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Interprofessionalism: The right answer to the challenges of today

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Interprofessionalism: The right answer to the challenges of today and tomorrow HealthForceOntario – PowerPoint PPT presentation

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Title: Interprofessionalism: The right answer to the challenges of today


1
Interprofessionalism The right answer to the
challenges of todayand tomorrow
HealthForceOntario
2
A change in mindset
  • Four years ago We need Interprofessional Care
    and Education because there are not enough nurses
    and doctors
  • Today There are fundamental transformational
    changes at the system and individual level of
    health care which inexorably point to the need
    for IPCE.

3
Interprofessional Practice Our Cornerstone!
  • The provision of comprehensive health services to
    patients by multiple health caregivers who work
    collaboratively to deliver quality of care within
    and across settings.

4
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5
Outline
  • Forces of Change
  • Health system challenges and evolution
  • HHR challenges and evolution
  • Tools of Response
  • Conscious transformational change
  • Appreciative Inquiry
  • Focus on Value
  • Leadership

6
Challenges for the Health Care System
  • Increasingly more money but less productivity
  • Aging population and a more expectant population
  • Health is highly politicized and highly personal
  • Health is global
  • In the middle of a fundamental transformation

7
A System in Evolution/Revolution
First Curve Current System
Second Curve - Emerging System
  • The system is designed to meet the needs of the
    provider
  • System is fragmented and patients fend for
    themselves
  • Sickness focused episodic/individual
  • Designed to facilitate freedom, independence and
    autonomy for individuals
  • The system is designed to be customer-driven
    while incorporating the needs of all care-givers
  • System is seamless and patients are supported as
    they move through it
  • Health Status and outcomes focused systemic
    population based
  • Designed to facilitate the best combination of
    independent and interdependent professionals

Adapted from M. Merry, M.D Quantum learning
systems
8
A System in Evolution/Revolution
First Curve Current System
Second Curve - Emerging System
  • Designed to produce collaborative behavior and
    team work
  • The national nature of the health care system and
    especially HHR is recognized and capitalized upon
  • The systems complexities and self-organizing
    potential is realized in a natural complex
    adaptive system
  • Resources are freed for innovation and quality
    improvement. People and resources are leveraged
    and productivity improves
  • Designed to encourage political behavior/power
    games
  • Health is seen as a jurisdictional issue only and
    there is no co-ordination
  • The system is designed to be complicated
  • Despite increasingly massive investments
    productivity is declining and there are
    significant inefficiencies

Adapted from M. Merry, M.D Quantum learning
systems
9
Challenges in Health Human Resources
  • People will
  • be more numerous and older
  • be more culturally diverse
  • have more chronic than acute diseases
  • be increasingly involved, informed consumers
  • seek complementary and alternative care
  • focus on wellness and disease prevention
  • Health service providers will
  • be older and seeking career transition and
    retirement
  • continue to come from a range of other nations
  • want more balance and flexibility in their
    careers
  • work in a mobile, international and
    opportunity-laden market
  • demand healthy and stimulating workplaces
  • need new educational models to deal with a
    rapidly evolving base of knowledge and technology
  • Health services will
  • be increasingly based in the community setting
  • be delivered by interprofessional teams
  • focus on health promotion and disease prevention
  • make greater use of new technology including
    tele-medicine and diagnostic imaging

. New expectations, capacities and roles are
demanded of our workforce
10
Defensive Individual Behaviour
HHR in Evolution/Revolution
Collaborative Individual Behaviour
  • Command Control
  • Low Trust
  • High Blame
  • Alienation
  • Undertone of threats
  • and fears
  • Anxiety
  • Guardedness
  • Hyperrivalry
  • Withholding
  • Denial
  • Hostile Arguments
  • Risk Avoidance
  • Cheating
  • Highly participative
  • High Trust
  • Dialogue
  • Excitement
  • Honesty
  • Friendship
  • Laughter
  • Mutual Support
  • Sincerity
  • Optimism
  • Cooperation
  • Friendly Competition
  • Shared Vision
  • Flexibility
  • Risk Taking
  • Tend to learn from mistakes
  • Face difficult truths
  • Broad perspective
  • Open to feedback
  • Sense of contribution
  • Work experienced as pleasurable
  • Internal motivation
  • Sense of purpose
  • Ethical behavior
  • Inspirational leadership
  • Authentic community
  • Political Games
  • Greed
  • Attitude of entitlement
  • Deadness
  • Cynicism
  • Sarcasm
  • Tend to hide mistakes
  • Work experienced as painful
  • Dependence on external motivation
  • Self-serving leaders
  • Character Assassination

Adapted from R. Cooper A. Sawaf Executive EQ
11
Four Tools of Response
  • Conscious Transformational Change
  • Appreciative Inquiry
  • Focus on Value
  • Leadership

