7441 Key Course Concepts Mind Map

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7441 Key Course Concepts Mind Map par Mind Map: 7441 Key Course Concepts Mind Map

1. Evidentiary Leadership

1.1. Drivers for Change Issues

1.1.1. Cost

1.1.2. Cost Shifting

1.1.3. Demand Without Accountability

1.1.4. Partial Measurement and Avoidance of Ambiguous Evidence

1.1.5. Using Evidence is Optional

1.2. New Healthcare Valuation Model Strategies

1.2.1. Document the Story

1.2.2. Extend Traditional Tools to Mange and Oversee Complexity

1.2.2.1. Mind Mapping

1.2.2.2. GIS Model

1.2.2.3. Scenario Planning

1.2.3. Quantify the Value of Teamwork

1.2.4. Focus on Engagement of Providers and Patients

1.2.5. Begin Locally with Change

1.2.6. Plan and Budget for Course Correction Work

1.2.7. Create the Business Case for the Healthcare Story and Course Correction

2. Fully Engaged Leader: Emotional Competence

2.1. Nature of Emotional Competence

2.1.1. Related Concepts

2.1.1.1. Emotional Intelligence

2.1.1.2. Character

2.1.1.3. Integrity

2.1.2. Self Knowledge

2.1.3. Openness to New Ideas

2.1.4. Valuing Knowledge

2.1.5. Compasion

2.1.6. Presence

2.1.7. Minduflness

2.1.8. Nonverbal Emotional Competence

2.1.9. Passionate Optimism

2.1.10. Resilience

2.1.11. Passion Through Balance

2.1.12. Impulse Control

2.2. Underpinnings of Emotional Competence

2.2.1. Hollism

2.2.2. Intrinsic Motivation

2.2.3. Emergent Leadership

2.2.4. Dissipative Leadership

2.2.5. Integrated Leadership

2.3. Benefits in Healthcare

2.3.1. Focused Hiring

2.3.2. Improved Succession Planning

2.3.3. Higher Productivity

2.3.4. Coaching Upward

2.4. Team Leadership assessment

2.4.1. Skills accessed

2.4.1.1. Self Confidence

2.4.1.2. Positive Attitude and Outlook

2.4.1.3. Emotional Intelligence

2.4.1.4. Providing a Compelling vision of the future

2.4.1.5. Motivating People to Deliver the vision

2.4.1.6. Being a Good Role Model

2.4.1.7. Managing Performance Effectively

2.4.1.8. Providing Support and Stimulation

2.4.2. Personal Assessments

2.4.2.1. Sam

2.4.2.1.1. Score: 73

2.4.2.1.2. Strength

2.4.2.1.3. Challenge item

2.4.2.2. Sharon

2.4.2.2.1. Score: 78

2.4.2.2.2. Strengths

2.4.2.2.3. Managing Performance Effectively

2.4.2.3. Jen

2.4.2.3.1. Score: 81

2.4.2.3.2. Strength

2.4.2.3.3. Improvement Opportunity

2.4.2.4. Erin

2.4.2.4.1. Score: 73

2.4.2.4.2. Strengths

2.4.2.4.3. Improvement Opportunity

3. Novation Continuum

3.1. Renovation

3.1.1. Needs improvement

3.1.1.1. Process/quality improvement

3.1.1.2. "a face lift"

3.1.2. Updating what is already there

3.2. Innovation

3.2.1. Enhance

3.2.2. Advance

3.2.3. Create

3.2.4. New idea or concept

3.2.5. Improves/Makes easier

3.3. Exnovation

3.3.1. Removing older technology/practices to make way for new development

3.3.1.1. "If it isn't broke, don't fix it"

