Friday, November 23, 2018

November Leadership and Workplace Monday Roundup

keywords:  leadership, workplace, workplace culture, being an employee, mentorship and mentor relationships, mindfulness and leadership

November's roundup of favorites from the Facebook Page, theme day, "Leadership and Workplace Mondays"

The Key to a Mindful Work Life from mindful.org

Have you cultivated all 5 types of mentor relationships?
mentor #1:  the master of craft
mentor #2:  the champion of your cause
mentor #3:  the copilot
mentor #4:  the anchor
mentor #5: the reverse mentor
source: TED article, The 5 Types of Mentors You Need in Your Life

Compassion in Leadership, How Compassion Builds Better Companies by Jeff Weiner, CEO of LinkedIn:
"Create the right culture, and you create a competitive advantage." 
"The flip side is developing a culture with a compassionate those....create a culture where people take the time to understand the other person's perspective, and not assume nefarious intention; build trust; and align around a shared mission. After nearly 10 years, I still celebrate the fact we can make important decisions in minutes or hours that some companies debate for months.  Create the right culture and you create a competitive advantage."
YouTube video of the talk

Workplace Resource:  Lynda.com
Lynda.com was bought by LinkedIn in 2016 and is available as part of their LinkedIn Learning subscription service.  However, if LinkedIn Learning is not in your budget nor available at your worksite and you want access to Lynda.com, go in to your public library.  Many systems already have a library subscription that is available to patrons (if you have a card, you have access).  If you are not sure if your local library system has it, ask your librarian or your library's designated reference librarian.

The Mind of a Leader 
When leaders are (1) mindful, (2) selfless, and (3) compassionate, this creates trust and social cohesion.  So, when hard times arise, the organization will be ready and resilient.” A 2018 Lunchtime Listen recommendation.



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www.thehospitalhandbook.com

Leadership and Workplace Monday: A Leader who practices Mindfulness and Self-awareness is a Positive Force

keywords: leadership, mindfulness practice, self-awareness, change-agent skills

Source:
From Mindful.org, a long interview article, "The Key to a Mindful Work-Life", written by Sharon Saltzberg, 09.20.2018.  Read the full article on the website.

There were several good take-aways from this interview.  Here are my notes.

"Leadership is never about your title or the size of your budget or how many people you manage.  Leadership is always about influence.  Whether you're a sole practitioner, or you're leading a family, or you're leading a clinic, or leading a multi-billion dollar company, it's about influence.....Do you influence more often for better or more often for worse?"
"What we're aspiring to is every day to feel as though we have more often influenced for better and less often influenced for worse.  And to do that we have to learn a lot about ourselves and what's going on in our bodies and minds and what hooks us emotionally, and how we can connect more fully to the big picture and the people around us."

Mindfulness does not make a feeling disappear.  When you mindfully work through self-reflection, you use your principles to guide you toward how you act in the moment.

"We can't change everything around us, but we can change how we meet it."
Wisdom is..."a complete experience that sees more clearly how things actually are.  We can come to feel in our bones the frustration of trying to control something we will never be able to control or having extreme standards of perfection.  It's wisdom that tells us not to be indifferent to the needs and challenges surrounding us but to be balanced."
Wisdom helps us "recognize that the results we seek and the influence we have may not be so apparent right away."

Planting ideas for the Change-Agent:
"it may be that all we're able to do is plant a seed.  It's going to take some more time for something to unfold, a new change in policy or a process that's going to take some time.  We can dissolve a lot of that frustration if we have some insight into not being in control:  I can't just say poof and have everything accord with my view."

It is too common in the U.S. that the workplace has too much busyness causing unhealthy behavior--> you need time to drink water and go to the bathroom, at a minimum.  There is no substitute for good quality (and quantity) sleep.
"One of the most shocking things I ever heard from a medical director was that they were overrun by prescriptions for two things:  sleeping pills and bladder infection medication, because people don't go to the bathroom as often as they should.  People don't take time for a good lunch."
"If you're running on four, five hours of sleep and you're not eating well and you're not taking care of yourself, you can't be at your best and as a society we can't afford that.  We really need leaders who can be role models of self-care and who can find the win-win-win solutions we need today:  good for the organization, good for the employee, good for society."

