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Quality Impact Teams In the small organization Part 3 – Team Leader Training.

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1 Quality Impact Teams In the small organization Part 3 – Team Leader Training

2 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Celebrating WINS

3 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Welcome Today’s healthcare environment demands greater urgency than ever to improve.  Leadership of your QIT must be high-energy and focused on results!  Inspire a sense of urgency in your team to improve our organization It’s not enough to accept change; we must be willing to help drive change.  Be courageous, and step out of the box to find solutions!  Develop your team to be the best employees they can be; challenge them to think about the future state of our organization

4 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Session Objectives: An overview of Evidence-Based Leadership Quality Impact Teams: structure and purpose Review of Quality Impact Team leader roles/ responsibilities Review of Quality Impact Teams How to maximize team meeting effectiveness Introduction to your QIT toolkit

5 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Exercise – 15 minutes Two heads are better than one!

6 Quality Impact Teams Understanding the foundational teams of Evidence-Based Leadership– structure & purpose

7 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Execution Framework Evidence-Based Leadership SM StandardizationAccelerators Must Haves ® Performance Gap Objective Evaluation System Leader Development Foundation Breakthrough STUDER GROUP ® : Aligned GoalsAligned BehaviorAligned Process Rev 4.8.11

8 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Organizational Steering Committee (Team Chairs and CEO appointed members) Leadership Development Institute Steering Team * Executive Team ED Perception of Care Measurement * Outpatient Perception of Care Inpatient Perception of Care Physician Collaboration Workplace of Choice Communication * Reward and Recognition Medical Practice Perception of Care Standards * Quality Impact Steering Team * Social Communication Curriculum Linkage Logistic Pillar – Based Leader and Content Representatives * Highly Recommended Teams/Functions - - - Executive Sponsorship and/or Leadership Recommended Leadership Evaluation (Accountability) Team * Service Recovery Connecting the Dots – EBL Team Structure

9 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Accountability * Reference: The leader evaluation process is defined in detail in the Leader Evaluation Process Manual located in the Studer Group Learning Lab.

10 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Alignment * Reference: Leadership Development Institute Teams/ Functions are defined in detail in the LDI manual located in the Studer Group Learning Lab.

11 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Action Chaired by an Executive Sponsor & QIT Champion Composed of Individual leaders from each QIT and the team leader of the Leadership Development Team

12 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. QIT Steering Committee Membership Meets every week for the first 4-6 months of the rollout of QITs and then reevaluates frequency, as appropriate Service as leader may last 12, 18, or 24 months depending on capacity or leader availability Co-leaders may be used and considered the leader-in- waiting who will assume the team leader role for the next term

13 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. QIT Steering Committee Key Actions Establish a process for recruitment Oversee and prioritize QIT work to maintain alignment with organizational goals Coordinate individual team efforts so they do not overlap Ensure teams have resources to help facilitate implementation of ideas Hold leaders accountable for consistent, effective execution of individual QIT work

14 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. QIT Steering Committee Benefits A forum to share ideas and challenges to maximize learning across teams. A safe and environment to identify and help resolve the issues of individual teams. A gauge to manage the rollout of major team initiatives to effectively take on the right amount of change.

15 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Nine Principles

16 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Purpose, worthwhile work and making a difference ® Creating Momentum—Healthcare Flywheel ® Bottom Line Results (Transparency and Accountability) Self- Motivation Prescriptive To Do’s WHY

17 Quality Impact Teams Understanding your role as a QIT leader

18 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. So now you are a team leader…

19 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. The Why: Quality Impact Teams Empower to create employee ownership Engage to show value for employee input Excite to build momentum in the change process

20 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. The What: The Role of the QIT Leader Drive the performance of your individual QIT Serve on the QIT Steering Committee Model the behaviors expected of all leaders  Practice open and honest communication  Value everyone’s role  Be supportive, but empower team members  Project a positive attitude  Handle and resolve conflict appropriately  Hold effective meetings

21 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. The How: The Role of the QIT Leader Be accountable for holding your team accountable to execute Quality Impact Steering Team Update Form –Each team leader completes a summary report of team efforts since the last meeting –Summaries are sent to the QIT leader before the steering team meeting –QIT leader emails highlights from each team to the overall leadership team monthly

22 Quality Impact Teams Individual teams

23 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Getting To Know You! Name and leadership role Years with the organization Why do you love what you do? What is your Quality Impact Team?

