nederlandse tropen cursus ntc & core course mih daily management and training
DESCRIPTION
Nederlandse Tropen Cursus NTC & Core Course MIH Daily management and training. Daily management of a health facility Pieter van den Hombergh IQhealthcare Working party On Q of Care Research LHV Dutch Association of GPs. Program Wednesday 12-5-2010. Morning 9.00 - 10.00 Introduction - PowerPoint PPT PresentationTRANSCRIPT
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Nederlandse Tropen Cursus NTC & Core Course MIH
Daily management and training
Daily managementof a health facility
Pieter van den Hombergh
IQhealthcareWorking party On Q of Care Research
LHV Dutch Association of GPs
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Program Wednesday 12-5-2010
Morning9.00 - 10.00 Introduction 10.00 - 11.00 Analysis of Kilgoris, a LIC health facility
Coffee11.00 –12.00 Practicing management skills
Lunch13.00 – 13.30 Making plans13.30 – 14.00 ABC-drill 14.00 – 15.00 Practicing ABC15.00 – 15.30 Evaluation & Final slides
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Management of the organisation is quality of care
patientPhysician A
Matron
Surgeon B
Nurse A Midwife B Tutor
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Organizing your work =
fun
&
magic
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What is management?
To enable people
to perform jointly
creating the required conditions
Conditions:- Joint goals and values,- Training and guidelines- Structure- Leadership: Pusher, Puller, Player, Pleaser
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The professional
• Shows creative and independant thinking
• Has experience, craftmanship & knowledge
• Sticks to professional values and guidelines
But is a hopelessly unguided missile.
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QUALITY IMPROVEMENT Why practice management?
Improvement of practice management
=80%
of all possible improvement in health care
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Management Field descriptionMain categories in a health facility
I Infrastructure
II Team
III Communication
IV Finance
V Quality of care/Safety
Premises, equipmentService, AccessibilityDoctor’s bag, First AidDelegation, job mix Workload, JobstressPatiënt records, staffNetwork of care givers, ICTYear-report
Certification, InnovationQI, protocols etc.
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Organisation Analysis
T h e m os t b a sic an a lys is
O u tp u t
H o sp ita l
In pu t
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Organisation Analysis
Donabedian
O u tco m e
P roce ss
S tru c tu re
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Organisation analysis
Urgency
Cohesion
&
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Urgency
Choose from your heart
=
The fuel for performanceElastic band
What I want? Reality Creativity Stress
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Urgency
Negative if:• Goal is sky high• Goal is not realistic • Time is short • Urgency depends on
someone else (boss)
Negative urgency causes stress, is tiresome
Positive if:• Goal is tickling• Goal is realistic • Well planned in time• Is well perceived by you,
comes from your heart
Positive urgency is inspiring, creative & gives energy
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Different organisations
Bureaucratic
• Formal, values + guidelines
• Supervision by superiors
• Standardisation of tasks
• Authority based on social order
• Fit for e.g. passport
Professional
• Autonomous, creative
• Supervision by colleagues
• Standardisation is a problem
• based on knowledge and skills
• Fit for advertisement bureau
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Model of MintzbergStructure
=
the way
the organisation
has divided work in tasks
and
the way
it coordinates these tasks.
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Professional organisation
• Professional burocracy
• Too many professionals
• Too little support
• Difficulty in standardisation
• Small top
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Without MISSION & VISION
is
each question, each daily problem, each situation
a confrontation
with the lack of
common purpose
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Setting goals / objectives
The importance
of an
explicit, clear and transparant
GOAL
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Importance of setting goals
• Powerful management-instrument
• Noses in the same direction
• Clarifies the problems
• Can be evaluated
• Can be split in parts
• Is communicable
• Motivates
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SMART Objectives
S pecific
M easurable
A chievable - Aantoonbaar
R elevant
T ime-limited- Tijdgebonden
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CARE What is optimal?
optimum
Patient
demand
Doctors, Hospitals, Local healers
Supply
DemandTrue needs
Tb
Smoking
AIDS
Blindness
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Reflection TransparancyAccountability Reward
Clinical effectiveness
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From goal to strategy
GOAL STRATEGY
SWOT-ANALYSIS
THE ENVIRONMENT
data
year-report
policy- advice
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Threats & opportunities analysis
Health
facility
HospitalCommunity
Church
Colleagues
Referral hospital
Dispensaries
District health authority
Drugs supply
Training centre
Demographic, political & economic developments
Social, technological & communication developments
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MANAGEMENT SKILLS
• To motivate
• To analyse
• To communicate
• To delegate
• To negotiate
= To direct, guide
= To think, make an inventory
= To inform
= To plan
= To use power
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IN THE PURSUIT OF QUALITY OF CARE
every defect
is
a treasure
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Ability to manage versuswillingness to manage
High
Willingness
to
manage
Low
Danger
manager
Super-
manager
Incompetent
meddler
Opt-out
Ostrich
Low High
Ability to manage
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Ability to manage versuswillingness to manage
High
Willingness
to
manage
Low
Danger managerPush ideas despite few skills Introduce inadequate systems
Leave a trail of confusion
Super managerEvangelical gleam in eye
Passion for change
One such GP is enough
Incompetent meddlerHates planning
Fails to complete vital records
& to communicate with staff
Change their mind for no reason
Insist on being consulted
Opt-out ostrichUnfortunate, could be very useful
Tolerates some chaos
Delegates smart
Loves to be GP
Low High
Ability to manage
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Long term planning versuspractical daily management
good in good
practical
Daily
Management . bad
myopic visionary
Bumbler stumbler
Bad Good
in long term planning
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Long term planning versuspractical daily management
good in good
practical
daily
management . bad
Myopic
Stagnates
Visionary
Winner
Bumbler
Out of touch
Stumbler
Unpractical
Bad Good
in long term planning
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Long term planning versuspractical daily management
good in good
practical
daily
management . bad
Myopic
Stagnates
Visionary
Winner
Bumbler
Out of touch
Stumbler
Unpractical
Bad Good
in long term planning
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Managing =
• Choose
• Commit yourself
• Be reliable, trustworthy, true to yourself consistent, not letting people down.