Mindfulness and Self-Reflection for the Leader
"Mindfulness gives us a glimpse of certain basic truths about life, such as that everything is changing all the time.  It's one thing to know that intellectually, which we all do, and it's another thing to have an increasingly embodied understanding of that."
"You may have carried the smaller perspective that a strong leader is somebody who takes strong command, but you may begin to see that this smaller picture of leadership doesn't include listening, inclusion, or accommodation of other points of view.  It's me-centered.  When you've seen for yourself that this picture is not true--that the strength we associate with an overbearing leader is a seeming strength that is too harsh, too brittle, too isolating--you gain perspective again.  Then you can go forward."  

Read the full article at Mindful.org here.


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November Self-Care Saturdays Inspiration List

key words:  self-care, practitioner resilience, wellness, mindfulness practices, nutrition for health, recipes, TCM at-home care for mild cough in children

The November Self-Care Roundup

Some inspiration from the Self-Care Saturdays theme over at our public Facebook Page




"In Chinese medicine, we view each season of the year as important in the balance of the others.  Winter balances summer, spring balances fall, yin balances yang.  And just like yin and yang have characteristics and influences that are important to each, so do the seasons have varying impacts on our health and well-being.  Autumn is the metal season in Chinese medicine.  Metal in balance presents as optimism, fresh ideas and new perspectives.  Balanced metal also gives us a sense of our self-worth.  We are equally able to let go of the old unnecessary thoughts or items in our life, and be open to new ideas and thoughts, people, places and things.  When we are out of balance in the metal element, we might view everything pessimistically.  The imbalance might also express itself as an inability to let go of things or people, living always in the past, refusing to move on with or from a project (occasionally presenting as irrational striving for perfection!), or possibly just stubbornness or a weepy depression.
"Consider these helpful tips and recipes for harmonizing with the season..."  Read more here


"It's important to understand that treating your child's cough naturally is not a one-and-done.  Instead, it's about combining the right remedies that will work for your child according to their age and the type of cough they have.....For best results, it's important to combine remedies, use them consistently, and have patience with the process."  



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Friday, October 19, 2018

Call for Papers from JACM: are you teaching classes in tai chi, qi gong, acupressure, or other self-care integrative health therapy?

key words:  research, peer-reviewed scientific journals, focus on integrative health

The Journal of Alternative and Complementary Medicine has a call out to submit your work and/or papers if you have been teaching classes in tai chi, qi gong, acupressure, foam-rolling, mindfulness, or other self-care therapies to patients.

Please read the journal's guidelines for submission and submit your qualifying work before February 28th, 2019, for their special focus issue, Innovation in Group-Delivered Services, due to publish about July 2019.

you can submit:

  • original research
  • commentary
  • reviews
  • particular interest in:
  • cost outcomes
  • payment strategies
  • sustainable program models


also interested in commentaries:

  • about related health policy
  • reimbursement changes based on clinical research
  • translational issues
  • implementation research
  • comparative cost analysis


Read more about submission options and guidelines at their website
Here are some excerpts from the guidelines page:
"An emerging mosaic of clinical evidence supports vastly expanded use of group services to deliver optimal care--especially in integrative health and medicine models."

"We see access to services among economically-challenged, multiethnic populations who cannot otherwise access integrative care.  We see emerging evidence of cost-savings and of increased satisfaction among practitioners who have a clinical component of group work." 

"Strategies for behavioral change show a facilitative leadership style with opportunities for interactivity and experiential learning are more effective methods of learning, of engagement and of empowerment.  For the values of integrative health, we see tremendous alignment."