24 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. The Teams Measurement Standards Communication Inpatient Patient Experience Emergency Department Patient Experience Outpatient Patient Experience Service Recovery Provider Collaboration Medical Practice Reward and Recognition Workplace of Choice

25 Measurement Team To consistently identify and communicate trends in results

26 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Measurement Team Membership Success Factors A mix of leaders and frontline staff High performers – a reward and recognition opportunity People who like data analysis and numbers People who like to teach data interpretation

27 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Measurement Team – Key Actions Analyze relevant data to identify strengths and areas for improvement— become vendor report experts Educate leaders and staff on interpreting data Distribute and communicate timely data consistently Track and communicate trends to appropriate leaders Provide internal benchmarking information Communicate with Reward & Recognition QIT to identify departments that are performing well

28 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Sample Measurement Report

29 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Sample –Trending

30 Standards Team Establishing and reinforcing the code of conduct that all employees will uphold.

31 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Standards Team Membership Success Factors A single leader and the remainder of frontline staff High performers – a reward and recognition opportunity Representative of a multidisciplinary cross-section of staff Creative, “can – do” people Collaborative team player; enjoys working with people People who already live the values of the organization

32 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Standards Team – Key Actions Develop or modify current organizational “Standards of Behavior” to align with and support the values of the organization:  Brainstorm behaviors – what specific actions illustrate our values when people interact in our hallways? Work with HR to incorporate into the pre-employment and selection process; Develop a commitment statement for current employees to sign; Incorporate Standards into new employee orientation and the annual performance review (highmiddlelow®).

33 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Rollout Standards - Booklet Sample courtesy of University of Utah Hospitals and Clinics

34 Communications Team Explaining THE WHY when change is necessary, what it will improve and how it impacts employees

35 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Communications Team Membership Success Factors A mix of leaders and frontline staff Leader from the marketing department High performers – reward and recognition opportunity Articulate, strong communicators Able to express ideas in written form clearly Highly engaged personality

36 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Coordinate and disseminate information for employees about the journey Connect to purpose– explain the why Encourage a “no secrets” culture Help coordinate quarterly employee forums Develop communication tools for other QITs Create and standardize communication boards around the five pillars Communications Team –Key Actions

37 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Communication Board sample

38 Inpatient Experience To continuously find ways to exceed the expectations of our inpatients and their family members

39 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. IP Team Membership Success Factors A mix of leaders and frontline staff High performers – reward and recognition opportunity People who work in patient care areas; preferably from all shifts Good cross-section of support and clinical areas Creative people

40 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Inpatient Patient Experience Team – Key Actions Review current results and develop action plans to address opportunities for improvement Review complaints and grievances from patients to address specific concerns Support leaders by providing additional resources to implement evidence-based tactics, such as becoming EXPERTS on the HCAHPS Handbook Creative problem solving and implementation of projects for priority HCAHPS composites

41 Emergency Department Patient Experience To exceed expectations in emergency situations with quality clinical care and compassion

42 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. ED Team Membership Success Factors A mix of leaders and frontline staff High performers – reward and recognition opportunity Cross section of all stakeholders that impact the ED patient experience (i.e. Imaging, lab, MedSurg, housekeeping, paramedics, etc.) Providers

43 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Emergency Department Patient Experience Team –Key Actions Assess current metrics (patient experience results, dashboard results) and identify Assist with facilitation of best practice Behaviors Develop implementation plans that include education, communication, monitoring, and validating execution Partner with Measurement Team to make appropriate performance data available to leaders and staff Partner with Reward and Recognition Team to celebrate progress of outcomes

44 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Daily dashboard sample —accountability tool

45 Outpatient Experience To exceed expectations in emergency situations with quality clinical care and compassion

46 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. OP Team Membership Success Factors A mix of leaders and frontline staff High performers – reward and recognition opportunity Representation of staff from multiple outpatient Depts., including staff from ambulatory surgery and possibly the ED

