Maximizing Your Team's Creative Potential

Maximizing Your Team’s Creative Potential

Quality Forum 2014 Melissa Crump and Katie Procter

SPEED NETWORKING

What is your pet peeve in your improvement work and why?

Speed Networking – Why start this way? What did you notice?

•Liberates participation immediately for everyone provided the questions are engaging!!

•Attracts deeper engagement around your questions

•Invites stories to deepen as they are repeated

•Emphasizes the power of loose connections in relationships

•Gets you energized and engaged quickly

SPEED Networking – keys to success

•Introduction – very brief but important in the case of a potentially reluctant audience

•Questions are simple but must matter to participants inviting engagement AND be reflective with what do you want them to explore together •Standing up and milling around across the room

•Done in pairs as strangers for 2 minutes each (total 4 minutes per pair timed by facilitator) •Encouraging new connections with fast pace

•Not 1, Not 2, but 3 rounds

•If you choose to share output in a group share back, do it carefully and preserve confidentiality

IDENTIFYING YOUR PROBLEM SETTING YOUR GOAL(S)

CREATING AN AIM STATEMENT AND “HOW-TO” MEASURES

I want to make a change/improvement

• Building blocks for change • Leadership support • Infrastructure to support and sustain the

change

The Whirlwind (AKA the everyday STUFF)

Being successful in the whirlwind

• Team focus on no more that 3 goals at a time • 1 to 2 goals are optimal • You want to apply more energy against goals • Humans are hardwired to do one thing at a

time with excellence

There will always be more good ideas then there are capacity to execute

How to choose your goals

• Either from within the whirlwind (badly broken and need fixing)

Or • A key element of your care delivery that isn't

being addressed or delivered.

Getting to the heart of the problem

• We don’t spend enough time on the study • If we don’t get to the heart of the problem

we jump to solutions

Sometimes more money, more people and more time

is not the answer

People are not the problem...the problem is in the process or system

Research your problem

• Speak with people (getting staff involved from the beginning)

• Observe the environment • Process map/value stream map • Spagetti diagram

Getting to the heart of the problem)

• May be based on a problem (Root cause analysis) – 5 whys process map form/Ishikawa Diagram

Reminder

• If at the end of your research (5 whys, cause/effect diagram, etc) your problem is a person…dig deeper…find the process error

Where to start?

Rank ideas (potential goals by impact)

Choosing your Goals

Rules to creating successful Goals

• No team focuses on more than 2 goals • The battle you choose must win the war (your

goal must somehow impact the strategic direction of the organization)

• Senior Leaders must define the strategic direction of the organization but must allow the units to define their goals

• Your goal must have a finish line (x to y by when)

How to choose your goals

• Ask: – What is most important? – If every other area of our organizations/unit

remained at its current level of performance, what is the one area where change would have the greatest impact?

– What are the greatest strengths of the team that can leverage the overall goal

– What are the areas that the team needs to improve on

How to pick your goal

• Does it align with the organizations goals • Is it measurable • Is it worth measuring • Is it ongoing process or “once done” • Who owns the results • Who owns the games

Executing your goal

Creating an Innovative culture

• Cadence of accountability allow release of creativity

• Weekly meetings encourage experimentation of new ideas, problem solving, shared learning

• Forum for engagement • Brings out the best thinking in each team

member

Goal session Toolbox

• Speed networking • Triz • 25 get your 10 • Discovery action dialogue (DAD) • Discussion

Goal Sessions (weekly meetings)

• Cadence of accountability (weekly meetings) – Same day – Same time

• No longer than 30 mins • Accountability

– making commitment to the team that impacts the goal

Goal session

• Report on commitments • Review of scoreboard (Review success and

challenges) • Plan (commitments for the next week,

clearing the path for success)

Goal

Plan

Scoreboard

Commitments

Keeping score

• Everyone must know the score • People do not engage if they don’t know the

score • Keeping score drives engagement

Creating your scoreboard

• Ask: – Is it simple? – Is it visible to the team? (visibility drives

accountability) – Are your measures visible (team needs to see they

are impacting the goal) – Can you see if you are winning or losing? (Enable

you to see where you are now and where you should be now)

Scoreboard

Staff scoreboard • Simple • Visible

Leader scoreboard • Full of data • complex

Accountable, Engaged, Innovative Community

CREATING A GOOD STORYBOARD

A good storyboard….