3.3.2. Outdated

3.3.2.1. Doesn't work

3.3.2.2. Doesn't add value

3.3.2.3. Needs to be removed/stopped

3.3.3. Existing care is not effective

3.3.4. Benefits of existing care does not justify the costs of adverse effects

4. Humble Inquiry

4.1. 3 Types of Humility

4.1.1. Basic Humility

4.1.2. Optional Humility

4.1.3. Here and Now Humility

4.2. Johari Window [4 Parts of Self]

4.2.1. Concealed Self

4.2.2. Open Self

4.2.3. Unknown Self

4.2.4. Blind Self

4.3. The ORJI Cycle

4.3.1. Observation

4.3.2. Reaction

4.3.3. Judgement

4.3.4. Intervention

5. Emotional Intelligence

5.1. Four Skills of Emotional Intelligence Personal EQ Scores; Sam: 66 Jen: 77 Erin: 85 Sharon: 84

5.1.1. Personal Competence

5.1.1.1. Strengths: Jen, Sharon, Sam Skill to Improve on: Erin

5.1.1.1.1. Quit Treating Your Feelings as Good or Bad- Erin

5.1.1.1.2. Observe the Ripple Effect from your Emotions

5.1.1.1.3. Lean into Discomfort

5.1.1.1.4. Feel Your Emotions Physically

5.1.1.1.5. Know Who and What Pushes Your Buttons

5.1.1.1.6. Watch Yourself like a Hawk

5.1.1.1.7. Keep a Journal about Your Emotions

5.1.1.1.8. Don't be Fooled by a Bad Mood

5.1.1.1.9. Don't Be Fooled by a Good Mood, Either

5.1.1.1.10. Stop and Ask Yourself Why You Do the Things You Do

5.1.1.1.11. Visit your Values- Erin

5.1.1.1.12. Check Yourself

5.1.1.1.13. Spot Your Emotions in Books, Movies, and Music

5.1.1.1.14. Seek Feedback- Erin

5.1.1.1.15. Get to Know Yourself Under Stress

5.1.1.2. Strenghts: Sam, Erin, Jen Skill to Improve: Sharon

5.1.1.2.1. Breathe Right-Sharon

5.1.1.2.2. Create an Emotion vs. Reason List

5.1.1.2.3. Make Your Goals Public

5.1.1.2.4. Count to Ten

5.1.1.2.5. Sleep on It

5.1.1.2.6. Talk to a Skilled Self Manager

5.1.1.2.7. Smile and Laugh More

5.1.1.2.8. Set Aside Some time in Your Day for Problem Solving-Sharon

5.1.1.2.9. Take Control of Your Self-Talk

5.1.1.2.10. Visualize Yourself Succeeding

5.1.1.2.11. Clean Up Your Sleep Hygiene

5.1.1.2.12. Focus Your Attention on Your Freedoms, Rather than Your Limitations

5.1.1.2.13. Stay Synchronized

5.1.1.2.14. Speak to Someone Who Is Not Emotionally Invested in Your Problem- Sharon

5.1.1.2.15. Learn a Valuable Lesson from Everyone You Encounter

5.1.1.2.16. Put a Mental Recharge into Your Schedule

5.1.1.2.17. Accept That Change is Just around the Corner

5.1.2. Social Competence

5.1.2.1. Strengths: Sharon, Erin Skill to Improve: Sam, Jen

5.1.2.1.1. Greet People by Name-Sam and Jen

5.1.2.1.2. Watch Body Language

5.1.2.1.3. Make Timing Everything

5.1.2.1.4. Develop a Back-pocket Question

5.1.2.1.5. Don't Take Notes at Meetings

5.1.2.1.6. Plan Ahead for Social Gathering

5.1.2.1.7. Clear Away the Clutter-Jen

5.1.2.1.8. Live in the Moment-Jen

5.1.2.1.9. Go on a 15-Minute Tour

5.1.2.1.10. Watch EQ at the Movies

5.1.2.1.11. Practice the Art of Listening-Sam

5.1.2.1.12. Go People Watching

5.1.2.1.13. Understand the Rules of the Culture Game

5.1.2.1.14. Test for Accuracy

5.1.2.1.15. Step into Their Shoes-Sam

5.1.2.1.16. Seek the Whole Picture

5.1.2.1.17. Catch the Mood of the Room

5.1.2.2. Strengths: Sharon, Erin, Jen, Sam

5.1.2.2.1. Be Open and Be Curious

5.1.2.2.2. Enhance Your Natural Communication Style

5.1.2.2.3. Avoid Giving Mixed Signals

5.1.2.2.4. Remember the Little Things that Pack a Punch

5.1.2.2.5. Take Feedback Well

5.1.2.2.6. Build Trust

5.1.2.2.7. Have an "Open-Door" Policy

5.1.2.2.8. Only Get Mad on Purpose

5.1.2.2.9. Don't Avoid the Inevitable

5.1.2.2.10. Acknowledge the Other Person's Feelings

5.1.2.2.11. Complement the Person's Emotion or Situation

5.1.2.2.12. When You Care, Show It

5.1.2.2.13. Explain Your Decisions, Don't Just Make Them

5.1.2.2.14. Make Your Feedback Direct and Constructive

5.1.2.2.15. Align Your Intention with Your Impact