47 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Emergency Department Patient Experience Team –Key Actions Assess current metrics (patient experience results, dashboard results) and identify Assist with facilitation of best practice Behaviors Develop implementation plans that include education, communication, monitoring, and validating execution Partner with Measurement Team to make appropriate performance data available to leaders and staff Partner with Reward and Recognition Team to celebrate progress of outcomes

48 Service recovery Finding solutions when we fail to execute effectively

49 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Service Recovery Team Membership Success Factors A mix of leaders and frontline staff High performers – reward and recognition opportunity People who enjoy interacting with customers Compassionate, nonjudgmental and engaging Levelheaded during emotionally-charged situations A representative from Risk Management Patient Services Representative, if applicable

50 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Outpatient Patient Experience Team –Key Actions Review current results and develop action plans to address key areas to drive results Review complaints and grievances from patients to address specific concerns Share thank-you letters and other stories from patients that recognize employees Identify best practice approaches Facilitate implementation of evidence-based tactics

51 Provider Collaboration To improve the level of service to— and partnership with providers

52 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Provider Collaboration Team Membership Success Factors At least one physician and senior executive member or sponsor High performing staff that work consistently with physicians from multiple disciplines (i.e. nursing, IT, physician liaison, physician recruiter, etc.)

53 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Provider Collaboration —Key Actions Remove barriers for physicians to providing quality service to patients and their families Identify opportunities to strengthen a sense of partnership with physicians Open communication channels between physicians/providers, admin leaders, nursing and administration Help develop additional tools for the organization to use to reward and recognize physicians Promote the value of physicians to the organization

54 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Provider recognition and feedback tools

55 Medical Practice Building patient loyalty with exceptional clinical experiences

56 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Medical Practice Team Membership Success Factors A mix of leaders and frontline staff from multiple disciplines (i.e., nursing, reception, housekeeping, valet services, volunteers, etc.) High performers – reward and recognition opportunity High-energy, solution focused employees Providers, nurse practitioners, and/or medical assistants

57 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Medical Practice Patient Experience Team – Key Actions Review current results for trends Identify best practice approaches to address gaps Facilitate training and rollout of best practice tactics Assess the effective execution of tactics Partner with Measurement Team to make appropriate performance data available to leaders and staff Partner with Reward and Recognition Team to celebrate progress of outcomes

58 Reward &Recognition Behavior that gets positively rewarded and recognized gets repeated

59 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Reward & Recognition Team Membership Success Factors A mix of leaders and frontline staff to represent multidisciplinary group of employees High performers – reward and recognition opportunity High-energy, creative people that enjoy celebrating others Out-of-the-box thinkers

60 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Assess organizational recognition programs already in place, make improvements as needed Develop or enhance a hospital-wide reward and recognition process that enables real-time feedback about specific, desired behaviors (Legends, Champions, Heroes etc.) Ensure Reward & Recognition is happening at all levels and locations of the organization Reward and Recognition Team – Key Actions

61 Workplace of choice Organizational performance that successfully blends culture with strategy

62 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Workplace of Choice Team Membership Success Factors Under the direction of the senior team A mix of leaders and frontline staff that represents all levels of employment High performers – reward and recognition opportunity Human resources representatives Employee recruiters

63 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Workplace of Choice Team –Key Actions Review of existing policies and procedures that affect employee recruitment, selection, and retention Implementation and follow-up communication for the employee engagement survey “Bright Idea” program development Tool development to support an effective employee orientation system Complete applications for Best Places to Work Awards at the local, state, and national level.

64 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Exercise– 10 minutes What type of environment would you like to help create by this time next year, and what is your specific QIT’s role in helping to create that environment?  Each leader will be given a partner  Each leader should spend 5 minutes thinking aloud and brainstorming ideas about the proposed question  Be prepared to take notes and report out what your partner said about the type of environment they would like to help create and what their team will do to accomplish that

65 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. BREAK!

