This is a response to a question that I have been praying and then I found this book called crutial conversations and her it is
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Dear Crucial Skills,
I am the manager of a small intensive care unit. I
struggle to get staff to commit to using a tool that would make our patient
care rounds more efficient and ensure that we cover all aspects of care. How
do I hold sixty-seven crucial accountability discussions?
Regards,
The Messenger
 Dear
Messenger,
Good question! Most managers, whether they work in
healthcare or not, face this challenge. How do you implement process
improvements that require new and reliable behaviors? Holding sixty-seven
crucial accountability discussions sounds too time consuming and inefficient.
I'll suggest some strategies.
Work through a team. You'll
need the support of two groups: formal leaders and informal leaders. The
formal leaders include all of the supervisors and managers in the affected
area. The informal leaders include the opinion leaders throughout the
affected area. Focus a disproportionate amount of your efforts on these two
groups of people. Once you've gotten their whole-hearted support, ask them to
help you bring everyone else on board.
Share your path.
Don't just share your final conclusions. Take the formal and informal leaders
along the path you took as you learned about the process improvement. Tell
the story of your initial doubts, your data collection, your evaluation, and
what it was that eventually convinced you.
Identify obstacles and objections. Ask the formal and informal leaders to help you identify
all of the obstacles and objections the process improvement could face. For
example, Lisa, a brilliant nurse manager at Spectrum Health in Grand Rapids,
MI was working to implement bedside reports—a process that involves patients
and their families in shift-change handoffs. This influencer actively
collected every concern she could find. Some of her findings included:
1. Overly involved families
2. Verbiage to use in front of patients 3. May not know Plan of Care 4. Addressing patient needs in the moment 5. Cognitive status issues 6. Time management 7. Meal prep interfering with rounds 8. Psychosocial issues 9. Sharing information that might be embarrassing to patient/family 10. Drug-seeking behavior 11. Worry about creating two reports 12. Every patient needing something when you are in the room 13. How to have time to review the Kardex? 14. How to find people to get/give report to? 15. Is this going to take more time? 16. Physician rounds interfering with report 17. What information can I share? 18. Use of phones during report 19. Transfer of patients during report 20. Waking up patients
Find solutions.
Take people's concerns seriously. Work with the formal and informal leaders
to create convincing answers for each. Lisa asked her team to suggest
solutions to real problems. For example, they decided to get phones for
technicians so nurses wouldn't have to leave during bedside reports.
Answer objections.
Many concerns people have require answers, rather than solutions. They
reflect a lack of understanding, rather than a flaw in the improvement
process. Lisa asked her team to create two-minute answers to every concern.
These answers were usually three to four bullets long. Here is an example:
Concern #9. Sharing information that might be embarrassing
to patient/family
• We will already have permission from the patient. We'll
know what we can share and what we can't.
• We will be the ones who ask family members to leave. • Sometimes, the embarrassment is really ours rather than the patient's.
Make sure all of the formal and informal leaders are
confident they can answer these concerns. Ask them to take the lead in
answering them.
Bring everyone on board.
Hold a meeting—or a couple of meetings—to orient and educate everyone who
needs to change or support the process improvement. Make sure the formal and
informal leaders play important roles in these meetings. Remember, they are
the people who will tip the balance.
Analyze and adjust.
Anticipate and prepare for setbacks. Take extra care to find and quickly
solve problems during the first few weeks that people use the new tool. Use
the formal and informal leaders as your eyes and ears. They will learn about
problems before you will. You won't be able to anticipate every problem in
advance but you can mitigate many issues by including this preparation in
your plan.
I hope these ideas will help. The basic idea is to involve
formal and informal leaders in a systematic way. Use them to first refine the
improvement tool, and then to advocate and educate after it has been
implemented. This process will be far more effective and efficient than
sixty-seven separate conversations.
Good Luck,
David
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