"In July 2019, JACM will publish a Special Focus Issue on Innovation in Group-Delivered Services.  We are pleased to engage this work in partnership with Integrative Medicine for the Underserved (IM4US) and Centering Healthcare Institute." 

"We are encouraging  submission of original research, commentary, and/or reviews.  We are interested in effectiveness data from innovative models.  We seek reports on cost outcomes, payment strategies, and sustainable programs.  We are interested in group models focused on single methodologies tailored to group-based acupuncture and in multimodality approaches.  We are interested in methodologies tailored to group-based research and applied clinical education strategies on group clinical methods.  We seek commentaries that explore health policy and reimbursement changes based on clinical research." 

"In alignment with JACM''s ongoing editorial focus, we seek explorations of translational issues, implementation research, comparative cost analyses, and improvement research."

"We invite your submissions! We are interested in group-delivered services with intended clinical endpoints.  We anticipate that group services will be increasingly offered as medicine moves to become a system for enabling people toward health.  Our goal is to create a volume that will serve as guidance for increasing appropriate uptake of innovated group services in health-oriented payment and delivery of the future."
"When submitting your paper, please select the Innovation in Group-Delivered Services 2019 Special Issue manuscript category to ensure it is considered for this special issue.  Original manuscripts should be no longer than 3000 words and Systematic Reviews should be no longer than 4500 words.  Title, abstract, acknowledgments, disclosures, references, and figure/table legends do not count toward the word limit.
"Additional feature:  as an additional feature in this JACM Special Focus Issue, we urge your submission of a 500-word commentary to reflect on next steps for group-delivered services:  controversies, unusual experiences (not case reports), models of care, educational models, etc.  We will select from those submitted a set that will be published together to capture the challenges and opportunities for this moment for the field."

Monday, October 8, 2018

Leadership and Workplace Monday: Making Space for Innovation; seeing failure as constructive toward growth

wall chart to measure growth
key words:  leadership and workplace, change-makers, nonprofit leadership innovation
key concepts:  leading innovation, tools and ideas to help lead change in your organization, how to embrace failure on the path to change as opportunities to learn from your mistakes instead of fearing mistakes, moving forward and embracing change is uncomfortable--how do you help your team be more comfortable with transparency with mistakes and learning from failure as a way to improve the workplace

When you are changing the traditional medical system toward embracing more "care", "patient-centered-ness", and "health" paradigm, you will need to make time and room for innovation, change, and embracing failure.

This interview from Driving Participation podcast with Jesse Lane of Pure Charity shares practical tools to make space and time for the growth mindset and space for innovation every organization needs to grow and thrive.

Source:  The Driving Participation podcast with Beth Brodovsky.
Interviewed Jesse Lane of Pure Charity on 9.26.2018
"Creating a Culture Where Ideas Come to Life" or on iTunes.

“Trying new things can be scary—but often, the payoff is worth it. Jesse Lane of Pure Charity joins this session to explore ways nonprofits can be more innovative and how to create an environment that fosters creativity. He shares how at an organization he was a part of, they would set aside four hours every week just to brainstorm new ideas or work on implementing ones already in the pipeline. It created an environment for innovative ideas to be brought to the table in a new way and people were excited to share their suggestions. He and Beth explore why failure isn't always bad, how to get your donors involved in organizational changes, and much more.”

Megan's notes from listening

Core Values, a check-in minute 0-16
Hospitals, healthcare systems, nonprofit organizations have a published mission, vision, and core values.  After you publish your core values, are you checking in to see how your operations and products reinforcing those values?

When you know a core value isn't a core value:
If the core value does not show up in the work you are doing, it is not a core value.
As an organization, if you are not actively doing things that support, reinforce, and nurture that core value, it will not show up in your organization's products/outcomes or culture. [paraphrase]

Innovation vs. fear of failure and fear of risk-taking
growth and innovation mindset vs. scarcity mindset

When moving toward innovation, make failure a positive learning experience and keep moving forward.


