 9/24/07 Corrective Action reviews the do s and don ts of corrective action in order to improve employee performance and behavior. Discussion includes the importance of documentation, clarity in preparing and presenting corrective action, and consistency in application. 9/06 10/07 Offerings: 11/1/08, 1/31/07, 3/28/07, 4/12/07, 9/19/07, 10/17/07 143

4 Workplace Conflict and Violence reviews causes, prevalence and types of workplace conflict and violence in today s world and provides tools to use in dealing with these issues both proactively and reactively. 9/06 9/07 Offerings: 7/17/07, 10/24/07 MGH Training and Workforce Development MGH Training and Workforce Development facilitates and promotes employee education, training, and career development to attract and retain a highly-skilled, diverse workforce through sustainable collaborations that support the MGH s mission of excellence in patient care, teaching and research. From September 2006 through October 2007, the courses offered by the MGH Training and Workforce Development addressing delegation, the change process, communication, and conflict management include: Communication Skills teaches techniques to increase knowledge and skill to minimize negative impact of difficult behaviors 9/06 10/07 Offerings: 9/14/06, 10/11/06, 11/17/07, 3/16/07, 4/17/07, 5/8/07, 10/04/07 Conflict Communication teaches tools to help manage relationships in the workplace so that conflicts are productive instead of damaging 9/06 10/07 Offerings: 9/26/06, 10/27/06, 11/27/06, 3/30/07, 4/17/07, 5/17/07, 6/6/07, 9/18/07, 10/23/07 Delegation reviews fundamental skills necessary to effectively get work done through others 9/06 10/07 Offerings: 10/18/06, 11/9/06, 5/23/07, 6/13/07, 10/26/07 Interpersonal Effectiveness provides an opportunity to study a model of communication, the barriers to effective communication, and appropriate methods of organizational communication ( , face to face, meetings). 9/06 10/07 Offerings: 10/5/06, 11/10/06, 12/11/06, 4/5/07, 5/7/07, 6/5/07, 10/11/07, 144

5 10/25/07 Presentation Skills provides hands-on workshop emphasizing development content and practicing presentation skills in a group setting. 9/06 10/07 Offerings: 9/15/06, 10/24/06, 12/6/06, 3/20/07, 4/19/07, 5/30/07, 9/26/07, 10/03/07, 10/25/07 Project Management Tactics and Tools provides basic tools to set goals, develop a project statement and outcome measures, set a timeline and develop a plan to ensure the project is a success. 9/06 10/07 Offerings: 10/20/06, 11/20/06, 12/7/06, 3/15/07, 4/10/07, 5/18/07, 9/27/07, 10/10/07 Project Management The Human Factor reviews strategies to manage a project team, communicate and gain buy-in for projects, and negotiate delegation within your team. 9/06 10/07 Offerings: 12/4/06, 12/7/06, 5/24/07, 6/12/07 Running Effective Meetings provides specific methodologies and best practices for conducting time-effective and more productive meetings. 9/06 10/07 Offerings: 10/4/06, 11/14/06, 4/5/07, 5/11/07, 9/26/07 Basics of Time Management provides strategies to create more time for the important things by managing interruptions, planning and scheduling effectively, setting realistic priorities, identifying your incompletes and dealing with time robbers. 9/06 10/07 Offerings: 9/28/06, 2/2/07, 2/7/07, 3/9/07, 4/6/07, 5/25/07, 10/3/07, 10/16/07 Written Communication provides tips for how to sharpen written communication skills, capture thoughts and accomplish results when you write and message, letter, memo, report, or other forms of written communication. 9/06 10/07 Offerings: 10/19/06, 11/30/06, 1/16/07, 3/20/07, 4/19/07, 5/31/07, 10/5/07 145

6 MGH Nursing Director Leadership Academy The MGH Nursing Director Leadership Academy is designed to facilitate Nursing Directors success by clarifying role expectations and providing professional development opportunities to advance their leadership practice at MGH. The following list chronicles the courses offered by the MGH Nursing Director Leadership Academy, from September 2006 through October 2007, that address delegation, the change process, communication, and conflict management from September 2006 through October (Attendance by Nursing Director at MGH Nursing Director Leadership Academy offerings and other internal and external continuing education offerings can be found in attachment 12.2.b). Managing Conflict: Bridging Individual Differences for Improved Performance This course equips participants with the analytical tools and proven strategies to think critically and strategically about conflict, enabling them to navigate diverse interests and move parties to constructive dialogue more quickly. 9/06 10/07 Offerings: 9/26/06 The Practice of Wise Leadership: The Three Lenses - The first Practice of Wise Leadership program, The Three Lenses, focuses on accurately diagnosing challenging leadership situations. The Sufficiency Lens looks at what is required for individuals and organizations to be at their best, as well as what stands in their way. The Patterns of Dysfunctional Behavior Lens provides a roadmap for understanding why well-intended individuals under perform. The third Lens, The Healthy Masculine and Feminine Model, provides an alternative approach to understanding organizational strengths and susceptibilities. Together, these three lenses give leaders the capability to recognize what is normal and achievable in their organization, what underlies chronic problems, and which actions are required to provide the most effective leadership. 9/06 10/07 Offerings: 9/13/06 The Practice of Wise Leadership: Character-Based Communication - The second Practice of Wise Leadership program, Character-based Communication, expands the leader s ability to provide honest, direct and timely communication. This program, customized for leaders in their unique 146

