HLSC605 MOdule 4: Activity 1 by Sue Gledhill https://padlet.com/sue_gledhill/agdsch6dxmzk Discuss with your Shareboard peers an area of practice in your work environment that you would like to improve/change and how you would initiate/implement the improvement/change? You might like to refer to the descriptors above to guide some of the implementation process. en-us 2016-07-11 05:08:34 UTC 2017-05-17 06:25:57 UTC hello@padlet.com Transformational leadership and crossfunctional teams https://padlet.com/sue_gledhill/agdsch6dxmzk/wish/123312700 Hello Fellow boarders

When looking to make changes within the organisation from the perspective of a leadership position, the use of frameworks provides the foundation to apply principles of change that are transparent and able to be applied across settings. A framework also provides a structure for research into organisational activities in that it allows for an analysis of process and outcomes within the philosophy of the framework. In reflecting on the thought generated for this shared board, the capability of partnering and collaborating across boundaries that forms part of the Health Education Training Institute (HETI) NSW Health Leadership Framework (2013) was appealing. This fits in with the concept of cross-functional teams and collaborating within this rich environment. There is still very much an ‘us and them’ culture within teams within the hospital setting and to no lesser degree within teams that are of the same specialty area. An example of this within my work environment of mental health is that of  the acute care teams and the community teams. Both teams, while driven by the same person centred recovery principles are protective of boundaries, resources, and their own consumers' care. However, both teams are governed by the same directorship. To provide an incentive for a cross-functional team approach to any clinical environment, the executive and hierarchal team are pivotal in providing this guidance. The role of the nurse leader is to seek frameworks, strategies, and approaches to supporting their teams to make changes.  Solman (2010) describes the skills of the leader as critical to the challenges of moving forward in the development of stronger workforces.  Solman (2010) describes the transformational leadership framework as a positive and enabling framework that supports the leader to adapt to the challenges of globally changing workforce. Utilising a transformational framework would be an ideal framework to transform siloed or isolated specialty teams into collaborative person centred teams with exclusive knowledge yet shared values and visions. 

Amanda

 
Health Education and Training Institute. (2013). The NSW Health Leadership Framework. Viewed online 9 September 2016 http://www.heti.nsw.gov.au/Global/HETI-Resources/leadership/HETI-leadership-framework.pdf

Solman, A. (2010). Director of nursing and midwifery leadership: informed through the lens of critical social science. Journal of Nursing Management, 18, 472–476. doi:10.1111/j.1365-2834.2010.01096.x Wk5P�9w��J

]]> 2016-09-12 23:56:59 UTC https://padlet.com/sue_gledhill/agdsch6dxmzk/wish/123312700 Innovation for practice improvement https://padlet.com/sue_gledhill/agdsch6dxmzk/wish/124507696 I am going to present retrospectively as this is a very recent change event that I initiated across the service and is still in the early days. The introduction of the electronic medical record (EMR) presented significant resistance with a number of clinicians. When speaking about EMR at clinical meetings there would be a lot of negativity, which fired staff up and shut other staff down. As I had some experience already with EMR, I would bring my own experience to these meetings by acting as a positive role model with how this innovation had benefitted me. The initiative I decided to implement with support from senior management was a glossary. Employing a collaborative approach with other teams within the community I asked for their feedback on the glossary and what they would like to see in it. I then took the lead to put together the staffs definitions and language that were factual and evidenced based to help with writing clinical notes. This was going to be a change from the paper files which some staff for a very long time had written in a narrative format.  Nel (2012) defined innovation “as a new idea applied to initiating or improving a product, process or service” (cited in Australian Catholic University, 2016, module 4, p.4).  Although everyone has there own style of writing, some of the issues were the clinical language used that needed improvement. This was based on my own understanding of a number of strategic change processes that were being introduced across the service. This became a way of building support for the innovation but also improving evidenced based language and addressing the fear clinicians were experiencing. The fear was the transparency of clinical notes and the information that needed to be explicit.  Although there are some issues with this technology, workload being one, overall it is starting to be embraced and clinicians are thinking more about documentation than previously which has to be a good outcome. The glossary is being viewed at an area level at this time prior to being put out as an official document.

Kerry
 
Australian Catholic University (2016). Module 4 HLSC605 Unit Materials.Retrieved September 17, 2016, from https://leo.acu.edu.au/pluginfile.php/1786079/mod_resource/content/1/eModule%204%20HLSC605%20Leadership%20in%20Health%20Care.pdf
]]> 2016-09-17 09:46:44 UTC https://padlet.com/sue_gledhill/agdsch6dxmzk/wish/124507696 I would like to change many aspects of the way our administrative support team operates. This team is comprised of workers who focus on reception, telephone bookings, customer service, payments and a wide variety of office responsibilities. The work they provide is the face of the health professional group they support. I have frequently reflected on this, as there is many areas where the systems and processes the administrative staff use, fail to reliably back-up the programs they are designed to support. Errors, mistakes, quality issues, skill defecits, customer management and lack of attention to detail are common occurences. I wonder if a review of the organisational structure may support this team in change. Currently, this team reports to a manager (who is an excellent leader and communicator), but who does not have responsibility for operational procedures, whereas providing precise operations is the core task of an administrative team. Through embedding this low-performance group into a more suitable line of operational management may increase guidance, training and support.   change to the reporting structure, may assist this group to enjoy sustained improvements for the benefit of all. https://padlet.com/sue_gledhill/agdsch6dxmzk/wish/125373132 Bernie]]> 2016-09-21 12:52:30 UTC https://padlet.com/sue_gledhill/agdsch6dxmzk/wish/125373132 https://padlet.com/sue_gledhill/agdsch6dxmzk/wish/127673263 2016-10-01 11:11:51 UTC https://padlet.com/sue_gledhill/agdsch6dxmzk/wish/127673263