1. Leadership and Culture August 14, 2015 Sonya W. Dawkins Senior Vice President, Claims & Risk Management PHT Services, Ltd.

2. “All too often we have the comfort of opinion without the discomfort of thought.” John F. Kennedy

3. “Leaders are not born….. ….they are cornered.” -Winston Churchill

4. What is Leadership?

5. Leadership- Defined “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.” -John Quincy Adams 6 th US President

6. Inspire a shared vision Challenge the System Enable others to act Model the way Encourage the Heart Leader Responsibilities

7. Self awareness Self- regulation  Motivation  Empathy  Social Skills Emotional Intelligence

8. What is your contribution to Strategy? Q: How do you align quality and safety activities with strategic goals?

9. What is your contribution to Strategy? Q: How do you engage your stakeholders?

10. What is your contribution to Strategy? Q: What is the most recent quality innovation that you integrated into your organization?

11. What is your relationship with Risk? Q: How often do you meet with your risk manager? Q: If you do meet with risk, how often do you collaborate on joint initiatives that the two of you are driving?

13. The Pursuit of Mediocrity is Almost Always Successful. - Author Unknown https://www.youtube.com/watch?v=Hg2mSJtMFZg

14. "The world changes according to the way people see it, and if you can alter, even by a millimeter, the way people look at reality, then you can change the world.” James Baldwin American novelist

15. What is Culture?

16. Healthcare providers have their own unique culture, one that is usually very different from that of their patients. Healthcare providers are socialized into the culture of their specific profession and work environment and, based on their specialized education, they have a particular way of viewing certain aspects of life that is very different from that of their patients.

17. Your culture is your corporate DNA. It is the mirror of your corporate ethic. Simply: It’s the way we do business around here.

18. True Story

19. © 2012 Traditional Regulatory Model Retrospective Reactive Blame placed at the “sharp end” Severity of punishment dependent on severity of the outcome

21. a system of justice (investigatory and disciplinary action) that reflects what we now know of socio-technical system design, human free will and our inescapable human fallibility. Just Culture

22. © 2012 What’s Just Culture About? It’s About Both Error and Drift It’s About Both Pre- and Post-Event It’s About Executive Commitment It’s About Values and Expectations It’s About System Design and Behavioral Choices It’s For All Employees and Physicians It’s About Partnership With Clinical, HR and Quality It’s About Partnership With the Regulator It’s About Doing the Right Thing It’s About Producing Better Outcomes Together

23. 5 Key Concepts of Just Culture Create an Open and Fair Culture Manage Behavioral Choices Design Safe Systems Create a Learning Culture Align Values and Expectations

24. The Three Duties – Helpful Hint This Duty Always Exists “To Do” “How To Do”

25. © 2012 Reckless (Intolerable) Behavior Conscious Disregard of Substantial and Unjustifiable Risk Manage through: Remedial action Disciplinary action At-Risk Behavior A Choice: Risk Believed Insignificant or Justified Manage through: Removing incentives for at-risk behaviors Creating incentives for healthy behaviors Increasing situational awareness Human Error Product of Our Current System Design and Behavioral Choices Manage through changes in: Choices Processes Procedures Training Design Environment ConsoleCoachDiscipline The Three Behaviors

26. © 2012 At-Risk Behavior: Biggest Risk Why? We Think We Are Safe!  Cutting corners to save time  Perception that rules are too restrictive  Belief that rules no longer apply  Lack of rule enforcement  New workers see “routine violations”  Think this is the “norm”  Insufficient Staff to perform tasks  Right equipment is not available  Extreme conditions  Perception that practice is safe

27. © 2012 Event Investigation What happened? Why did it happen? How were we managing it? What’s procedure require? What normally happens?

28. Establishing a culture for results What results do you want as a department/organization that you are not currently getting? What behavior patterns are hindering the results you want to achieve? What are the most important tools that enable your employees/team to deliver value?

29. © 2012 Action to Remember “When your only tool is a hammer, you tend to see every problem as a nail.” Abraham Maslow, Psychologist

30. Final Thought