- Purpose
- Worthwhile work
- Making a difference
Challenges
- Create right environment for patients, staff & physicians
- Don't blame administration
- Changing
In order to get results you must have action. Talking about it isn't doing it!
Thoughts about what you read? Post your comments for further discussion with the group.
9 comments:
Chapter 2 was an awakening for me as to how easy it is to "unintentionally de-motivate employees". It is so easy to loose focus when you are putting out fires. Employees, physicians and patients must be at the top of our priority list if we are to create and sustain a culture of excellence. They drive everything else.
I also found the final section entitled "The Healthcare Flywheel Requires Change" helpful regarding the skills needed for change leadership. The barriers Quint listed would be good to incorporate into our Change Management module that we offer to leaders. (CH)
I think the great thing about this chapter was the idea behind speaking with the staff...at all levels...to see what could be done differently or better. What a great thought- how can I make your job easier- here and now. What would help you. Giving employees recognition of accomplishments and needs is a great way to motivate employees to continue performing at high levels.
I can use this in my job to approach the nurses and find out what I could be doing to make their job easier- ie. what education they feel they need to be doing a better job for themselves and for our patients.
To me, the most meaningful quote from Chapter 2 is "What gets tolerated, gets accepted". This is so true!! Everyone needs to be held accountable for their actions (or sometimes lack of action), and there needs to be consequences when negative behaviors are seen. Everyone must be made to take ownership of their problems, and avoid making excuses or rationalizing why they didn't do something. Change in behaviors won't occur until this happens. Along with this, we need to be better at recognizing individuals. Or as Studer puts it..."Spotlight Performers"; "Celebrate Legends".
The biggest thing that got my attention was in the the Healthcare Flywheel requires change. That the unwillingness of staff to change. The quote "the problem is what gets tolerated gets accepted", and "in order to move our orgnization to the next level, not everyone will make the trip." Staff some times comment about their own peers in their own departments. That people are not always accountable for their actions, and that others just have to accept that it is ok, even when it is not. Nobody likes to discipline, but it needs to be done......We set a high standard, and expect everyone to do the same.
It totally makes sense that we need to quit blaming others for our own situation. It is easy to blame another unit or service for our troubles but Studer puts it perfect when he says, "(It's) all about the willingness to take individual ownership of problems and opportunities." In another paragraph he says, "When we blame others, we take purpose out of the equation for the employee." It makes perfect sense. If we are told that it is someone else's fault, then there is seemingly no reason to work toward a remedy.
I can apply this to the NICU by taking ownership of problems that arise and work toward "creating a sustaining culture of excellence."
These attitudes can be contagious and catch fire to the rest of the organization.
As with Chapter 1, I agree with the comments listed so far. I highlighted the same section on "what gets tolerated gets accepted". We all have seen when that is an issue. Somehow we, as nurses, as professionals, need to hold ourselves accountable. I think I do this myself, but I have a number of staff members who make excuses and don't take responsibility.
The section on "Understanding Sometimes Follows Action" is something I hadn't thought of before. I often insist on understanding why I'm doing something before I'm willing to do it and it has to make sense to me. Not understanding but being willing to do it anyway requires quite a bit of trust.
Last of all, the comment that "making a decision and taking action are two separate actions" is so true. It's the story of my life - I fully intend to do things, but I never take the step to do them.
I agree that staff needs to be held accountable. When I compare the two units that I do education for, I see a definite difference in the attitudes of staff.
Yesterday I gave 3 inservices at St E's and I had 9 people show up total. When I asked the manager how she wanted me to complete the inservices for the staff that didn't attend, she told me it was to difficult so she would not be making this mandatory. The funny part of this issue was that the subject for the inservices was "Conflict Management". I think this is an excellent example of Studer's comment "Making a decision and taking action are two separate behaviors."
I do not see this same behavior at Mercy when I offer inservices there.
Chapter 2- I agree with Studer when he said "A hospital is not a rehabilitation center for wayward staff." Why can't every person want to make this a great place to work?? It is up to us to start with ourselves and then make others take ownership for their actions. Let us "spotlight the performers" which always tends to be the same people. Hopefully we will see a change in those around us that will result in better care and a better working environment
Chapter 2 talks about passion and self motivation to get us started. Then we need results to keep the flywheel moving - momentum. We all need to identify targets and start moving towards them!
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