5.1.2.2.16. Offer a "Fix-it" Statement during a Broken Conversation

5.1.2.2.17. Tackle a Tough Conversation

6. Newtonian vs Quantum

6.1. Newtonian (Physicist Isaac Newton)

6.1.1. The Universe is one vast machine.

6.1.2. Can Be explained in mechanical terms

6.1.3. Outdated and lacks a lot of the flexibility that Quantum Leadership allots for.

6.2. Quantum Leadership (Tim Porter-O'Grady)

6.2.1. Nonlinear characteristics of leadership

6.2.2. Focus on relatedness

6.2.3. Center-cut decision making

6.3. Quantum Leadership is the ability to coordinates the elements of an organization rather than simply management of a group of individuals. Trust is the quintessential aspect of this new leadership culture.

7. Week 9: Work-based Opportunity for Innovation: Enhanced Functionality for Group Notes in Group Therapy Settings

7.1. Components

7.1.1. Problem being solved: Documentation of group session notes. When there is a group session, often times the same information needs to be charted in multiple patient charts and multiple team members can be trying to document simultaneously. Currently this is a very inefficient process. With current functionality, clinicians must chart the same note content in multiple patient charts manually. Often this results in 'copy and paste' processes that are inefficient, archaic and duplicative. If multiple care providers are taking part in the sessions, there are also limited tools for them to document on the patients in a coordinated manner. As a result this documentation takes significantly more time and effort than is optimal, and information can be segmented and difficult to follow in the patients chart afterwards.

7.1.2. Solution Description: A versatile note entry system that allows for simultaneous documentation to be placed on multiple patient charts synchronously with contributions by various care team members. This solution needs to allow for content to be identified as applicable to multiple patients, allow multiple care team members to work within the same space at the same time, and accommodate the need to enter patient specific content as well. This solution would result in dynamic group entry that saves time for clinicians, as well as a more readable patient chart going forward.

7.1.3. Impact: The long term impact of this innovation will provide efficiency for the clinician and clearer patient charting. This has the potential to have a ripple effect into other areas as well. Things like increased clinician satisfaction because their day is more efficient and they don't have to dedicate as much time to logistical documentation work, or even improved patient outcomes because the charting is clearer and providers are more available. During the innovation process there will be an impact to multiple stakeholders as they need to invest time in the innovation process to develop a solution, create clinical content, provide education for new processes, and create buy-in among various groups.

7.1.4. Process: The process to develop this innovation would involve multiple stakeholders and IT staff. This would likely follow a similar trajectory as others projects as it would get presented to stakeholders for approval, have a timeline slated for implementation, and have dedicated workgroup sessions with those stakeholders to develop and customized the solution. Other similar technology exists that could be used as inspiration that involves internet collaboration which is incredibly prominent at this time due to the advent of the Coronavirus. Programs that allow this have been around for a while such as google docs, however there has been a flourish of competitors such as MS Teams, Evernote, etc. This synchronous process would allow multiple team members to collaborate at the same time, but would reduce redundancy while still accomplishing the necessary tasks.

