public health incident leadership · 1/28/2016 · defense, or the united states government....
TRANSCRIPT
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Public Health Incident Leadership
January 28, 2016, 1:00 PM EST
#DisasterLearning
Mickey Scullard, MPH MEP Deborah Radi, BSW, MBA MDH, Emergency Preparedness & Response University of Minnesota School of Public Health (U-SEEE PERRC)
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Disclaimer
The views expressed are those of the authors and do not necessarily reflect the official policy or position of the Uniformed Services University of the Health Sciences, the Department of Defense, or the United States Government.
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Office of Emergency Preparedness & Response
Mickey Scullard, MPH MEP Deborah Radi, BSW, MBA MDH, Emergency Preparedness & Response University of Minnesota School of Public Health (U-SEEE PERRC)
Public Health Incident Leadership
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Describe the attributes of a successful Public Health Incident Commander.
Understand the difference between everyday leadership versus leadership during a public health emergency response.
Recognize the importance of developing a reliable emergency response team.
Define how to use critical communication skills during an emergency response.
Objectives
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“Many attributes of leaders that would facilitate their effectiveness in general would
also be useful in getting others through a crisis…” (DuBrin 2013)
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What is crisis leadership? “The process of leading group members through a sudden and largely unanticipated, intensely negative, and emotionally draining circumstance.” (DuBrin 2013)
Crisis Leadership
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Attributes of Effective Disaster Responders
ICS Training General Training and Experience Teamwork and Interpersonal skills Communication Cognition Problem-solving/Decision-making Adaptable/Flexible Calm/Cool Character Performs Role
Crisis Leadership
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Preparing for Surprise
• Comfort with ambiguity
• Learn fast and adjust
• Effective communication
• Delegation
• Take initiative
• Transparency
• Knowledge • Public health science • NIMS/ICS • Public health law • Understanding people
and complex systems
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Competence in Public Health Science
Decisiveness
Situational Awareness
Coordination
Communication
Inspires Trust
Crisis Leadership in Public Health
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Transformational Leadership
Meta-Leadership
Adaptive Leadership
Everyday Leadership
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Transformational Leadership • Model the Way
• Clarify shared values • Set an example
• Inspire a Shared Vision • Find a common
purpose • Enlist others
• Challenge the Process • Seize initiative • Forward-thinking • Learn from the past
• Enable Others to Act • Foster collaboration • Create climate of trust • Develop competence
and confidence • Encourage the Heart
• Recognize contributions
• Create spirit of community
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Transformational Leadership
Meta-Leadership
Adaptive Leadership
Everyday Leadership
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Overarching leadership across organizational lines
Unites people and agencies under a common purpose and “shared course of action”
“Imaginative multidimensional problem solving” (Marcus, Dorn, and Henderson 2006)
Meta-Leadership
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Applying Meta-leadership to emergency response: Cross-organizational partnerships with other
departments Cross-organizational partnerships with other
response entities BIG picture perspective Work outside of subject matter expertise
Meta-Leadership
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Transformational Leadership
Meta-Leadership
Adaptive Leadership
Everyday Leadership
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Adaptive Leadership Maintain disciplined
attention “Focus on tough
questions”
Give the work back to the people Build self-confidence
Protect voices of leadership from below Give others a voice
• Get on the balcony • Broad level view
• Identify the adaptive
challenge • Diagnose roadblocks
• Regulate distress
• Strike a balance
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Applying Adaptive Leadership to emergency response: Get on the balcony to achieve situational awareness
Regulate distress through monitoring of workloads, staff,
and resources
Keep team members focused on the responsibilities associated with their role
Delegate, direct, and oversee
Adaptive Leadership
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High Reliability Teams
Can always be counted on to perform
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Form and reform for each response Engage in regular feedback Develop a sense of trust and confidence Create mechanisms to cooperate and coordinate
Manage and optimize performance outcomes
High Reliability Teams
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Hold a Shared Mental Model
Have clear roles and responsibilities
Optimize resources Have clear, valued, and shared vision and…
STRONG LEADERSHIP
High Reliability Teams
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Reasons the Leader needs to set the tone: Major mind shift Team members may not know each other Confidence in the Incident Commander and each other “Same page”
Setting the Tone
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Skill
Situational Awareness Common Language • S-BARR-Out • CLC-IN Shared Mental Model
Model
“Me” “You” “Us”
Who
Individual Individual Team
Team Communication Distilled
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Knowing current conditions affecting team’s work Knowing the status of a particular event
Knowing the status of the communities affected
Understanding the operational issues affecting the team
Maintaining mindfulness affects my own work
Situational Awareness
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A shared mental model is the perception of, understanding of, or knowledge about a situation or process that is shared
among team members through communication.
Sustained by: The process of planning
Team decision-making
Vocalizing
Shared Mental Model
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• S = Situation • What’s the situation?
• B = Background • How did we get here? (the context)
• A = Assessment • What do I think is the problem?
• R = Recommendation • What are we going to do to fix the identified problem?
• R = Request • What do you want me to do?
S-BARR: Situational Briefing Model
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Closed Loop Communication
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Skill
Briefing Huddle Hand-offs Callouts
Model
Planning Problem Solving Process Improvement
Who?
Team or subsets 2 or more people (small group) Team, individuals
Creating High Reliability
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Form the team Designate/Delegate
team roles and responsibilities
Establish climate and goals
Engage team in short- and long-term planning
Briefings
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Problem Solving Hold ad hoc, “touch-
base” meetings to regain situational awareness
Discuss critical issues and emerging events
Anticipate likely contingencies
Assign resources Express concerns
Huddles
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The transfer of information (along with authority and responsibility)
Includes an opportunity to ask questions, clarify, and confirm.
Hand-offs
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Everyday leadership skills translate to crisis leadership situations
These skills help leaders effectively manage disaster responses and build…
High reliability teams result from: Strong Leadership Leaders role modeling effective
communication techniques
Summary/Conclusion
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The Public Health Incident Leadership Course can be accessed at: http://www.health.state.mn.us/oep/training/useee/index.html
Improving Team Performance in a Public Health Response This E-Learning series on MNTRAIN consists of 4 training modules. (http://mn.train.org, Course ID #1053632)
Questions?
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Begun, J., & Malcolm, J. (2014). Leading public health: A competency framework. New York, NY: Springer Publishing Company, LLC.
Deitchman, S. (2013). Enhancing crisis leadership in public health emergencies. Disaster Medicine and Public Health Preparedness, 7(5), 534-540.
DuBrin, A. J. (Ed.). (2013). Handbook of research on crisis leadership in organizations. Cheltenham, UK ; Northampton, Mass: Edward Elgar Publishing.
Heifetz, R., & Laurie, D. (1997). The Work of Leadership. Harvard Business Review, January-February, 124-134.
Kouzes, J., & Posner, B. (2007). The Leadership Challenge. San Francisco, CA: Jossey-Bass.
Marcus, L., Dorn, B., & Henderson, J. (2006). Meta-leadership and national preparedness: a model to build government connectivity. Biosecurity and Bioterrorism: Biodefense Strategy, Practice, and Science. 4(2), 128-134.
References
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These activities were sponsored by University of Minnesota: Simulations and Exercises for Educational Effectiveness (U-SEEE), supported in part through a grant from the Centers for Disease Control and Prevention (CDC)/COTPER. The contents are solely the responsibility of the authors and do not necessarily represent the official views of CDC. Principal Investigator: Debra K. Olson.
Attributions