• Know your strengths and weaknesses
This how you show
integrity and respect for yourself!
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Managing = not manipulating
• Think in win – win (not I win you loose)
• Don’t give up on integrity
• Check intentions and consult your conscience
• A goal never justifies the means
• Only want, what can be done
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Good Clinical Governance
=
Sum of
Quality Improvement
&
Accountibility
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MANAGEMENT SKILLS
• Analyse = Thinking in problems
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openness
MANAGEMENT SKILLS
• Analyse
• Communicate
= Thinking in problems
=
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OPEN COMMUNICATION
• Systematic approach in the consultation
• Don’t think in solutions, avoid jumping to
• Listen open, don’t judge
• Try to get the whole picture first
• Encourage with ‘hmm’, ‘o yes’
• Check
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MANAGEMENT SKILLS
• Analyse
• Communicate
• Motivate
• Delegate
= Leadership
= Plan
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Motivating people
People do not get tired of
working hard,
but they do get tired of
lack of purpose and lack of power.
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TO MOTIVATE
Motivating elements
• Their own tasks with
• Responsibility
• Time for consultation
• Consultation at an early stage
• Passing on knowledge and skills
• Appreciation and positive feedback
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TO DEMOTIVATE
Demotivating elements
• Working place is awful or not available
• Too little responsibility
• Too litle time for consultation
• Vague tasks & agreements
• Starting late
• Finishing late
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TO DELEGATE
CONDITIONS FOR PROPER DELEGATION• Motivation of the staff• Competence of the staff• Supervision• Presence of the supervisor• Space for the delegated tasks• Informed consent of the patient
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TO DELEGATE
ACCEPTANCE BY THE PATIENT
Better acceptance, when
• staff is licensed
• staff is supervised
• staff has experience
• staff does other tasks as well
• Staff has autonomy and professional charter
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GIVING FEEDBACK
• Start with the good things
• Be factual, descriptive
• Be specific
• Discuss behaviour that can be changed
• Offer alternatives
• Be owner of the feedback
• Feedback discloses your motives
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RECEIVING FEEDBACK
• Listen first, don’t reject, don’t argue, let it sink in
• Ask for clarification, when necessary
• Check the feedback with others
• Ask for the feedback you want
• Determine beforehand what you want to do with the feedback
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MANAGEMENT SKILLS
• Analyse
• Communicate
• Motivate
• Delegate
• Organise= prepare
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= CheckEvaluate
MANAGEMENT SKILLS
• Analyse
• Communicate
• Motivate
• Delegate
• Organise
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THE MANAGEMENT CIRCLESetting goals
Observe AnalyseThink
Ask Plan
Evaluate Organize
ImplementCoordinate, motivate
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PLANTREATMENT cq ADMISSION ROOM
Problems • Insufficient light • Parents fill the room• Admission room gives also access to treatment room • Nurses are always present doing other tasks • Concentration of staff sucks patients; That was where it happened. • At the end of a day people are more grumpy. • Treatment room too small in times of Malaria/meningitis• Admission room too small with too many purposes. Advantages• "Relatives" were in treatment room behind the "slab", with child• Staff kept an eye on seriously ill children during admissioon• Equipment present during admission for treatment (LP, IV, O2)• The treatment room had sufficient light
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PLAN
Doing the
right things
right
Doing the
right things PLAN
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CENTRAL QUESTION
FOR EACH PLAN
What does it solve?
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PLAN
Doing the
right things
right
Doing the
right things PLAN
Strategic Operational
Effectivity Efficiency
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PLAN
Doing the
right things
right
Doing the
right things act
Strategic Operational
Effectivity Efficiency
observeanalyse
choose
design plan
do
check
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Remember the Deming circle
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ABC-drill
• A explains to B his objectives (goal, problem, plan). He does that systematically, giving A a brief outline of his practice profile
• B listens actively and communicates openly
• C is in charge of the process and the time (15 min) and makes notes. 5 Minutes before time C askes A and B to report on the process and C gives feedback
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A
• A tells B what A’s vision is of the future practice and how that fits into A’s personal life plan.