66 Quality Impact Teams Recruiting Your Team

67 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Team Development What is a Team? A collection of individuals guided by a common purpose, striving for the same results. Goals of a Team: Foster togetherness in the workplace while creating a better work environment for all Use the talents of a diverse group of people to solve problems

68 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Recruitment Strategies Ensure diversity and representation from all affected departments Roll out to managers first to ensure middle management alignment and support CEO delivers introduction message to demonstrate importance of role Middle manager signs commitment letter to support member’s participation on team

69 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Options for Recruiting Team Members MethodRecruitment ProcessProCon Hand Selection Managers are asked by the Steering Committee to “hand-select” team members by submitting 3- 5 names of top performers in their areas from various shifts and explain the “why” behind the choice. The Quality Impact Team Steering Committee identifies which employees they would like to serve on a particular team based on strengths (i.e., communicator, numbers oriented, great attitude, etc.) Engages managers in the process Quick option to fill team Recruits winners because candidates are hand selected by leaders who know the employees’ capabilities and strengths Eliminates low performer involvement May generate skepticism about selection process People feel obligated because they did not volunteer Risk of asking the same “go-to” people; potential for burnout “NFL” Draft Managers are asked by the Steering Committee to submit 3-5 names of top performers in their areas from various shifts and explain the “why” behind the choice. The names are placed on sticky notes based on strengths; for example, communicator, numbers-oriented, great attitude, etc. The team leaders take turns selecting members based on strengths for their team through an NFL draft format, including trading Engages managers in the process Quick and FUN Recruits winners because candidates are hand-selected by managers who know the employees’ capabilities and strengths Eliminates low performer involvement Eliminates low performer involvement May generate skepticism about selection process People feel obligated because they did not volunteer Risk of asking the same “go-to” people; potential for burnout Volunteers A communication is sent to staff members letting them know that the organization is actively seeking volunteers to join identified teams. A short explanation of the different teams, their requirements and time commitments, and guidelines on how team members will be chosen must be provided. Also communicate that just because one volunteers does not mean they will automatically be chosen to join a team. There may still be a selection process, a set of criteria that must be met, and/or an application to complete. An example of criteria might be that an employee is “free of corrective action.” Quick option to fill team dedicated, driven, and passionate team members (because they volunteered and were not pressured to join) May generate diversity of skills and talents May not receive enough volunteers Removes recommendation from managers, meaning they may not agree with or approve of certain staff participating

70 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Recruiting sheet with short description of each team ***Other resources/ details for teams available in the Quality Impact Team Manual

71 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. QIT Participant Qualities High Performer “Out of the Box” Thinker Positive Attitude Trustworthy Reliable Committed/Loyal Enthusiastic

72 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Expectations of QIT Members– change agents Model new behaviors; manage-up the benefits of change to coworkers by explaining why it is necessary Work to improve communication and teamwork between departments Perpetuate a culture of appreciation and recognition Be empowered, creative, engaged and an “owner” Seek ideas and solutions from peers Facilitate training of new behaviors

73 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Recruiting Tips  Select members for talent, retain based on performance  Set expectations by clearly defining what you want your team to achieve  Role model the behaviors you want to see in your team members

74 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Too Many Volunteers? Screen for best fit Ask other leaders if they need team members Engage all to be on and consider job sharing, especially for shift and clinical workers Select your team and send each person that was not chosen a letter from the CEO recognizing their interest and commitment to help improve the organization

75 Quality Impact Teams Welcoming your team

76 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Demonstrate Appreciation Ask the CEO for a welcome letter to your team members Provide a celebration gift/continental breakfast for the group Personally say “thank you” to each member privately Have Fun…..

77 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Training Your Team Print your individual team section from the QIT Manual and provide a copy to each team member Connect the dots between your team’s purpose and how it will improve the organization Set clear expectations for their participation Create a sense of excitement for your team by being excited yourself Engage senior leaders to participate in your training

78 Quality Impact Teams Maximize effectiveness of your meetings

79 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. 5 Tips to Maximize Effectiveness In Meetings 1. Purpose: develop a detailed team charter 2. Action: execute a rollout/90-Day Plan 3. Focus: follow a clearly written agenda 4. Accountability: follow-up and follow through 5. Assess: evaluate meeting value in real-time

80 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. 1. Team charter– purpose Number of members and membership criteria Length of commitment Team meeting frequency Team’s mission Team’s objectives/goals Measures of effectiveness Tool: Team Charter (Section A6- pg. 56)

81 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. 2. Roll Out Plan– action Align goals to the hospital’s priorities to improve Focus on 1 or 2 core activities to execute Clearly define action steps Focus on outcomes: what should improve as a result of your action? Tool: Rollout Plan (Section A6- pg. 58)