7.2. Stakeholders

7.2.1. EMR stakeholders and analysts: This innovation will be housed within the EMR solution to be part of the contiguous patient chart. EMR project leaders and EMR analysts that will build the solution will need to take proactive roles in the innovation process. This will include engaging in active listening to thoroughly understand the needs for the ideal solution the the end-users and clinicians are communicating. This will also involve active design development and communication as they help the innovation team walk through the development process and outline the technical opportunities as well as any technical limitations that would hamper the innovation design.

7.2.2. Clinical Contributors are impacted by this change as they are the ones that will be using the new format. This will allow clinicians to spend more time with their patients and less time documenting, overall increasing productivity. This will also allow clinicians more time to meet the needs of their patients and build rapport with them. These stakeholders will be vital contributors during the development process to sculpt a successful tool they will use going forward.

7.2.2.1. Counselors

7.2.2.2. Social Work

7.2.2.3. Case Management

7.2.2.4. Physicians, Psychiatrists, additional Providers

7.2.2.5. Nurses

7.2.2.6. Therapies including OT, PT, SLP, Recreational, etc.

7.2.3. Medical Records and Compliance may need to validate the note entry method to confirm that all documentation is compliant and has appropriate degrees of auditing if necessary

7.2.4. Administration providing support in terms of funding, project team time, and backing of clinical process updates is necessary

7.2.5. Education staff will be involved in training staff on the new process

7.3. Our Role of Leadership in Innovation

7.3.1. Exercising this unique leadership role

7.3.1.1. Behaviors

7.3.1.1.1. Positive Attitude and Outlook - By coming into the project with optimism and a positive attitude the leader can set the tone for the entire project and significantly impact the quality of the final project

7.3.1.1.2. Top down approach, setting an example and letting others falling because they trust you.

7.3.1.1.3. Providing a compelling vision of the future - By providing a clear vision of the future the team has a clear understanding of the end goal and why we are heading in that direction.

7.3.1.2. Skills

7.3.1.2.1. Emotional Intelligence - Emotional intelligence is critical in project leadership and working through innovation. A leader needs to be able to navigate through all 4 levels of self-awareness, self-management, social awareness, and relationship management to have the best results

7.3.1.2.2. Utilize a leadership approach that is in line with quantum leadership characteristics and has non-linear hierarchies and a focus on relatedness

7.3.1.2.3. Double and Triple loop learning. Not just focusing on fixing the incident but looking upstream at the problem as a whole and continuing to ask why?

7.3.1.2.4. Motivating people to deliver the vision - Motivating others is a skill set that has to be developed over time and with practice. Our team would use our previous experience in team leadership and project management, or our vested interest in the successful implementation of the project because of our daily work in the area to motivate others towards the vision that has been clearly laid out

7.3.1.3. Applications - Continually striving to create an atmosphere of trust and a culture that respects and encourages innovation.

7.3.2. Ways to gain the organization's trust and understanding of the Innovation

7.3.2.1. ChangeCasting: One Method Mentioned in "Quantum Leadership" is Dr. Jackson Nickerson's Idea of changecasting. This concept proposes introducing new ideas and change using a series of recorded weekly or biweekly videos that are no more than 2-4 minutes long. The leader/change forecaster explains the change vision using only one idea per week. Members of the organization are encouraged to give feedback through an anonymous web-based method.

7.3.2.2. Focus Groups. Focus Groups allow interested parties and key stakeholders a way to provide input on the change and offer feedback on how to improve proposed changes. Creating Focus Groups can create a buy in, from end-users and can help champion the change throughout the organization. The leader/innovator can facilitate these groups and help direct decision points.

7.3.2.3. Demonstrations. Demonstrations give many people in the organization the opportunity to see the upcoming change before it is implemented. Most anxious about change arises from the unknown of what and how this change will impact their day to day work. Providing demos can give users the ability to visualize the change and begin preparing for new workflows and techniques.

8. Central Relationship between each concept: Leadership that is Built on Trust. Our personal leadership concepts that we have been learning in this course of Emotional Intelligence, Quantum Leadership, Fully Engaged Leader, Evidentiary Leadership, Novation Continuum, and Humble Inquiry all reinforce a leadership model that converges on trust.