Presenter: Jane Hastie, Patient Experience Specialist Moderated by: Ash Couillard, Moderated by: Ash Couillard Presenter: Jane Hastie, Patient Experience Specialist Topic: Difficult Conversations: Bringing Peace into a Pandemic Organizational Development Topic: Difficult Conversations: Bringing Peace into a Pandemic
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Join Tony on June 18 th at 10am Team Dynamics from the Frontline to the C-Suite Learning Outcomes: 1) Apply the science of mindset and team performance to their teams 2) Identify cognitive and behavioural factors that impact their team’s performance 3) Implement tactical strategies to mitigate the pitfalls of individual and group dynamics that hinder performance in order to optimize their team’s potential 4
Today’s Speaker: Jane Hastie Patient Experience Specialist 5
A crisis is a terrible thing to waste” - Paul Romer, Nobel Laureate Economist 6
Finding our Peace in a Pandemic ► COVID-19 is here, presenting itself as an era-defining challenge to our healthcare systems and global economy with long and short term consequences for conflict not well understood. ► Our systems were already challenged with fragility; overwhelm in the system, damaged relationships, budgetary constraints and highly stressed humans 7
Reimagining Conversations “To succeed in a condition of ongoing pandemic, you will need a culture of unprecedented candor and accountability ” ► A diligent focus on ‘speaking up and speaking up well’ ► Reimaging self, your capacity and motive to enter into dialogue 8
Best Self/Worst Self Best Self: Worst Self: Remember a time when you were Remember a time when you were performing at your personal best triggered into showing up as your worst self Conditions? Trigger (s) Strengths and qualities Behaviour Impact Impact Emotion Emotion Darlene Chrissley, Organizational Development Specialist, 2010 9
“Our biggest breakthroughs generally come after the biggest breakdowns” - Joseph Grenny, Vital Smarts, 2020 10
Fundamentals for conflict resolution: 1. Separate the people from the problem. 2. Focus on Interests , not positions 3. Invent Options for mutual gain . 4. Insist on using objective criteria. 11 Fisher, Ury – Getting to Yes - 1981
Fundamental principles for crucial conversations 1. STATE Model: • State the facts • Tell your story • Ask a question • Talk Tentatively • Encourage testing 2. If you don’t talk it out you will act it out. 3. Unhealthy and Healthy Motives for conversations. 4. What do I really want? Crucial Conversations – Vital Smarts - 2020
Motives for dialogue Unhealthy Motives Motives of Dialogue Be right Learn Look good/save face Find the truth Win Produce results Punish, blame Strengthen relationships Avoid conflict Humility Crucial Conversations – Vital Smarts - 2020
Costs of waiting to speak up “The health of a relationship, team or organization is a function of: the average time lag between identifying and discussing problems.” -Joseph Grenny, Vital Smarts, 2020 Costs of Lag time: • Waiting < 3 days wastes about $5000.00 • Waiting > 5 days wastes more than $25,000.00 Crucial Conversations – Vital Smarts - 2020 14
Leaders , in order to survive and thrive in the months ahead, you need a culture that is: 1. COVID-Resistent : Influence behaviours that will make your employees, physicians, patients and families be safe and feel safe doing what we do best – providing great care in an ongoing pandemic. 2. Recovery – Acceleration: Pivot quickly to dramatically different ways of doing business – cutting costs, exploiting new opportunities, reconfiguring roles, changing your conversations etc. You must rapidly bring together the right players in conversations of unprecedented candor to make the best decisions about needed adaptations then execute flawlessly on those decisions. 3. Virtual-Adapted: We’ve moved irreversibly to new modes of working. If done casually, all of your old culture weaknesses will be magnified. You need the cultural strengths and behaviours that will help you turn this new reality into a strength not a weakness long term. Crucial Conversations – Vital Smarts - 2020 15
Let’s pause for a poll 16
Remain genuine and authentic! ► Get unstuck – stop having debates, dithering, and denial ► Recognize those things that are seemingly undiscussables and sacred cows ► Watch for and be mindful of silent collusion ► Stop yourself form irrational slashing, understand what the real issue is that stands between you and progress ► WHAT IS IT THAT YOU WANT!!?? 17
Accountability Steps for Leaders Describe the gap Describe expected vs. observed Focus on Facts Remove “hot words” Get curious How do I make sure my employees/physicians and patients are safe? How do I make sure my employees/physicians and patients feel safe? Resilience: How do I create a culture that is capable of pivoting quickly to different way so doing business (providing best care for 18 all)?
The Power of Habit “This process within our brains is a three -step loop. First, there is a cue , a trigger that tells your brain to go into automatic mode and which habit to use. Then there is the routine , which can be physical or mental or emotional. Finally, there is a reward, which helps your brain figure out if this particular loop is worth remembering for the future…” Duhigg, Charles (2012). The Power of Habit, p. 19 19
What is it that you want? ► Get the facts ► Explain your understanding ► Listen to others perspectives ► Be present as your best self ► Look for mutual purpose ► Ensure mutual respect ► Change your habits 20
Let’s Chat! ► Use “Raise Hand” feature, or type your question in the chat box ► One question per person ► If we didn’t get to your question, please forward to: leadershipcoaching@hhsc.ca 21
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www.hamiltonhealthsciences.ca www.hamiltonhealthsciences.ca Webinar 1: Fostering Resilience in a Time of Overwhelm Organizational Development
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