Moving Forward:  Creating a Culture of Innovation

What are the needed basics?  minute 16

  • dedicated time
  • dedicated space
  • dedicated supplies

What are practical ways to initiate a culture of innovation, a growth mindset? minutes 18-19
These are the ideas Jesse mentioned:

  • quarterly shark tank experience
  • weekly meetings 
  • invest in a "sandbox lab"

What does this look like? (example) minute 21-23 and 24-26

  • 10% time innovation
  • 4 hours on Fridays.  4 hours/40-hour work week = 10% time investment
  • 4 hrs Friday afternoon "innovation lab"


What changes must leaders make to encourage this kind of innovation?  minute 26-28

  • model it themselves
  • dedicated time
  • dedicated space
  • system for accountability
    • i.e. dedicated task force (people) "innovation champions"
  • budget for it


How do organizations best address failure as a positive?  minute 28
  • celebrate the risk that was taken, even when it was not successful
  • What did we learn from this (failure)? minute 31 Where do we go from here?
  • See failure as a first step toward a success story
  • check in with your end user on your work and get feed back.
    • Must be doing regular check in with your end user on your work and getting feedback because this helps you avoid getting too far from your work/mission/end user
    • example:  "We designed this for you; what is your feedback?"
What are some first steps toward adding innovation to your organization's culture? minute 38
  1. set realistic goals, definition, and structure
    • example:  budget, time, space.  4 hours/week I go to the coffee shop with Person B to keep you accountable to your new idea
  2. start small 
  3. set goals 
  4. create an accountability system
  5. check in regularly with your end user
Quote from the TED Talk:
"...enthusiastic skepticism is not the enemy of boundless optimism.  It is optimism's perfect partner.  It unlocks the potential in every idea." --Astro Teller, "Moonshot Factory", X Project, Google.


Related Blogposts on Leadership and Work-place
resources related to changing workplace culture and moving the Integrative Health paradigm forward

Friday, September 14, 2018

Building the Hospital-practice Learning Opportunities Directory, "Find Your Trail Guides"

Help us build a new directory of hospital-based learning opportunities!

keywords: resource directory, wisdom-sharing, finding trail guides, a short survey

Get your hospital-based resource listed in a new 
Hospital-practice Handbook Project directory!
Find Your Trail Guides:  The Hospital-practice Learning Opportunities Directory

www.thehospitalhandbook.com

This was announced in the August 2018 HH Project newsletter.

Situation
I often receive inquiries about how to start in hospital practice

Background for Directory idea
In June, after I finished posting the last of the How to Get Your Foot in the Door of Hospital Practice blogpost series, I surveyed the hospital practice group and learned we do not yet have a published directory of practitioners and/or programs that offer direct ways of finding trail guides or maps (i.e. mentorships, internships, shadow opportunities, or courses/programs) for EAMPs/L.Acs. interested in hospital practice OR interested in a new area of hospital practice. 

Assessment
From all the feedback on the directory plus the feedback from publishing the blogpost series, it sounds like the directory will be a useful resource for you all and the larger hospital-practice EAMP/L.Ac. community.  The directory also ties in with future Hospital Handbook Projects, including the two interview series, Paths to Practice and Issues in Hospital Practice Webinar Series

Plan
In response, I create an online survey form to collect information.  Please share the survey link with colleagues or your hospital admin (hospital sponsor).  I know everyone is busy! 

Let's see if we can get a least 10 response by October 1st, 2018, so I can have a goal of getting it up as a pdf on the website soon after.

Review:  The What and Why of the Survey
We are gathering information via an online survey to create a pdf directory that can be accessed via the Hospital Handbook (HH) Project website, the Find Your Trail Guides:  A Hospital-practice Learning and Mentorship Opportunities Directory.

Please follow the survey link and share it with hospital-based colleagues and your hospital admin.

