1. Unity is Strength:
The Power of Collaboration
Kevin Warren
President/CEO
Texas Health Care Association
Melody Malone, PT, CPHQ, MHA
Quality Improvement Consultant
TMF Health Quality Institute
2. Objectives
At the conclusion of the session, participants
should be able to:
Recognize the benefits of forming coalitions for
a common purpose.
Apply a plan to form a successful coalition.
Form project teams focused on achieving
specific outcomes.
Implement a project team focused on achieving
a specific outcome.
4. Benefits
Resource Sharing
Knowledge / Expertise
Community Presence and Trust
Opportunities for community cohesion
Shared Responsibility (and Risk)
Collective Leverage / Bargaining
Mitigate “Group Think”
5. “Knowledge is of two kinds. We know a
subject ourselves, or we know where we can
find information upon it.”
Samuel Johnson, 1775
6. What’s the Goal?
Improvement of some components, processes,
or outcomes?
OR
Complete system transformation to ensure
success every time?
7. Purpose(s) of External Coalition
Building?
Census Growth?
Clinical Improvement?
Reducing Rehospitalizations?
Specialized service delivery?
Staff retention/recruitment?
Policy development?
Community Involvement / Outreach?
8. Determining the Need (“Reflection”)
Consider This…
Organizational Description: Environment, Service Offerings, workforce profile,
Assets, Regulatory Requirements, M/V
Key Customers: Their requirements and how do you know?
Competitive Environment: Organizational Position, Success Factors, Data
Sources
Strategic Planning: Your Strategic Challenges / Advantages and why
are they important?
Performance Improvement: How do you measure success/opportunity?
Source: AHCA/NCAL National Quality Award
Bronze Application Criteria
9. Being Effective
Be specific (purpose, timeline, structure)
Have a Plan
Make it Measurable
Take Ownership
Open Communication
Feedback
10. “What endures is your effect on other
people and the kind of world, organization
and culture that you've helped to create.”
Jeffrey Pfeffer
Stanford University
12. What we want is to:
Maximize efficiency and effectiveness
Retain staff
Ensure that employees are fully engaged on
a daily basis
Avoid harm
Be successful
13. Questions:
When did you learn how to be on a team?
• Red Rover, Red Rover
• Sports
• School
• Did everyone pull their weight?
14. More Questions:
Do you have teamwork now?
• On the floor?
• In a QI team/PIP team?
• In your leadership team?
15. More Questions:
What’s the barrier to teamwork?
• Hierarchy
• Language
• Education/knowledge (formal/informal)
• Shared purpose
• Hidden agendas
• Turnover
20. Empathy
Fuels connection
Perspective taking
Staying out of judgment
Recognizing emotion in others and
communicating that
21. Empathy
Feeling WITH people
A vulnerable choice
I have to connect within myself to a similar
experience
– Dr. Brené Brown
22. So…
How easy is it to connect to:
• Individuals
• Teams
23. Culture of Teamwork
To be understood, you must first
understand
Investing Inside the Nursing
Home Walls
24. First Things First
Create a culture of teamwork
• We can’t eat our young – use empathy
• We have to break down barriers
• We have to forgive
• We have to ask for forgiveness
25. Successful QI Project Teams
Need an organizational culture of quality
Need a shared mental model
Have accountability
Have a blame-free environment
26. Blame-Free Environment
Human error is not the cause of accidents, it
is a symptom of deeper trouble.
Human error is not random.
Human error is not the conclusion of an
investigation, it is the beginning.
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27. Human Factors
“Human Factors” is about how features of our
tools, tasks and work environments continually
influence what we do and how we do it.
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28. Three Categories of Performance
Gaps
The plan itself was inadequate to achieve
desired outcome (planning error).
The plan is not executed properly
(execution error).
There was a deliberate departure from “safe”
practice (violation).
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29. Moving to a team culture
Fuel connections – empathy
Grow knowledge, skills and abilities
Develop a shared mental model
Be a learning organization
Coach and mentor daily
30. One caution!
Avoid Group Think
• Desire for harmony or conformity in the
group results in an irrational or dysfunctional
decision-making outcome.
Watch out for:
• Suppression of individual opinions, and
• Creative thought
32. Team Conflict
Is it a bad thing?
NO!
Constructive conflict is a component of high-
functioning teams
33. Resolving Team Conflict
Understand and appreciate various
viewpoints
Acknowledge the conflict
Discuss the impact
Agree to a cooperative process
Agree to communicate
34. The Social Age
Requires us to be:
More strategic
More creative and innovative
More solutions-oriented
And, do it faster!
35. PIP Team Charter
Serves as a catalyst
Gives direction to the team
Gives protection the team needs to succeed
Communicates to non-team members what
is going on
36. PIP Team Charter
Brings the team together for a common:
• Mission
• Scope of operation
• Objectives
• Timeframe
• Consequences
37. PIP Team Charter
Project Name:
Team Leader:
Team Members (resident/family included?):
Aim Statement:
Sponsor:
Frequency of reports:
Timelines/deadlines:
Other (Resource limitations?):
40. “It's not whether your glass is empty or full, it's
what you do with it that really matters.”
– Sue Nelson Buckley
41. About TMF
TMF Health Quality Institute focuses on
improving lives by improving the quality
of health care through contracts with federal,
state and local governments, as well as private
organizations. For more than 40 years, TMF has
helped health care providers and practitioners
in a variety of settings improve care for their
patients.
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42. About the QIO Program
Leading rapid, large-scale change in health
quality:
Goals are bolder.
The patient is at the center.
All improvers are welcome.
Everyone teaches and learns.
Greater value is fostered.
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43. Contact
Melody Malone, PT, CPHQ, MHA
Quality Improvement Consultant
TMF Health Quality Institute
214-632-2238
Melody.malone@hcqis.org
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44. Patient Safety: Nursing Home Team
nhnetwork@tmf.org
1-866-439-5863
http://texasqio.tmf.org
This material was prepared by TMF Health Quality Institute, the Medicare Quality Improvement
Organization for Texas, under contract with the Centers for Medicare & Medicaid Services (CMS), an
agency of the U.S. Department of Health and Human Services. The contents do not necessarily reflect
CMS policy. 10SOW-TX-C7-14-52