12
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13
Developmental Change
Improvement of what is New state is a Prescribed
enhancement of the old state
Transitional Change
Design and Implementation of a new state
Requires dismantling of the old state and
Management of the transition (e.g hospital
mergers)
Old
New
Reactive Transformational Change
Old state is forced to die New state is unknown.
Emerges via trial and error. New State Requires
new organizing principles, behavior, culture,
mindset
Trial/Error emergence
Wake up Calls
Death forced change
Conscious Transformational Change
Death of old state is required and supported. New
state initially unknown. Principles driving
change are known and are the design criteria for
the new state and course correction. New State
evolves as new information is generated and
learning/course correction occurs
Learning/ course correction
Info
Wake up Calls
Info
Info
Planned/Natural death of old state
1998 Being First Inc (modified) And Ted Ball
Managing Change
14
  • Development and Transition are not enough
  • We need transformation
  • Conscious not reactive

Conscious Transformational Change
Learning/ course correction
Info
Wake up Calls
Info
Info
Planned/Natural death of old state
1998 Being First Inc (modified) And Ted Ball
Managing Change
15
Appreciative Inquiry
  • Appreciative Inquiry rejects the more traditional
    problem-focused approach and instead seeks to
    identify what is working well or opportunities
    for positive change. It is an engagement approach
    to encourage imagination, innovation and
    flexibility by building upon the positives that
    already exist
  • AI focuses on what works rather than trying to
    fix what doesnt. It means asking different
    questions and drawing from stories of concrete
    success. Asking questions that strengthen a
    systems ability to apprehend, anticipate and
    heighten positive potential
  • If you pay attention to problems you emphasize
    and amplify them look for what works in the
    system/organization
  • AI is core aspect of new MOH stewardship role

16
Value- Based Health Care Delivery
  • Goal is value for patients
  • Value (All) health outcomes/total costs (in and
    outside of health care)
  • True health outcomes not process or indicators
  • Improved quality (i.e health outcomes) will
    contain costs
  • Organize care around medical conditions, from the
    patients perspective, over the full cycle of
    care
  • Improve value by increasing provider experience,
    scale and learning at the medical condition level
  • Integrate Health care delivery across facilities
    and regions dont duplicate providers can
    cross geography
  • Value must be measured and reported by every
    provider for each medical condition
  • Reimbursement must be aligned with value and
    reward innovation
  • IT can help restructure care delivery and measure
    results but is not a solution in isolation

Michael E. Porter, Redefining Health Care 2006
17
Leadership
  • The critical success factor for Conscious
    Transformative Change, Value for Patients and AI
  • Need transformational not transactional
    leadership
  • Conscious of structure, process, culture
  • Adaptive Leadership Ask the wicked questions,
    dont give answers, frame the questions to spur
    innovation
  • Focus on Quality and CQI
  • Often ignored part of creating, sustaining
    tranformational change
  • Needs time and resources to nurture

18
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19
Leadership Qualities
  • Dialogue/Team Learning and effective dialogue
  • Emotional Intelligence
  • Change Management/Adaptive leadership
  • Collaboration/Teamwork/Innovation
  • Faciliate/Coach/Reframe
  • Systems thinking and leveraged thinking
  • Lean Thinking, CQI
  • Risk Management and Conflict Resolution
  • Stewardship and Talent Management
  • Organizational Alignment and Strategic Budgeting

Ted Ball, Managing Change 2008
20
Leadership Survival
  • Cannot survive in a vacuum
  • Recognized good and bad
  • Supported
  • Stimulated and challenged (including held
    accountable)
  • This conference is about helping ensure IPC
    leadership survival and growth
  • Please join our team of change agents

21
Conclusion
  • The system is under tremendous pressure
  • A system under pressure is an opportunity
  • Interprofessional education and care is a key
    response to these pressures
  • IPC can be supported by
  • Conscious transformative change - different
    approach to planning
  • Appreciative Inquiry - different way of
    addressing problems
  • Focus on value Different motivation for change
  • Leadership different people leading differently
  • This conference is not about looking back but
    building for the future

22
We are what we repeatedly do. Excellence then
is not an act but a habit- Aristotle
23
Thank You
24
The Evidence
  • Mounting evidence support efficacy of IPC.
  • Providers see improvements in patient morbidity
    and mortality.
  • Help reduce errors, better coordination, enhanced
    working environments, better staff morale and
    increased patient satisfaction.
  • Increased access to health care.
  • Improved outcomes for people with chronic
    diseases.
  • Less tension and conflict among caregivers.
  • Better use of clinical resources.
  • Easier recruitment of caregivers.
  • Lower rates of staff turnover.

25
The Case for IPC
  • Prevalence of chronic diseases and illness.
  • Addressing health care resources needs.
  • Ready access to health care services.
  • Need to support health workforce.
  • Improve patient care and safety by strengthening
    health workforce.
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