|
Tuesday, June 10, 2008 |
|
|
|
7:00–8:00 AM |
Registration and Continental Breakfast |
|
|
|
8:00-8:20 AM |
Introductions and Overview |
|
|
|
|
Michael Leonard, MD, Allan Frankel, MD, J. Bryan Sexton, PhD |
|
|
|
|
|
8:20-8:50 AM |
What is a Team? |
|
|
|
Allan Frankel, MD, J. Bryan Sexton, PhD, Michael Leonard, MD |
|
|
|
|
In this session, faculty will define what team is, an essential component for the next two days. |
|
|
|
Objective: Define a team. |
|
|
|
|
|
|
|
8:50-10:00 AM |
Human Frailty and System Complexity: The Healthcare World We Live In |
|
|
|
Allan Frankel, MD, J. Bryan Sexton, PhD, Michael Leonard, MD |
|
|
|
|
To engage health care providers in promoting and participating in a mindful environment, we need to communicate the need to appreciate the degrees of human fallibility and the ways in which complex environments magnify human error. This session will help participants understand the relationship between human behavior and complex systems in a compelling mathematical relationship. |
|
|
|
Objective: Understand the relationship between human behavior and complex systems in a compelling mathematical relationship. |
|
|
|
|
|
|
|
10:30-10:30 AM |
Break |
|
|
|
10:30-11:15 AM |
What is Leadership? |
|
|
|
Allan Frankel, MD, J. Bryan Sexton, PhD, Michael Leonard, MD |
|
|
|
|
Teamwork is all about leaders and teams, and leadership is not an innate skill — it can be taught, and everyone can improve. During this session, participants will learn the simple, but often challenging, key characteristics of leadership — the essential components of getting teams to work well. |
|
|
|
Objective: List the key characteristics of leadership. |
|
|
|
|
|
|
|
11:15 AM-12:00 PM |
The Essential Behaviors and Practices that Comprise Good Teamwork |
|
|
|
Michael Leonard, MD, Allan Frankel, MD, J. Bryan Sexton, PhD |
|
|
|
|
A main purpose of improving teamwork is better, reliable, and accurate communication. SBAR and closed loop communication serve a few purposes: to help providers frame their thoughts succinctly, to improve critical thinking, and to ensure the transmission and reception of verbal information is accurately sent and received. During this session, participants will gain an understanding of how these tools offer a standardized approach to handoff communication.
Conflict is an intrinsic part of human social relationships and teamwork. Members of teams will have different points of view about actions to take — and tension around those views is normal and healthy. Participants will learn some reasonably straightforward skills for managing that tension to increase the effectiveness of teams. Included in this session are practical and implementable policies and procedures to apply in departmental units. |
|
|
|
Objectives:
- Describe how SBAR and closed loop communication offer a standardized approach to handoff communication.
- Apply skills for managing team tension derived from different points of view to increase the effectiveness of teams.
|
|
|
|
|
|
|
|
12:00-1:00 PM |
Lunch |
|
|
|
1:00-2:30 PM |
The Essential Behaviors and Practices that Comprise Good Teamwork (cont’d) |
|
|
|
|
|
|
|
2:30-3:00 PM |
Break |
|
|
|
3:00-4:00 PM |
The Power of Context – Understanding Human Attitude and Behavior in Complex Social Settings |
|
|
|
|
J. Bryan Sexton, PhD, Michael Leonard, MD, Allan Frankel, MD |
|
|
|
|
In exactly the same way that a policeman holding a radar gun effectively controls the speed of oncoming traffic, attitudinal measurement — by shining a light on health care providers’ perceptions — enhances the likelihood of modifying those attitudes to better support a safe and reliable milieu. Attitudinal surveys will be described and discussed in detail. The skills required for effective data analysis will be described and table-top exercises will be used to help sharpen participant skills. Participants will also engage in discussion regarding tactics to improve areas with low numbers. |
|
|
|
Objectives:
- Describe attitudinal surveys to better support a safe and reliable surrounding.
- Define the skills required for effective data analysis.