• Simple • Visible • Engaging • Has a score?? (remember we are trying to win

a race)

MIND MAPPING

DISCOVERY & ACTION DIALOGUES A TOOL FOR GETTING STARTED WITH

CONVERSATIONS

What is a Discovery & Action Dialogue?

• Discover what people are already doing that works Positive Deviants



• These deviants face the same restrictions as everyone else but find their own solutions Hidden and untapped solutions



• These deviants face the same restrictions as everyone else but find their own solutions Hidden and untapped solutions

• They gain support as colleagues see the solutions working and then adapt the new thinking/behaving Momentum spreads

1. What do you know about (the problem) / how do you know when it’s present?

2. What do YOU do about it?

3. What are the BARRIERS that prevent you from doing (the right thing/process) 100% of the time?

4. Who are the Positive Deviants that are overcoming these barriers?

5. WHO ELSE needs to be part of this conversation? (“Don’t decide about me without me.”) How do we invite them to join the action?

6. What other ideas do you have? Any volunteers?

The “DAD”: 6 Questions

Q1:

How do you know when a resident is on inappropriate antipsychotics? (the problem is present)

• Affirm that we all have

existing knowledge of the problem

• Provide opportunities to get

questions on the table

The Details …

Q2:

How do YOU contribute to reducing inappropriate antipsychotic use? (solving the problem)

• Focus on personal practices,

NOT on what other people don’t do

• Amplify / confirm the

participant’s knowledge of effective practices

The Details …

Q3:

What prevents you from doing this or taking these actions all the time?

• Identify real barriers and

constraints

• Ask: What prevents you? vs Why don’t you?

The Details …

Q4:

Is there anyone you know who is able to frequently address BPSD without inappropriate medications?

(solve the problem, overcome barriers)

• Establish that getting around

barriers is possible

• Identify the existing-but-uncommon successful strategies

The Details …

Q5:

Do you have any ideas?

• Identify the supports that make the desired behaviour more likely

• Provide an opportunity for participants to generate and share new ideas for enabling the desired behavior

The Details …

Q6:

What needs to be done to make it happen? Any volunteers?

• Identify action steps, target

dates & feedback loops for metrics

• Invite volunteers for each action step (capture ideas that don’t yet have an identified action plan or volunteer)

The Details …

Q7:

Who else needs to be involved?

• Who else can we bring in?

• Widen the circle of people

involved in discovering solutions, drawing in unusual suspects

The Details …

• What is the problem you are going to talk about? – Inappropriate antipsychotics? – BPSD? – Culture? – Care Planning?

• How will you get people to come?

• When will you hold the meeting or meetings?

• How will you follow-up with the information you learn?

Getting Started with a DAD

• Where? When? With Whom?

Arranging Space & Materials for the Conversation (this is perfect for Huddles)

• Where? When? With Whom? • Have someone else record the responses so you can

facilitate

Arranging Space & Materials for the Conversation


facilitate • Room set-up:

– Chairs in a circle OR standing around a flip chart



facilitate • Room set-up:

– Chairs in a circle OR standing around a flip chart • 5 – 15 people with diverse roles and experience is an

asset, although one-on-one can be powerful too!


• Everyone interested in solving the problem

Everyone Who Touches the Resident Can Participate

• Everyone interested in solving the problem • Look to your process map!


• Everyone interested in solving the problem • Look to your process map! • Multiple disciplines and different roles


• Everyone interested in solving the problem • Look to your process map! • Multiple disciplines and different roles • Who else?

– Residents – Families – Volunteers


• Everyone interested in solving the problem • Look to your process map! • Multiple disciplines and different roles • Who else?

– Residents – Families – Volunteers

• Make sure everyone has an equal opportunity to participate


• Start with the purpose “We are here to _______________!”

• “Give” the questions to the group, then wait at least 20 seconds for a response Sing Happy Birthday to yourself

• Encourage quiet people to talk

Facilitator “Do” Guidelines

How do you handle cynical responses?

