Tactical Strategies to Avoid Pitfalls and Optimize Performance 2 - PowerPoint PPT Presentation

Presenter: Tony DeBono, Chief of Interprofessional Practice Moderated by: Ash Couillard, Moderated by: Ash Couillard Presenter: Jane Hastie, Patient Experience Specialist Topic: Team Dynamics from the Frontline to the C-Suite: Organizational Development Topic: Difficult Conversations: Bringing Peace into a Pandemic Tactical Strategies to Avoid Pitfalls and Optimize Performance

2

Upcoming Webinar: July 9th Join Kara Langdon and Bryan Herechuk for Effective Decision Making in Times of Uncertainty and Ambiguity Learning Outcomes: ► Understand the decision quality framework ► Use the decision quality checklist, a tool that aids leaders to make and/or evaluate decisions, where decision accuracy may not be possible; focusing instead on the quality of the decision making process ► Hear shared experiences about how the decision quality framework has been used by leaders at HHS, especially during times of uncertainty such as our COVID-19 3 response

Webinar Housekeeping ► Everyone will be muted except the host and moderator ► Ask questions through the Zoom chat box ► All webinars will be recorded and posted on the HHS YouTube for later viewing  https://www.youtube.com/user/HamHealthSciences/playlists ► For technical issues, please contact the Helpdesk at ext. 43000 4

Objectives Team Dynamics from the Frontline to the C-Suite: Tactical Strategies to Avoid Pitfalls and Optimize Performance ► Apply the science of mindset and team performance to their teams ► Identify cognitive and behavioural factors that impact their team’s performance ► Implement tactical strategies to mitigate the pitfalls of individual and group dynamics that hinder performance in order to optimize their team’s potential 5

A Tale of Two Bernards (Louis Lanzano/Associated Press) (Tom Hogan Photos/Golden Boy Promotions) 6

The Spoon Story: A Team Pushed to Their Growth Edge 7

Fundamental Attribution Error If it’s the “other” : Personality > Situation If it’s “me” : Situation > Personality 8

To Grow or Not to Grow, That is the Question Fixed Mindset – validation of Growth Mindset – improvement of one’s ability is of primary importance one’s ability is of primary importance • • Effort is a “tool” and setbacks High effort or setbacks are threatening, suggesting low provide data about the process of ability learning • • Persistence is curtailed Persistence is sustained (Dweck & Yeager, 2019) Romolo Tavani/Shutterstock 5

Leaders Believe in Workplace Culture Survey of CEOs/CFOs: n = 1,348  91%, culture is “important” or “very important” to their firm  79%, culture amongst top 5 value drivers (54% indicated top 3)  92%, improving culture would increase value  41%, do not make decisions based on NPV 10 National Bureau of Economic Research; Graham et al., 2017

Personality of CEOs Matter  Conscientiousness  Detail-Oriented ( 𝛾 = .62, p < .01)  Openness to Experience  Adaptability ( 𝛾 = .50, p < .01)  Agreeableness inversely  Results-Oriented ( 𝛾 = -.88, p < .05)  Adaptability   Revenue Growth ( 𝛾 = .09, p < .05),  Market Valuation ( 𝛾 = .50, p < .05),  Fortune Ratings ( 𝛾 = .54, p < .01),  Stock analyst recommendations ( 𝛾 = .51, p < .05)  Employee ratings on Glassdoor ( 𝛾 = .66, p < .05) 11 Group & Organization Management; O’Reilly et al., 2014

Adaptability in Action 12

The Mindset of the Organization Matters Fixed Mindset Organization Growth Mindset Organization • • Rewarded for demonstrating Rewarded for learning and individual ability and talent developing skills • • Motivated by peer competition Motivated to develop competencies • • “Failure” = learning opportunity Reduced risk-taking/challenges • • Information hoarding Motivated to learn from others • Acceptance of unethical behaviour 13 Personality and Social Psychology Bulletin; Canning et al., 2020

Pause, Breathe, Reflect, Breathe Der Schrei der Natur (The Scream of Nature), Edvard Munch 14

Common Information Bias ► Information that is known to the majority is powerful • Familiar information gets the most airtime  A numbers game: “majority rules”  It’s risky to be the Devil’s Advocate  Cohesion feels good…which is particularly tempting during a crisis 15

Groupthink & Conformity ► Beware of teams that are overly agreeable with each other ► Apparent “agreement” is a risk !  Times of complexity and ambiguity  Admiration of team  Fear of ostracism  False consensus  Homogeneity of group 16 Mannix, 2017, Cornell University

17

Tactical Strategies ► Notice, notice, notice – judgements/thoughts, emotions, body reactions ► Shift your perspective; get curious ► Beware of premature voting  Encourage generation; discourage power plays ► Embrace diversity of perspectives and psychological safety  Fallibility, dissent, debate, curiosity ► Leverage your team’s “intelligence” – tell the entire story 18 \

Optimize Your Team’s Performance ► Link the work to deeper meaning  What do your team members value? Notice tensions  What brings your team the greatest sense of meaning and purpose? ► Create genuine psychological safety ► Learn and master the science of emotions  We have many in-house experts! 19

Help to Work Through the ISSUES

From Reflexive to Reflective Practice

Pandemic Ethics Principles Guiding the Process Guiding the Decisions • • Transparency Utility • • Consistency Fairness • • Inclusiveness Non-maleficence • • Accountability Proportionality • • Trust Equity • Reciprocity • Solidarity

Let’s Chat! ► Use “Raise Hand” feature, or type your question in the chat box ► If we didn’t get to your question, please forward to: leadershipcoaching@hhsc.ca 24