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 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. 2
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 ‘On the Run’ Conversations Session 8 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 3
SESSION 2 THE NSW HEALTH CORE VALUES 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. 4
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 . 5
SESSION 3 AND 4 CULTURE AND HIGH PERFORMING TEAMS WHAT IS CULTURE? Answer the questions below. What is culture? How is culture created in a team? 6
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 outcomes • 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. 7
CHARACTERISTICS OF HIGH PERFORMING TEAMS Collaboration Openness What positive behaviours What would openness would demonstrate look like? What would we collaboration? hear or see? High Performance Team Empowerment Respect What positive actions What specific behaviours would support the team would demonstrate members to feel respect? empowered? 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? 8
SESSION 5 GIVING AND RECEIVING FEEDBACK FEEDBACK AND CULTURE What relationship do you see between feedback (individual and team) and workplace culture? 9
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.” 10
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 one's preconceptions 11
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 12
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? 13
RECEIVING CONSTRUCTIVE FEEDBACK What behaviours can help us to better receive constructive feedback? BREAK (15 MINUTES) 14
SESSION 6 EXPLORATORY CONVERSATIONS 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. 15
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. 16
SESSION 7 THE CORE CHAT TOOL 17
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 other 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. 18
WHY CORE? OLLABORATION Working together for a mutually beneficial C outcome that values each contribution PENNESS Plainly and transparently naming concerns O and hoped for outcomes ESPECT Approach CORE Chats in a way that R maintains dignity, shows care and allows for difference MPOWERMENT Agree to actively work to resolve and follow up E any issues taking responsibility for your role PLANNING: CORE CHAT TEMPLATE DRIVING FACTORS: Why do I need to have the conversation? KEY MESSAGE HYPOTHESIS AND RESPONSES: How could they respond? What could be going on for the other person? 19
ADDRESSING - HAVING AN EXPLORATORY CONVERSATION 5. Confirm 2. Describe 1.Establish 3. Explore understanding the situation 4. Agree on a rapport and possible and and seek solution set intention solutions expectations. understanding End positively ADDRESSING - HAVING AN EXPLORATORY CONVERSATION Role #1: Initiate and start the Exploratory Conversation Role #2: Participate in the Exploratory Conversation (10 minute conversation, ROTATE) 20
PERSONAL REFLECTION What went well? What have you learnt? What will you do differently in the future? SESSION 8 ON THE RUN CONVERSATIONS 21
WHAT APPROACH? • Collude • Collide • Exploratory Conversation SESSION 9 ACTION PLANNING AND WRAP UP 22
PERSONAL REFLECTION AND ACTION PLAN My key learnings from this course are..? As a result of this day, I want to …? 23
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