82 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. 3. Team Agenda– focus Delivered 24-48 hours prior to meeting Includes team members’ names next to assigned agenda item Includes time allotment for each topic Includes ground rules Tool: Team Agenda (Section A6- pg. 57)

83 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. 4. Meeting Behaviors– accountability Assign members the following tasks at each meeting:  Facilitator – Team Leader  Timekeeper – Stay on time  Weed whacker – Stay on track/target  Scribe – Provide minutes; prepare agenda for next meeting

84 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Meeting expectations– accountability Ground Rules – established by the team 50 Minute Meetings: start /end on time Come prepared; do homework Be Present (actively engaged) Each gets their say, not necessarily their way Silence equals agreement Members respect confidentiality of team No sidebars Once we agree, we will speak with one voice

85 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. When Bad Meetings Happen… What makes a meeting ineffective?

86 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. No Accountability

87 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Minutes – accountability Review decisions, and put assignments by name in the minutes so the team has a historical record. Establish your “next step” from the rollout plan to decide how to implement decisions made and what communication is necessary. List who was present and who was absent (excused/unexcused) Note the next meeting’s time and location Deliver minutes within 2 business days to each member

88 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. 5. Evaluations – assess Evaluations  Align to the organization’s patient satisfaction tool for numbers and/or key words  VERY Good (5)  Good (4)  Fair (3)  Poor (2)  Very Poor (1)

89 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization.

90 Quality Impact Teams Your toolkit

91 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Quality Impact Teams Manual Articles, tools, videos

92 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Quality Impact Teams Manual Your responsibility Read your section Understand how your individual QIT aligns with the other QIT Clearly communicate the purpose of QIT to your team members

93 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Quality Impact Team Manual – OVERVIEW SECTION A QUALITY IMPACT OVERVIEW AND FOUNDATION Section A1 Studer Group Foundation Section A1 Studer Group Foundation Section A2 Quality Impact Overview Section A2 Quality Impact Overview Section A3 Quality Impact Leadership Section A3 Quality Impact Leadership Section A4 Recruiting Frontline Staff for Teams Section A4 Recruiting Frontline Staff for Teams Section A5 Training for Teams Section A5 Training for Teams Section A6 Maximizing Your Team’s Effectiveness Section A6 Maximizing Your Team’s Effectiveness SECTION B QUALITY IMPACT FUNCTION AND TEAMS Section B8 ED Perception of Care Section B8 ED Perception of Care Section B3 Measurement * Section B7 Outpatient Perception of Care Section B7 Outpatient Perception of Care Section B6 Inpatient Perception of Care Section B6 Inpatient Perception of Care Section B4 Physician Collaboration Section B5 Workplace of Choice Section B5 Workplace of Choice Section B2 Communication * Section B10 Reward and Recognition Section B10 Reward and Recognition Section B9 Medical Practice Perception of Care Section B9 Medical Practice Perception of Care Section B1 Standards * SECTION C STUDER GROUP RESOURCES & GLOSSARY Section C1 Studer Group Resources Section C1 Studer Group Resources Section C2 Studer Group Glossary Section C2 Studer Group Glossary ABC Section B11 Service Recovery Section B11 Service Recovery

94 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. Expectations Mandatory Assignments (Due by x)  Review all of Section A and your specific team’s section in the Quality Impact Teams manual  Train your Team (example training agenda – pg. 43) *must practice/review your training with steering team leader before implementation  Schedule recurring Team meetings (standardized form on pg.45)  Create a Team Charter (standardized form on page 55)  Create a Meeting Agenda (standardized form on pg.57)  Create your 90 day/rollout plan (standardized form on pg.58) Mandatory Assignment (recurring) Quality Impact Steering Team Update form *must send completed form to QIT steering team leader 24 hours before meeting Recommended Assignment:  Review the complete QIT manual

95 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. “Culture outperforms strategy every time, and culture with strategy is unbeatable!” —Quint Studer

96 Copyright © Studer Group. Please do not quote, cite, or disseminate without Studer Group authorization. COPYRIGHT © STUDER GROUP Please do not quote or disseminate without Studer Group authorization Page 96 “Always bring it back to values...” Quint Studer


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