Quality Improvement Teams: The Magic of Effective Meetings Quality Improvement Teams: The Magic of Effective Meetings Nicole Deaner & Caitlin O’Neill PCMH Residency Project Training Program

A team with members that represent all areas of the office A team with regular meetings, at least twice/month Who is a “Quality Improvement Team?”

A team tasked with implementing change efforts A team that ideally uses QI tools, manages & shares data, and ensures that changes lead to improvements What is a “Quality Improvement Team”

Why use teams for change? Helps the practice understand the overall practice system, what’s actually happening Increases the diversity of perspectives Increases the number of staff empowered to identify and seek solutions to problems – “shared leadership” Helps create conditions for success, buy-in and momentum – 20% want change, 50% on the fence, 30% against change

Five ‘Must Have’ Tools for Effective QI Team Meetings Agenda Note taker &Time keeper Clear objective or goal for team Assigned action items Use of QI tools – Aim statements, process mapping, PDSA cycles

Why is a well run meeting important? Meetings are the time/space where quality Improvement teams do their work Well-planned and well-conducted meetings promote buy-in Staff and providers are time-pressured Early successes build momentum

What is an effective meeting? Planned in advance Follows an agenda Allows enough time for ‘work’ to be accomplished Leads logically to the groups next step: Reserve last 5 minutes for action items & agenda setting

Before the meeting Objective Who needs to be there Agenda, see handout: Date & Time Define roles Review action items from last meeting Time for discussion Set next agenda

During the meeting Leader or facilitator Recorder Time keeper Follow the agenda Assign action items Schedule next meeting

After the meeting Minutes distributed Follow through on all assignments PDSA worksheet completed and distributed (if applicable) to team with last meeting minutes, next agenda and reminder of date/time ahead of next meeting (+/- 3days ahead)

Guidelines for Facilitators 1.Come prepared & organized (effective meeting tools) 2.Be intentional about making sure everyone participates 3.Address/name conflict or tension. (reframe as needed – “launder” language) 4.Summarize group discussion & decision(s) 5.Be aware of diversions from crucial conversations

Effective Meeting Facilitation Help others understand their role: ground rules for attendance, conduct, follow-through. Use group processes: Brainstorming Consensus Building Voting methods

Resistance Resistance always occurs in one form or another in all task-oriented groups It is good when it surfaces problems, finds errors, or makes a good idea better – when it’s overt. Resistance is bad when it is covert or driven underground (sabotage, malicious compliance, etc.)

Facilitative vs. Directive Co-leadership – staff & provider Leading the QI team

Characteristics of Effective QI Team Leaders Responsive to data Encourages open exchange of ideas Not always “the expert” – asks for help Organized Available/visible Respected – informal leader Action-oriented Approachable Reliable

Expectations of Team Leaders Sets the vision Encourages participation Make sure there is an agenda, a recorder & timekeeper Creates a safe environment where ideas are easily expressed and not negated Makes sure that action items are followed up on & accountability Helps teams use quality improvement process Uses data to make sure changes are improvements

Questions & Discussion