7 settings, builds on the principles from Lenses of Wise Leadership, and emphasize application and integration of the five universal traits of character, especially courage and honesty. Specific tactics and skills are developed that pertain to setting a respectful communication context, delivering honest messages without creating disruption, managing the reactivity of self and others, and hosting different points of view. 9/06 10/07 Offerings: 11/8/06 The Practice of Wise Leadership: Character-Based Collaboration - The third Practice of Wise Leadership program, Character-Based Collaboration, develops the leader s skill in creating effective relationships with colleagues and in teams across departmental lines. The Institute of Medicine, in its report, Keeping Patients Safe, specifically identifies interdisciplinary collaboration as critical to assuring patient safety. Moreover, the ANCC Magnet Recognition Award names Collaboration as one of the standards that represent best practice in professional performance. Yet collaboration is frequently confused with politeness or cooperating without conflict. This program will explore what collaboration really means in practice. Since trust is an essential ingredient of successful relationships, the skills for building trust as well as tactics to rebuild trust are explored in this session. The character traits of respect, compassion and patience are discussed and expanded. Building on the Sufficiency and Disruptive Pattern models from The Three Lenses, this program expands on how to diagnose chronic organizational problems as well as deepens the understanding of the dynamics of power struggles. 9/06 10/07 Offerings: 12/6/07 Strengthening Nurse-Physician Relationships: Cultivating a Collaborative Clinical Network - The nurse-physician relationship is among the most critical in the hospital, affecting the quality of patient care provided, nurses overall perceptions of their work experience, and physician satisfaction and loyalty. While important to minimize the occurrence of abusive or uncooperative behavior, productive nurse-physician relationships are not characterized simply by the lack of dysfunctional interactions, but by true collaboration and teamwork. The task of building more productive, collaborative relations requires improved interpersonal communication skills, the creation of formal opportunities for collaboration, and unwavering commitment from both nursing and physician leadership. Participants in this course learn to 147

8 identify breakdowns in nurse-physician relations, to promote an atmosphere of mutual respect, and to elevate the relationship to one that is truly collaborative. 9/06 10/07 Offerings: 1/11/07 Communication for Influence: Advancing Leadership Objectives - Driving real change is not a solitary action. Long-lasting impact on unit and organizational performance requires not only right solutions and the drive to implement them, but also an ability to harness the energy of others. Nursing Directors can only be as effective as their ability to influence their employees, colleagues, physicians, and administrators to act. This course explores a range of effective influence techniques and provides participants with an understanding of how to select-based on a sophisticated assessment of interpersonal power dynamics and underlying motivations-influence strategies that are most likely to drive behavior change and strengthen relationships, thereby improving the quality of every day interactions and the success of longer-term initiatives. 9/06 10/07 Offerings: 3/1/07 The Practice of Wise Leadership: Coaching and Practice Session This course provides an opportunity for Nursing Directors a) to refresh and deepen their leadership character as well as expand their understanding and application of the principles and practices of Wise Leadership; b) to engage in a facilitated peer coaching process using challenging leadership situations; and c) to expand the integration of wise leadership into Nursing Director practice at MGH. 9/06 10/07 Offerings: 2/22/07, 5/17/07 Effective Teams - Nursing leaders spend a significant amount of time facilitating teams within their units, in addition to being called upon to lead or participate in cross-functional teams. This course provides nursing leaders with information about how to identify when to utilize a team, diagnose dysfunctional teamwork, and selectively apply appropriate correct measures to achieve superior collaboration. 9/06 10/07 Offerings: 9/6/07 Managing Conflict: Bridging Differences for Improved Performance - On a daily basis, nursing leaders and their staff communicate and interact with a diverse array of individuals patients, 148

9 physicians, families, staff outsourced labor, vendors, non-clinical staff, and administrators and the potential for conflict within or among these groups is immense. Left unaddressed, conflict is certain to compromise care quality, efficiency, productivity, and team morale over the longer term. This course equips participants with the analytical tools and proven strategies to think critically and strategically about conflict, enabling them to navigate diverse interests and move parties to constructive dialogue more quickly. 9/06 10/07 Offerings: 9/11/07 MGH Norman Knight Nursing Center for Clinical & Professional Development The Norman Knight Nursing Center for Clinical & Professional Development (Norman Knight Center) collaborates with staff throughout Patient Care Services to promote clinical excellence and professional advancement by offering programs that integrate innovations in clinical practice, research, continuing education, and training into patient care delivery. The Norman Knight Center staff, in partnership with other professional groups and departments, is committed to creating a learning environment in which all clinicians and staff can excel. Professional opportunities are made available to staff in an effort to advance knowledge and promote quality patient care. From September 2006 through October 2007, three specific courses offered by the MGH Knight Nursing Center for Clinical & Professional Development address delegation, the change process, communication, and conflict management. They are: Building Relationships in the Diverse Hospital Community: Understanding Our Patients, Each Other and Ourselves provides a forum for staff to learn about the impact of culture in our lives in interactions with patients, families and co-workers. Additional topics include understanding and defining the importance of culture, the principles of cultural competency, understanding the dynamics of difference; the culture of Western biomedicine, and the appropriate use of language services. 9/06 10/07 Offerings: 9/20/06, 11/29/06, 1/23//07, 3/26/07, 5/14/07, /10/07 Psychological Type & Personal Style: Maximizing Your Effectiveness Participants engage in a journey of self-discovery using the Myers-Briggs Type Indicator (MBTI) to learn about their: psychological type and leadership style; preferred methods of communication; preferred work 149

10 environment; contributions and effectiveness as a team member; problem-solving styles and how to work with opposite types. 9/06 10/07 Offerings: 10/26/06, 1/11/07, 4/18/07, 9/20/07 Workforce Dynamics: Skills for Success: This interactive working with a multigenerational workforce, skilled negotiating, and preparing for and effective engaging in difficult conversations. 9/06 10/07 Offerings: 11/16/06, 2/8/07, 5/17/07, 10/17/07 150

11 Attachment a 151