- Apply tactics to improve areas with low attitudinal survey numbers.
|
|
|
|
|
|
|
|
4:00-5:00 PM |
Strategy, Structure and Execution: The Big Picture of Making Action Successful |
|
|
|
Allan Frankel, MD, Michael Leonard, MD, J. Bryan Sexton, PhD |
|
|
|
|
Achieving greater reliability and safety requires effective strategic decision making and the support of both resources and operations. This session describes the framework of comprehensive patient safety and delineates where teamwork training fits in the framework. Participants will take part in a briefing simulation and discussion, as well as other group activities. |
|
|
|
|
Objectives:
- Describe the framework of comprehensive patient safety and depict where teamwork. training fits in the framework
- Complete a briefing simulation.
|
|
|
|
|
|
|
|
5:00-6:00 PM |
Networking Cocktail Reception |
|
|
|
|
|
|
|
Wednesday, June 11, 2008 |
|
|
|
8:00-8:20 AM |
Review of Day One Activities and Questions |
|
|
|
|
|
|
|
8:20-9:00 AM |
Debriefings: The Link Between Team Practice, Learning and Action |
|
|
|
|
Allan Frankel, MD, Michael Leonard, MD, J. Bryan Sexton, PhD |
|
|
|
|
Team practice flourishes in a learning environment and is severely handicapped in one that is not. Every health care provider should know the basics of how to test change. This session will teach participants how to use small tests of change to implement team practice. Participants will implement briefings in their current work by describing their initial steps, both in planning and implementation. |
|
|
|
|
Objectives:
- Describe how to use small tests of change to implement team practice.
- Define initial steps, both in planning and implementation, to implement briefings in current work.
|
|
|
|
|
|
|
|
9:00-9:45 AM |
Observation of Teamwork and Communication: How to Do it, Measure it and Use if Effectively |
|
|
|
|
Allan Frankel, MD, Michael Leonard, MD, J. Bryan Sexton, PhD |
|
|
Observing is an opportunity to measure specific aspects of team behavior and to use those measures to drive change and improvement. In addition, the act of observing is likely to improve team process. This modality remains in its infancy in health care but a lot is already known. This session looks at the various efforts to observe team practice in health care and teaches participants how to implement these programs in high-risk interventional units. Similar to attitudinal surveys, these measurements can be used to significantly affect behavior. |
|
|
|
Objectives:
- Summarize various efforts to observe team practice in health care.
- Apply methods of observation of team practice in high-risk interventional units.
|
|
|
|
|
|
|
|
9:45-10:00 AM |
Break |
|
|
|
|
|
|
|
10:00-11:00 AM |
Including Patients as Team Members: Communicating Effectively Requires Thinking About Health Literacy |
|
|
|
|
Michael Leonard, MD, Allan Frankel, MD, J. Bryan Sexton, PhD |
|
|
|
|
Patients play a unique role as part of a health care team. They are both team members and the recipient of the team’s work effort. A patient’s ability to participate in the team process is most directly linked to how well health care providers explain the issues. During this session, participants will gain an understanding that the ability to effectively transmit what they know to patients is a key communication — and teamwork — skill. |
|
|
|
|
Objective: Describe how the ability to effectively transmit what health care providers know to patients is a key communication — and teamwork — skill. |
|
|
|
|
|
|
|
11:00 AM-12:00 PM |
Implementation Strategies – Getting from the Status Quo to Sustainable Excellence |
|
|
|
|
Michael Leonard, MD, Allan Frankel, MD, J. Bryan Sexton, PhD |
|
|
|
|
Teamwork presumes transparency of ideas and the willingness to discuss weaknesses, errors, and flaws. Patients expect no less from health care providers — and ultimately there is little difference between transparency in a team and disclosure to a patient. However, patients play two roles: team member and the center of attention and action. Their vulnerability requires that teams manifest a special set of skills when discussing error and adverse events. After a brief lecture, participants will analyze a scenario in which a physician has to disclose information to a patient about a clinical misadventure. |
|
|
|
Objective: Analyze a scenario in which a physician has to disclose information to a patient about a clinical misadventure. |
|
|
|
|
|
|
|
12:00-1:00 PM |
Lunch |
|
|
|
|
|
|
|
1:00-1:45 PM |
Implementation Strategies – Getting from the Status Quo to Sustainable Excellence |
|
|
|
|
Allan Frankel, MD, Michael Leonard, MD, J. Bryan Sexton, PhD |
|
|
|
|
Implementing team practice in a department or unit requires significant programmatic effort. During this session, participants will learn what is currently known about successful implementation strategies and put together a plan in two settings. |
|
|
|
|
Objectives:
- Summarize successful implementation team practice strategies.
- Create a plan for implementing team practice in two settings.
|
|
|
|
|
|
|
|
1:45-2:30 PM |
Data Driven Recommendations –Taking Back the Best of the Program for Use in Daily Life and the World You Live In |
|
|
|
|
J. Bryan Sexton, PhD, Allan Frankel, MD, Michael Leonard, MD |
|
|
|
|
Participants will learn how to use the data to drive change |
|
|
|
Objective: Analyze data to drive change. |
|
|
|
2:30 – 3:00 PM |
Program Summary |