“If I understand you correctly, no one has ever done this successfully or well.”

“What would you do if there was an opportunity for change?”

“Can you please re-frame what you just said with a question beginning with ‘what’ or ‘how’? Include some kind of action.

Facilitator “Do” Guidelines

• Work through all or some of the questions without

worrying about the order AND/OR • Follow the conversation with other questions

More “Do’s”


worrying about the order AND/OR • Follow the conversation with other questions • Keep respect at the forefront of the conversation

More “Do’s”


worrying about the order AND/OR • Follow the conversation with other questions • Keep respect at the forefront of the conversation • Have someone record responses on flip charts

More “Do’s”

• Don’t answer questions that haven’t been asked directly to you Even then, ask the group members to provide an answer (they are the wise ones who will have the answers)

• Don’t miss opportunities to “catch butterflies” Record ideas that got missed in the conversation

Facilitator “Don’t” Guidelines

• Don’t continue the conversation when others need to be present -“Nothing about me without me!” Invite them to the next dialogue

More “Don’ts”

• Don’t continue the conversation when others need to be present -“Nothing about me without me!” Invite them to the next dialogue

• Avoid responding positively or negatively to contributions You might ask, “How/What do others think or feel about this suggestion?”

More “Don’ts”

• Hold the dialogue out in the open

• Make impromptu invitations as you enter the area

• Create an “informal climate”, starting with introductions and a story if appropriate

• Maintain eye contact and sit with the group (not higher or far away)

General Tips & Traps

General Tips & Traps

• Talk less than participants, and encourage everyone to share stories and “sift” for action opportunities

• Draw out stories that help people make a leap of understanding from a small example of behavior change to a larger shift in values and/or resource sharing

• Demonstrate genuine curiosity in everyone’s offerings without answering the questions yourself

WILL GET YOU

CROWD SOURCING

What is an idea that you have that might influence a behavior shift with a group of clinicians in your working

environment/project?

What would be your first step/PDSA towards that goal.

Write your idea and your first step on the ONE SIDE of the recipe card on your tables.

NO NAMES BE REALISTIC

WRITE LEGIBLY

•5 rounds of 20 seconds each

•Pass cards around while moving around the room – do not look at the cards while doing so! • •At the end of each round (bells), read the idea on the front of the card

•If you get the same card switch it off with someone immediately

•Rate the idea from 0 – 5 ( 0 being the lowest and 5 being the highest rating -

•At the end of the 5 rounds you will have 5 numbers on the back of the card that will total something out of 25

•Add the numbers

What is made possible?

• A large crowd can generate and sort their bold ideas for action in 20 minutes or less!!

• Helps spread innovations

• Helps people to notice patterns in what emerges

• Helps you to prioritize your work depending on how you set up your question or what you want the team to work out

• Innovations are owned and more likely to endure

• Sparks synergy and coherence in diversity (difference)

• Gives novice innovators and quiet ones a bold voice

Ideas for where to use

• Prioritizing ideas and bringing coherence after a meeting

• For illuminating bold ideas at the start of a conference or task force meeting

Variations

• Ask “If you could un-make one decision that is holding us back, what would it be? What is your first step to un-make it?”

• Ask “What courageous conversation are we not having? What first step could spark our courage?”

• Ask “What do you hope can happen for us in the future? What practical first step can you take now to tip the balance in this direction?”

• What priority should we be taking with our work?

• You can write the work already identified by the team (say from a TRIZ) on the cards and have the group prioritize where to start. Keep knocking off the top 5 or 10 as you can re-do the exercise until you are complete.

Thank you!!

Katie Procter [email protected]

Melissa Crump

mailto:[email protected]

Storyboard template

Title Page

Anecdote

• The story that will pull at heart strings

Background

• What does the research/evidence telling you about your work? Data? Hard facts? Numbers? Costs?

Aim of Your Project

Team Members

Changes Tested

Results so Far

Lessons Learned

Next Steps: Future Focus

Contact Information

Maximizing Your Team's Creative Potential

Health & Medicine

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