Hospital Incident Command System Module 6 Review of the Incident Command System.
August 2015 MODULE 1: LEADERSHIP Public Health Incident Leadership.
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Transcript of August 2015 MODULE 1: LEADERSHIP Public Health Incident Leadership.
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August 2015
MODULE 1: LEADERSHIP
Public HealthIncident Leadership
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Describe the attributes of a successful Public Health Incident Commander
Understand the difference between everyday leadership versus leadership during a public health emergency response
Apply various leadership concepts to the context of a public health emergency response
Objectives
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Incident Command System Public Health
Command and Control Coordination
Hierarchical Collaborative
Militarized Terminology Public Health Terminology
Expedited Decision-making Consensus Decision-making
Public Health and the Incident Command System
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Are there certain characteristics, traits, or
attributes that increase the likelihood of being an effective
Public Health Incident Commander?
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In your opinion, what key criteria should be considered when selecting someone who can function as an Incident Commander for an emergency response?
● I want you to think of someone who has successfully modeled the role of Incident Commander to you during an emergency response event. What made them an ideal Incident Commander?
Small Group Discussion
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Forward thinkingTrusting of teamEmergency
preparedness experienceCore competencies in
leadershipLikes working in teamsWilling to take chargeComfort with changing
and uncertain environment of a disaster
Mentoring demeanor
Big picture perspectiveGood communication CalmFamiliar with ICS
framework, system, and roles
Confidence FlexibleApproachableDelegatesDeliberate
Public Health and the Incident Command System
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“Many attributes of leaders that would facilitate their effectiveness in general would also be useful in getting others
through a crisis…” (DuBrin 2013)
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Filling the role of Incident Commander does feel different:Tensions are highStructure differs from everyday workIntense paceAmbiguityNot subject matter expertLeading unfamiliar people Partnering with various organizationsCompeting demands
Public Health and the Incident Command System
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Crisis Leadership vs.
Everyday Leadership
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Characteristics of a crisis:
1. Threat of viability 2. Ambiguity3. Urgency
(DuBrin 2013)
Crisis Leadership
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What is crisis leadership?
“The process of leading group members through a sudden and largely unanticipated, intensely negative, and emotionally draining circumstance.” (DuBrin 2013)
Crisis Leadership
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Attributes of Effective Disaster Responders
ICS TrainingGeneral Training and ExperienceTeamwork and Interpersonal skillsCommunicationCognitionProblem-solving/Decision-makingAdaptable/FlexibleCalm/CoolCharacterPerforms Role
Crisis Leadership
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Take initiative
Transparency
Knowledge Public health science NIMS/ICS Public health law Understanding people
and complex systems
Comfort with ambiguity
Learn fast and adjust
Effective communication
Delegation
Preparing for Surprise
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Crisis Leadership in Public Health
Competence in Public Health ScienceDecisivenessSituational AwarenessCoordinationCommunicationInspires Trust
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Everyday Leadership
Transformational Leadership
Meta-Leadership
Adaptive Leadership
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Transformational Leadership
Model the Way Clarify shared values Set an example
Inspire a Shared Vision Find a common purpose Enlist others
Challenge the Process Seize initiative Forward-thinking Learn from the past
Enable Others to Act Foster collaboration Create climate of trust Develop competence
and confidenceEncourage the
Heart Recognize
contributions Create spirit of
community
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Transformational Leadership
Have you ever worked with a leader who embodies the transformational leadership qualities we just discussed?
How can these transformational leadership traits be applied to the role of Incident Commander during an emergency response?
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Transformational Leadership
Applying transformational leadership to emergency response:
Fosters collaborative work towards a shared goal
Develops confidence and trustEncourages flexibility and adaptabilityCreates “psychological hardiness”
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Everyday Leadership
Transformational Leadership
Meta-Leadership
Adaptive Leadership
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Meta-Leadership
Overarching leadership across organizational lines
Unites people and agencies under a common purpose and “shared course of action”
“Imaginative multidimensional problem solving” (Marcus, Dorn, and Henderson 2006)
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Meta-Leadership
•Can you see overlap between the principles of Meta-leadership and the skills needed to perform the role of Incident Commander during a public health response?
•Are there any situations you have been in where the practices of Meta-leadership would have been helpful?
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Meta-Leadership
Applying Meta-leadership to emergency response:
Cross-organizational partnerships with other departments
Cross-organizational partnerships with other response entities
BIG picture perspectiveWork outside of subject matter expertise
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Everyday Leadership
Transformational Leadership
Meta-Leadership
Adaptive Leadership
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Adaptive Leadership
Get on the balcony Broad level view
Identify the
adaptive challenge Diagnose roadblocks
Regulate distress
Strike a balance
Maintain disciplined attention “Focus on tough
questions”
Give the work back to the people Build self-confidence
Protect voices of
leadership from below Give others a voice
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Adaptive Leadership
What would it look like if adaptive leadership was applied to leadership within an emergency response?
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Adaptive Leadership
Applying Adaptive Leadership to emergency response:
Get on the balcony to achieve situational awareness
Regulate distress through monitoring of workloads, staff, and resources
Keep team members focused on the responsibilities associated with their role
Delegate, direct, and oversee
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Communication
Mutual Support
Situation Monitoring
Leadership
AttitudesAffect “Feel”
Attitudes
KnowledgeCognitions
“Think”
Knowledge
SkillsBehaviors
“Do”Performance
Skills
Framework for Public Health Incident Leadership
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References
Begun, J., & Malcolm, J. (2014). Leading public health: A competency framework. New York, NY: Springer Publishing Company, LLC.
Deitchman, S. (2013). Enhancing crisis leadership in public health emergencies. Disaster Medicine and Public Health Preparedness, 7(5), 534-540.
DuBrin, A. J. (Ed.). (2013). Handbook of research on crisis leadership in organizations. Cheltenham, UK ; Northampton, Mass: Edward Elgar Publishing.
Heifetz, R., & Laurie, D. (1997). The Work of Leadership. Harvard Business Review, January-February, 124-134.
Kouzes, J., & Posner, B. (2007). The Leadership Challenge. San Francisco, CA: Jossey-Bass.
Marcus, L., Dorn, B., & Henderson, J. (2006). Meta-leadership and national preparedness: a model to build government connectivity. Biosecurity and Bioterrorism: Biodefense Strategy, Practice, and Science. 4(2), 128-134.