• What are A’s objectives formuled SMART, clear and open to B .
• A informs B systematically. • A gives a practice profile to B and C • A invites B to ask critical and explorative questions• Don’t discuss, you waste time • A asks B for an honest opinion
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B = McKinsey
• B communicates open, without judgement• B tries to get a finger behind A’s problem • B doesn’t give advice, doesn’t solve A’s problems • Use helpful questions:
– What does A want to realise in the short/long term?– Why does A have that vision, What are A’s intentions?– For who, with whom does A want it?– What does A’s plan solve?– What is A’s problem?– How do I see A’s problem?
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C
• C listens, makes notes, corrects A and B• C checks the time and is chairman• C guards the process• C gives feedback in the last 5 minutes• C askes A and B to report on their perceptions
– Feedback is factual, specific, clear– Tell what you saw and heard without judgement– Check your feedback. Was it correct?
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CHECK your plan
• Is it a reaction to something? (beside your heart)
• What does it solve, contribute?
• How well does it fit in?
• Is the plan conditional? (the plan works if .... )
• What/who has to cooperate to make it a success?
• What are the consequences?
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CRITERIA FOR A GOOD PLAN• Objectives clearly indicated?• Goal and policy transparant?• Based on a thorough analysis?• Was the literature consulted?• Consistent?• Realistic?• Plan is stimulating or rather frustating?• Money and means are explicitly mentioned?• Tasks and responsibilities explicit?• Delegation gets enough attention?• Clear priority of steps?• Does the plan give enough direction?
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LEARNING POINTS
• Write them down• retrievable• to the point• factual, concrete• specific• detailed• exchange them in the group and • colleagues at home
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MANAGEMENT of
CHANGE
An ultimate abstraction
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MANAGEMENT of CHANGE
• Every change has both a technical and social
aspect
• Technically rational changes can fail if the
social aspects of change are not handled well
• Every system is perfectly designed to get the
results its gets
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MANAGEMENT of CHANGE Deliberate leadership
• Goal setting
• Communicating
• Coaching
• Role modeling
• Support building
• Barrier removal, facilitation
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MANAGEMENT of CHANGE VISION for office practices
Encounter level principles
1. Paramount focus on the clinician-patient relationship
2. Individual access to care and information at all times
3. Knowledge based medical care as the standard
4. Individuals control and customize their own care to the extent that each individual desires
5. Minimal waiting for all involved in the care process
6. Seamless communication of information & coor-dination of care based on collaborative relationships
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MANAGEMENT of CHANGE VISION for office practices
System-level principles1. Financial management sufficient to ensure
unhindered viability2. Patient, population and practice management based
on real-time process, satisfaction finance, outcome, and epidemiological data
3. Individual health linked to broader community health perspective
4. Continual improvement and waste reduction in all processes and services
5. A model working environment
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MANAGEMENT of CHANGEAims for improvement
• Clear, specific, measurable terms
• Consider ‘stretch’goals, but be prepared
• Constancy of purpose matters
• Focus, not everything at once
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MANAGEMENT of CHANGEStaff involvement
• Motivation is internal to a person • Create conditions where people’s internal
motivation can flourish • Start small, but valuable• Start non threatening• Flow: time is available for things people enjoy
doing• Rewards: acknowledgement is valuable,
respond to all input• Be clear abot constraints upfront • Focus on opinion leaders
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MANAGEMENT of CHANGEModel for change
Tension for change
An effective alternative
Social support Self-efficacy skills Plsek
Feedback
CHANGE
Intention to change
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MANAGEMENT of CHANGE Transforming an organisation
• Establish a sense of urgency
• Form a powerful guiding coalition
• Create a vision and communicate that vision
• Empower others to act on that vision
• Plan and create short term wins
• Consolidate and produce more change
• Institutionalize new approaches
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MANAGEMENT of CHANGESources for change of ideas
• Evidence in the literature
• Benchmarking and the experience of other
organizations
• Expert opinion
• Ideas based on sound theory
• Creative thinking
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MANAGEMENT of CHANGEMeasurement
• Measurement for improvement instead of judgment
• Usefulness over perfection– Simple, easy data collection in daily work
– Consider sampling
– Consider existing data sources
• Timeliness of feedback is key to learning
• Long ‘baselines’ are often unnecessary
• Annotated graph of measures over time
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MANAGEMENT of CHANGEWhy test?
• Increases belief that change will result in
improvement
• See how much improvement can be expected
• Adapt ideas to local context
• Evaluate cost and side-effects
• Minimize resistance; create attraction
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MANAGEMENT of CHANGEModel for change
Urgency for change
An effective alternative
Social support Self-efficacy skills Plsek
Feedback
CHANGE
Intention to change
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MANAGEMENT of CHANGEPlanning for change
• How will we convince ourselves and others that there
is truly a need for change? (URGENCY)
• How will we convince ourselves and others that the
new way is better? (ALTERNATIVE)
• What will we do to avoid the feeling of Ï am all alone
in making change’? (SUPPORT)
• How will we and others acquire the skils to make the
new way work? (SKILLS)