Keeping the Team Engaged: Making Things Stick N. Adam Brown, MD, - - PowerPoint PPT Presentation

keeping the team engaged making things stick
SMART_READER_LITE
LIVE PREVIEW

Keeping the Team Engaged: Making Things Stick N. Adam Brown, MD, - - PowerPoint PPT Presentation

Keeping the Team Engaged: Making Things Stick N. Adam Brown, MD, MBA, FACEP Senior Vice President, Envision Healthcare- MidAtlantic Raleigh, NC - February 13 th , 2018 2 3 4 5 The Red Queen Effect It takes all the running you can do, to


slide-1
SLIDE 1

Keeping the Team Engaged: Making Things Stick

  • N. Adam Brown, MD, MBA, FACEP

Senior Vice President, Envision Healthcare- MidAtlantic

Raleigh, NC - February 13th, 2018

slide-2
SLIDE 2

2

slide-3
SLIDE 3

3

slide-4
SLIDE 4

4

slide-5
SLIDE 5

5

slide-6
SLIDE 6

6

The Red Queen Effect

It takes all the running you can do, to keep in the same

  • place. If you want to

get somewhere else, you must run at least twice as fast as that.

  • The R

he Red ed Q Que ueen

slide-7
SLIDE 7

7

LWBS Reduction Decrease LOS 4/5 Decrease LOS Admit Decrease Door2Doc Decrease Readmissions Decrease INC

Current Projects

slide-8
SLIDE 8

8

Agenda

Behavioral Psychology ABCs Coaching Cases

slide-9
SLIDE 9

9

slide-10
SLIDE 10

10

4 Things to Know about Behavior to be Successful (2 Statements / 2 Actions)

slide-11
SLIDE 11

11

Thing #1 Behavior drives process and

  • utcomes.
slide-12
SLIDE 12

12

Thing #2 Behaviors are learned and conditioned through positive and negative reinforcement.

slide-13
SLIDE 13

13

slide-14
SLIDE 14

14

Thing #3 Identify critical behaviors in the process.

slide-15
SLIDE 15

15

Make critical behaviors…

Simple Clear Real Happen Stick

slide-16
SLIDE 16

16

Behavior Sanity Check Is the desired behavior high impact? Is the behavior one in which the team should not deviate?

slide-17
SLIDE 17

17

What are critical behaviors for your projects? (Take 3 Minutes)

slide-18
SLIDE 18

18

Thing #4 Align behaviors to align culture.

slide-19
SLIDE 19

19

4 Things in Review about Behavior Drive Process Reinforced Must be identified When aligned  Culture Change

slide-20
SLIDE 20

20

slide-21
SLIDE 21

21

ABCs: Applied Behavior Analysis

Antecedent Behavior Consequence

slide-22
SLIDE 22

22

ABCs: Applied Behavior Analysis

Antecedent Behavior Consequence

slide-23
SLIDE 23

23

ABCs: Applied Behavior Analysis

Antecedent Behavior Consequence

slide-24
SLIDE 24

ABC Model

GOALS METRICS TARGETS and Other Prompts (Environment)

CRITICAL ACTIONS (Decision Point) OUTCOMES ACHIEVED and Other Anchors

DRIVE PROMPT

ANTECEDENT BEHAVIOR CONSEQUENCES

DRIVE

slide-25
SLIDE 25

ABC Model

GOALS METRICS TARGETS and Other Prompts (Environment)

CRITICAL ACTIONS (Decision Point) OUTCOMES ACHIEVED and Other Anchors

DRIVE PROMPT

ANTECEDENT BEHAVIOR CONSEQUENCES

DRIVE

ANCHOR

slide-26
SLIDE 26

26

Angry Patient v. Nurse Rachet

slide-27
SLIDE 27

27

Visual Management Boards Daily, public tracking of specific behavior and desired outcome.

slide-28
SLIDE 28

28

Visual Management Board

slide-29
SLIDE 29

29

Visual Management Board

slide-30
SLIDE 30

30

Visual Management Board

slide-31
SLIDE 31

31

slide-32
SLIDE 32

32

Behavioral Consequences via Coaching Positive or corrective feedback Modifies or maintains direction Send desired message Allows behavior modification via feedback Avoids “command and control”

slide-33
SLIDE 33

33

Behavior Gap Required Behavior Actual Behavior

Mind the Gap

slide-34
SLIDE 34

34

Managing Performance Gaps

slide-35
SLIDE 35

35

Developing Coaching Contracts

  • Identify the Behavior Problem
  • Measure baseline
  • Pinpoint Specific Actions
  • Identify triggers for behavior
  • Define consequences of behavior
  • Define clear targets and outcomes
slide-36
SLIDE 36

36

slide-37
SLIDE 37

37

Checklist for Feedback

Give objective specifics Convey with good intentions Focus on actions Deliver ASAP Avoid linking Understood?

slide-38
SLIDE 38

38

slide-39
SLIDE 39

39

Overcoming Resistance

Understand the why Communicate need for change Get involved early Create opportunity for small, meaningful change Provide support Be patient Liberation may be necessary

slide-40
SLIDE 40

40

slide-41
SLIDE 41

41

“Collette Reardon”

slide-42
SLIDE 42

42

“Collette Reardon”

slide-43
SLIDE 43

43

1 patient 3 hospitals 2 hours

slide-44
SLIDE 44

44

2 Problems in 2015

Dilaudid Overuse

Opioid Prescription Overuse

slide-45
SLIDE 45

45

The ABCs of Opioid Administration

Antecedent Behavior Consequence

slide-46
SLIDE 46

46

Change the Antecedent

Defined the Problem Scripting Support Alternatives

  • Ketamine, Fentanyl, Toradol

Supported by hospital, nursing, and physicians Patient support/expectations

slide-47
SLIDE 47

47

The ABCs of Opioid Administration

Antecedent Behavior Consequence

slide-48
SLIDE 48

48

Monitored the Behavior

Communicate frequently desired behavior and support Immediate feedback Track Results Celebrate Successes

The Candy Man

slide-49
SLIDE 49

49

IV 2mg Vial Dilaudid Use at Baseline

November 2015 December 2015 Sentara NoVA (45k) 375 310 Sentara LR (35k) 310 180

slide-50
SLIDE 50

50

5 10 15 20 25 30 35 40 45 January Feb March April May June July August September October November December January Feb March April May June July August September October November December 2016 2017

2mg Hydromorphone Vials Orders at SNV

Count

<16mg “D” Monthly

slide-51
SLIDE 51

51

20 40 60 80 100 120 January Feb March April May June July August September October November December January Feb March April May June July August September October November December 2016 2017

2mg Hydromorphone Vial Orders from SLR

Count

<18mg “D” Monthly

slide-52
SLIDE 52

52

The Ripple Effect for Opioid Prescriptions

22% Reduction

slide-53
SLIDE 53

53

slide-54
SLIDE 54

54

The Red Queen Effect

slide-55
SLIDE 55

55

Set Behaviors Measure (VMB) Coach Celebrate Wins

Behavior drives process.