OUR VALUES IN ACTION SESSION 1 INTRODUCTION 1 BACKGROUND NSW - - PDF document

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OUR VALUES IN ACTION SESSION 1 INTRODUCTION 1 BACKGROUND NSW - - PDF document

Oct 03, 2023 182 likes •416 views

HALF DAY WORKSHOP CORE CHAT: OUR VALUES IN ACTION SESSION 1 INTRODUCTION 1 BACKGROUND NSW Health your say Feedback Prevention and Management of Workplace Bullying The (2008) Special Commission of Enquiry into Acute Care Services

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CORE CHAT: OUR VALUES IN ACTION

HALF DAY WORKSHOP

INTRODUCTION

SESSION 1

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BACKGROUND

  • NSW Health your say Feedback
  • Prevention and Management of Workplace Bullying
  • The (2008) Special Commission of Enquiry into Acute

Care Services in NSW Public Hospitals

COURSE FOCUS

The course provides the opportunity to:

  • Reflect on the CORE Values and the culture of your team
  • Develop your skills in giving and receiving feedback
  • Engage in solution-based conversations using the CORE

Chat tool. The CORE Chat is a tool designed to support workplace conversations that are mutually acceptable and forward focused.

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SESSION OUTLINE – HALF DAY

SESSION CONTENT

Session 1 Introductions Session 2 The NSW Health CORE Values Session 3 and 4 Culture and High Performing Teams Session 5 Giving and Receiving Feedback BREAK Session 6 Exploratory Conversations Session 7 The CORE Chat Tool and CORE Chat Practise Session 8 ‘On the Run’ Conversations Session 9 Action Planning and Wrap Up

INTRODUCTIONS

In pairs interview each other. You will need to find out:

  • Their job
  • Where they work
  • Something that is interesting about them
  • Something that is making them happy right now
  • You will be asked to introduce your partner to the whole group
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THE NSW HEALTH CORE VALUES

SESSION 2

YOUR WORKPLACE VALUES

Take a few moments to note your professional values. The best way to define these is to ask, ‘what is important to me at work?’ Aim to list between 5 and 10 values.

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NSW HEALTH CORE VALUES

COLLABORATION OPENNESS RESPECT EMPOWERMENT

NSW HEALTH CORE VALUES

In small groups, share your personal workplace values from the previous activity. Discuss whether your workplace values are similar or not to the NSW Health CORE values.

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CULTURE AND HIGH PERFORMING TEAMS

SESSION 3 AND 4

WHAT IS CULTURE?

Answer the questions below. What is culture? How is culture created in a team?

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EFFECTIVE TEAM CULTURE

When a team takes “real ownership” for the way in which it works, team members:

  • hold a strong and agreed shared vision of the future
  • feel comfortable to ask for, give and receive feedback from each other

as to how they meet their accountabilities

  • understand the impact their behaviour has on achieving the team
  • utcomes
  • look for ways to continuously improve what they do.

CULTURE AND TEAMS

A positive workplace culture contributes to a high performing team which in turn has a positive impact on quality patient care.

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8 CHARACTERISTICS OF HIGH PERFORMING TEAMS

Collaboration What positive behaviours would demonstrate collaboration? Openness What would openness look like? What would we hear or see? Respect What specific behaviours would demonstrate respect? Empowerment What positive actions would support the team members to feel empowered?

High Performance Team

PERSONAL REFLECTION

Take a few moments to reflect on the questions below considering the activities completed at this point in the course.

  • How can I support the NSW Health CORE values within my team?
  • What actions can I take to contribute to a positive workplace culture?
  • What actions can I take to contribute to a high performing team?
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GIVING AND RECEIVING FEEDBACK

SESSION 5

FEEDBACK AND CULTURE

What relationship do you see between feedback (individual and team) and workplace culture?

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GIVING FEEDBACK

  • Always treat the recipient of the feedback with respect
  • Describe the effect/impact of the person’s behaviour on you
  • Address the behaviour not the person
  • Be as specific as possible
  • Provide feedback in a timely manner
  • Pick a suitable time and place
  • Know your own biases.
  • Give the feedback in person
  • Be prepared where possible
  • Provide feedback with the intention to improve the situation
  • Use effective active listening and questioning

EFFECTIVE FEEDBACK

Specific “Henry, you have been 15 minutes late for the last three mornings and this has had a negative impact on the staff morning meeting. Can we discuss what might be the reasons for this and work together on ways to allow you to be at work on time?” Vague/poor “Henry, you are lazy and have a bad attitude toward your job.”

