PHC Med Staff

Date: June 5, 2019

Time and Location: 0830-1230, Coquihalla Room, 2nd floor, 1190 Hornby St.

Focusing on quality improvement in healthcare requires us to think differently about leadership. This module explores continuous quality improvement (QI) at PHC and offers leaders practical approaches, resources, and networking opportunities to enable QI in their areas.

At the conclusion of this module, participants will be able to:

• Define healthcare quality and QI as a continuous process
• Describe the role of a leader in facilitating continuous QI
• Identify resources and employ strategies to enable QI in their areas

Date:  June 13, 2019

Time and Location: 0830-1230, Coquihalla Room, 2^nd floor, 1190 Hornby St.

This module contains two main topic areas: a) system terms and types, and b) types of workplace change and the relationship to transitions. In the first part of this session, through brief content inputs and experiential activities, participants will explore and apply basic systems thinking terminology, identify five basic types of systems, and examine work activities through a set of system lenses designed to bring clarity to transformation conversations. The second part of the session is designed to take system concepts to the next level by discussing and applying basic types of change – developmental, transitional, and transformational; the various criteria for determining each type; and how leadership strategies for managing transitions differ according to the type of change. The module will conclude with participants applying their learning to real-time workplace changes they face.

At the conclusion of this module, participants will be able to:

•  Identify the five kinds of systems thinking and the basic concept of collaborative leadership
• Examine the components/methodologies in a change process and the ways to lead others through change
•  Identify the dynamics of change and the practical and emotional impact they have on people, work environments, and organizational goals
•  Apply critical thinking models at the organizational (vs. clinical) level

Date:  June 13, 2019

Time and Location: 1300-1630, Coquihalla Room, 2^nd floor, 1190 Hornby St.

This module contains three related topics: a) change b) change management and c) change leadership. In the first part of this session, through brief content inputs and experiential activities, participants will explore and apply the nature of change and change terminology. The second part will explore the concepts of change management and how to do change. The last section will differentiate change management from change leadership and explore some of the myths surrounding change. Throughout the module participants will apply their learning to the real-time workplace changes they face. We will conclude with a reflection on your personal change strategy, exploring resilience, courage and barriers.

At the end of this module participants will be able to:

• Define and differentiate between change, change management and change leadership
•  Examine the components/methodologies in a change process and the ways to lead others through change
•  Identify the dynamics of change and the practical and emotional impact they have on people, work environments, and organizational goals
• Have a greater understanding of your personal experience of change and develop strategies to help you cope with change

Date: June 19, 2019

Time and Location: 0830-1230, Coquihalla Room, 2nd floor, 1190 Hornby St.

It’s a big move from being an individual contributor where you are responsible for your own work to a position such as supervisor or manager where you are responsible for a broader scope of work that is accomplished with and through others. Sometimes the move to management is made because you’ve been recognized as capable in your role as an individual and you have the ability to work well with others. Other times the move to management comes as part of a personal career plan. Either way, working in a formal leadership role requires new ways of thinking and acting with others.

The aim of this module is to explore the similarities and differences between leadership and management and to support you in developing habits of learning from your experience that will help you improve your practice as a leader and manager.

At the conclusion of this module, participants will be able to:

• Integrate the knowledge and skills required to be a leader with the responsibilities of a manager.
• Demonstrate critical reflection on one’s own practice of leadership.
• Use a personal learning plan as a tool to reinforce the concepts of continuous learning and continuous improvement and development.

Date: June 19

Time and Location: 1300-1630, Coquihalla Room, 2nd floor, 1190 Hornby St.

This module examines the important role personality styles, or psychological preferences, play in personal leadership development (the Lead Self domain of the LEADS framework). A self-assessment personality tool will be required for this module, such as the Myers-Briggs Type Indicator® (MBTI®). Personality styles have been shown to impact a wide range of leadership behaviours, including: decision-making, problem solving, stress tolerance, communication, and team dynamics. The first half of the module focuses on identifying the role perceptions play in creating assumptions and their relationship to personality type.

The second part of the module debriefs the participant’s self-assessment personality profile, linking the results to their decision-making, problem-solving and communication styles with the goal of creating greater adaptability for the new manager.

At the conclusion of Personality Styles, participants will be able to:

• Gain awareness of how personality style impacts personal perceptions and how one constructs assumptions;
• Assess individual behavioural preferences and how those preferences impact who you are as a leader (e.g., MBTI®);
• Identify areas of strength and development and use this knowledge to construct a personal development plan, and also as a lever to maximize performance; and
• Demonstrate greater awareness of individual approaches to leadership.

Date: July 10, 2019

Time and Location: 0830-1230, Central Presbyterian Church, 1155 Thurlow Street, Multi-Purpose Room

This module addresses team collaboration in service to patients, either directly, or serving internal functions or public-facing functions in non-clinical settings. The biggest customer service issue a new manager faces is how different programs/-departments handle a particular patient. This module introduces several strategies for enhancing cross-functional team collaboration. Four strategic approaches are presented: (1) optimizing member composition; (2) maximizing collaboration; (3) understanding team role balance; and (4) determining the organizational context.

At the conclusion of this module, participants will be able to:

• Define and identify the characteristics of cross-functional teams (CFT’s)
• Use the integrated team effectiveness model (ITEM) to identify areas for team improvement
• Identify and employ strategies for improving team collaboration
• Describe and implement concepts related to team balance
• Identify issues teams are able to address, and those that require leadership advocacy in the organizational context

Date: July 10, 2019

Time and Location: 1300-1630, Central Presbyterian Church, 1155 Thurlow Street, Multi-Purpose Room

This module complements the module Healthy Work Environment and its discussions on creating a healthy workplace culture. In this module the focus is on learning. We begin with a discussion of learning in the workplace and working with different generations of employees. The first part of this module enhances the leader’s awareness of ways to foster learning – of both individuals and teams – in the workplace.

The second topic is a more specific look at giving learning oriented feedback and builds on the transactional competencies of performance management that are covered in the Management Track workshops.

At the conclusion of Developing Others, participants will be able to:

• Use team processes and dynamics to foster and sustain a healthy workplace focused on learning
• Understand different generational values in the workplace and their implications for learning
• Demonstrate skills of open, honest, respectful, learning oriented feedback
• Foster a workplace culture where contributions are recognized and valued