What opportunities qualify for the survey/directory?
Any hospital-based practice learning opportunity, to include, but not limited to:
The Learning Resource Survey for
the new Directory

  • internships
  • shadow opportunities
  • mentorship opportunities
  • preceptorships
  • fellowships
  • courses related to hospital-based practice


Goal:  have at least 10 completed survey forms before October 1st, 2018, so we can publish the first edition of the directory soon after.

Fill out the survey today!

Thank you.

www.thehospitalhandbook.com

Wednesday, September 12, 2018

Metrics, Hospital Score Cards, and Value-based Care Model: The Leapfrog Group and the Hospital Safety Score

keywords:  value-based metrics, hospital score cards, hospital admin, good teamwork = increased patient safety, quality assurance measures, consumer advocacy

Background
Within the last 20 years, hospital-level metrics and safety outcomes reporting has become more standardized with the work of nonprofit consumer safety groups like the Leapfrog Group as well as the national Medicare reporting measures which have been adapting a "clinical outcomes value-based metrics" reporting system or "scorecards".

Why should you know a little about this?
It helps to understand the pressures and standards your facility is working toward when you are developing (or improving) your own clinic outcomes measures, so that you can align your metrics with your facility's larger mission and vision.
http://www.leapfroggroup.org

What is the Leapfrog Group?

The Leapfrog Group is a nonprofit consumer safety and advocacy group founded in 2000.  It was spurred into action by the 1999 Institute of Medicine's report, To Err is Human, which revealed the terrible magnitude of preventable medical errors in U.S. hospitals.  So, the Leapfrog group developed and continues to refine and produce the "Hospital Safety Score", a standardized "scorecard" metric for consumers, employers, and insurance companies to compare and contrast hospitals in their region.  Led by CEO Leah Binder, the Leapfrog group works to encourage transparency in hospital patient safety guidelines and scoring.

The Leapfrog Groups Founding Principles are:
  • people should have access to information to make informed decisions about their health care
  • purchasers should pay for the best outcomes at the best price
  • foster a marketplace for high-value care 

The Leapfrog Group: 
"is a nonprofit watchdog organization that serves as a voice for health care purchasers, using their collective influence to foster positive change in U.S. health care.  Leapfrog is the nation's premier advocate of hospital transparency--collecting, analyzing and disseminating hospital data to inform value-based purchasing."

website:  http://www.leapfroggroup.org/about
Facebook page:  https://www.facebook.com/TheLeapfrogGroup
Look up your facility's Hospital Safety Grade and history at http://www.hospitalsafetygrade.org

It currently has 3 main programs:
  1. The Leapfrog Hospital Survey:  an annual, voluntary survey that collects measures from about 2,000 hospitals on patient safety and quality assurance measures
  2. Leapfrog Hospital Safety Grade:  This initiative assigns letter grades (A, B, C, D, or F) to hospitals based on the facility's patient safety record (hospital errors, patient hospital-acquired infections, accidents, and hospital-acquired injuries). 
  3. Leapfrog Value-Based Purchasing Program:  a pay-for-performance program using Leapfrog Survey data 

The Leapfrog Group now: 
"reports data on almost 2,000 hospitals, with regional partnerships in 36 states.  We kick-started a national campaign to reduce early elective deliveries, launched a pay-for-performance program, and designed the Leapfrog Hospital Safety Grade to empower consumers to make better choices."

Leapfrog Group's Mission:
"To trigger giant leaps forward in the safety, quality and affordability of U.S. health care by using transparency to support informed health care decisions and promote high-value care."  
http://www.hospitalsafetygrade.org/

Leapfrog's Consumer Communication about the Hospital Safety Grade Program:
All the short videos below have the theme of "great hospital team care communication = good patient safety"




Other Hospital-level Metrics Groups Known for their Value-based (usually patient-centered) Outcome Measures

If you are aware of other hospital-level metrics groups and programs, please add them with a link to their webpage in the comments section of this post and send me a message.

Did you find this information useful?  Please support continued work on the blog through a contribution via our website.  Thank you.
http://www.thehospitalhandbook.com/support-the-project/