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FACTS AND ASSUMPTIONS

Source: https://pivotalthinking.wordpress.com/tag/ladder-of-inference/

CONFIRMATION BIAS

The tendency to search for, interpret, focus on and remember information in a way that confirms

  • ne's preconceptions
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12 LADDER OR INFERENCE AND CONFIRMATION BIAS

1. Discuss examples of a conversation where you made an assumption or …. And what impact did this have? 2. Knowing what you now know from this course, what strategy(ies) could you have used to better manage the conversation? 3. What are examples of strategies that you use to manage the ladder of inference and confirmation bias? (10 minutes)

POSITIVE TO NEGATIVE RATIO

3 to 5 Positive Comments for every Constructive Comment

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GIVING POSITIVE FEEDBACK

How can you provide positive feedback when a team member(s) exhibits one of more of the CORE values? Receiving Constructive Feedback

  • When feedback is positive – that’s like what?
  • When feedback is constructive (or not so positive) –

that’s like what?

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RECEIVING CONSTRUCTIVE FEEDBACK

What behaviours can help us to better receive constructive feedback?

BREAK (15 MINUTES)

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EXPLORATORY CONVERSATIONS

SESSION 6

DEFINITION - EXPLORATORY CONVERSATION

A conversation with another person regarding an incident/situation that seeks to understand both perspectives from which both work together towards a mutually agreeable solution. An exploratory conversation reflects and builds upon the NSW Health CORE values in being open, collaborative, shows respect and empowers both parties to reach agreement.

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16 ELEMENTS OF AN EXPLORATORY CONVERSATION

  • non-confrontational
  • solution focused
  • may take place between any staff member
  • seeks to understand each person’s perspective
  • strengthens relationships
  • involves each of us taking responsibility for living the CORE Values

in the workplace.

WHERE IS THE FOCUS?

  • When we discuss only the problem, we stay in the ………….
  • A Solution Focused approach identifies what is already working

and amplifies it to make useful changes.

  • It focuses on what is possible rather than on causes of problems

and gets an individual to stop doing what isn't working and do something different.

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THE CORE CHAT TOOL

SESSION 7

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NSW HEALTH CODE OF CONDUCT

4.1 Promote a positive work environment Staff must:

  • 4.1.2 Treat all other members of staff (irrespective of whether they are at the

same level of seniority, or more senior or junior) in a way that promotes harmonious and productive working relationships, and a collaborative teamwork approach

  • 4.1.5 Where appropriate, attempt to settle any complaints, disagreements or

grievances involving other staff themselves in the first instance; or pursue such matters through their manager or a more senior member of staff in a way which is proportionate to the issues raised, utilises applicable NSW Health policies, and recognises that in any process to resolve such matters

  • ther staff also have perspectives and rights.

CORE CHAT FRAMEWORK

The CORE Chat is a tool for having an exploratory conversation that supports living the CORE values. 2 elements Planning Stepping back from situation; Sorting key issues and messages and hoped or outcomes. Addressing Having the conversation.

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WHY CORE?

C

OLLABORATION Working together for a mutually beneficial

  • utcome that values each contribution

O

PENNESS Plainly and transparently naming concerns and hoped for outcomes

R

ESPECT Approach CORE Chats in a way that maintains dignity, shows care and allows for difference

E

MPOWERMENT Agree to actively work to resolve and follow up any issues taking responsibility for your role

PLANNING: CORE CHAT TEMPLATE

DRIVING FACTORS: Why do I need to have the conversation? HYPOTHESIS AND RESPONSES: How could they respond? What could be going on for the other person? KEY MESSAGE

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ADDRESSING - HAVING AN EXPLORATORY CONVERSATION

1.Establish rapport and set intention

  • 2. Describe

the situation and seek understanding

  • 3. Explore

possible solutions

  • 4. Agree on a

solution

  • 5. Confirm

understanding and expectations. End positively

Role #1: Initiate and start the Exploratory Conversation Role #2: Participate in the Exploratory Conversation (10 minute conversation, ROTATE)

ADDRESSING - HAVING AN EXPLORATORY CONVERSATION

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PERSONAL REFLECTION

What went well? What have you learnt? What will you do differently in the future?

ON THE RUN CONVERSATIONS

SESSION 8

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WHAT APPROACH?

  • Collude
  • Collide
  • Exploratory Conversation

ACTION PLANNING AND WRAP UP

SESSION 9

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PERSONAL REFLECTION AND ACTION PLAN

My key learnings from this course are..? As a result of this day, I want to …?