team science workshop

4TH TEAM SCIENCE WORKSHOP

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DAY 1 AGENDA

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• Opening Remarks• Required Skillset of Team Science• Icebreaker• Knowing yourself Skill: Myers-Brigg's Type Indicator Active Learning

Activity and Debriefing• Knowing what you believe in! Core Values

OPENING REMARKS

NEELAM & YOICHI

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JTOP 2020 CO-CHAIRS AND VICE CHAIRS

Neelam K. Patel, PharmD, BCOP

Clinical Pharmacy SpecialistUT MD Anderson Cancer

CenterWorkshop Co-Chair, U.S.

Yoichi Osato, JOPPharmacist

National Cancer CenterWorkshop Co-Chair, Japan

Yasuyuki Kojima, MD, PhDSurgical Oncologist

St. Marianna University School of Medicine

Workshop Vice-Chair, JapanMutsumi Yamagami, CNSCertified Nurse Specialist

in Cancer NursingThe University of Tokyo Hospital

Workshop Vice-Chair, Japan

JTOP 2020 US MENTORS

Naruhiko Ikoma, MDSurgical Oncologist

UT MD Anderson Cancer CenterU.S. Mentor

Jeff Bryan, PharmD, BCOPClinical Pharmacy Specialist


Theresa Johnson, BSN, MSN, RNClinical Administrative Director


Ravi S. Legha, MDDiagnostic Radiologist


Zhongxing Liao, MDRadiation Oncologist



Ashley Martinez, AAS, BSN, DNP, MSN, RNAdvanced Practice Registered Nurse (APRN)


Paul Mansfield, BS, MDSurgical Oncologist


Joyce Neumann, BSN, MS, PhD, RNProgram Director


Chair of J-TOP

Chantal Reyna, MD, FACS Surgical Oncologist

University of CincinnatiU.S. Mentor

Melvin Rivera, PharmD, BCOPClinical Pharmacy Specialist



Aysegul Sahin, MDPathologist


Nick Szewczyk, MS, RNAdvanced Practice Registered

Nurse (APRN)UT MD Anderson Cancer Center

U.S. Mentor

Richard Theriault, BS, DO, MBAMedical Director, Physicians Network


Mediget Teshome, MDSurgical Oncologist



Janis Apted YadinyConsultant

U.S. Mentor

Naoto Ueno, MD, PhDMedical Oncologist

Founder, U.S. Mentor

JTOP 2020 JAPANESE MENTORS

Ryo Morita, MD, PhDMedical Oncologist

Akita Kousei Medical Center Department of Respiratory Medicine

J Mentor

Hisashi Suyama, MD, PhDMedical Oncologist

Tottori University HospitalJ Mentor

Takahiro Kogawa, MD, PhDMedical Oncologist

Japanese Foundation for Cancer ResearchJ Mentor

Naoko Sugiyama, MD, PhDSurgical OncologistExact Sciences K.K.

J Mentor

Shigehira Saji, MD, PhDMedical Oncologist

Fukushima Medical University School of Medicine: J Mentor

Toru Mukohara, MD, PhDMedical Oncologist

National Cancer Center Hospital East: J Mentor

JTOP 2020 JAPANESE MENTORS

Hironobu Hashimoto, PhD, JOPOncology Pharmacist

National Cancer Center HospitalJ. Mentor

Hirotoshi Iihara, PhD, JOPOncology Pharmacist

Gifu University HospitalJ. Mentor

Yukiyoshi Fujita, PhD, JOPOncology Pharmacist

Gunma Prefectural Cancer CenterJ. Mentor

Natsumi Matsumoto, JOPPharmacist

Showa UniversityJ. Mentor

Kota Asano, RS, CNSCertified Nurse Specialist in

Cancer NursingKyoto Second Red Cross Hospital

J. Mentor

Yoshiko Irie, RS, MSN, OCNS, CNOncology Certified Nurse Specialist

University of Tsukuba HospitalJ. Mentor

JTOP 2020 JAPANESE MENTOR & OPERATION TEAM

Yoko Fujisawa, RN, MNScCNS in Cancer Nursing

Chiba University HospitalJ. Mentor

Sakiko Miura, MD, PhDPathologist

NTT Medical Center Tokyo

Akihiko Shimomura, MD, Ph DMedical Oncologist

National Center for Global Health and Medicine

J MentorKoji Hashiguchi, JOPPharmacist

Yokohama Minami Kyousai Hospital

Chair of J-TOPOperation Team

WELCOME TO OUR VIRTUAL JTOP PROGRAM!

We are delighted to have you join us

The program is mainly in English and we know that will be challenging for many of you. We will TRY to speak slowly but please let us know via the Chat function if we are going too fast

We teach as a team so you will get to know several of us

There will be breaks for you to get up and move around for a few minutes

As this is the first time we have done the program virtually, please forgive us for any technical difficulties we may have along the way. We will do our best to make this a good experience for you.

OUR TEACHING TECHNIQUES

We will use Live Polling and instructions will be given on another slide

We will also use the chat function in Zoom which will allow you to write down your thoughts and share them with others

We will be putting you into small Breakout Rooms for discussion purposes

Breakout rooms will be based on discipline

Total of 8 groups for most of the workshop: 4 groups of physicians/clinical psychologist, 2 groups of pharmacists, and 2 groups with nurses/midwife

WHY ARE WE FOCUSING ON TEAMS AND TEAM SCIENCE?

NAOTO & JANIS

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REQUIRED SKILLSETS OF TEAM SCIENCE

NAOTO & JANIS

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ZOOM CHAT (5 MIN)

What do you think will be the skillset needed for Team Science?

Use the chat function in Zoom to share your ideas and thoughts!

WHAT YOU WILL LEARN IN THIS WORKSHOP ABOUT TEAM SKILLS

There are a wide variety of skills necessary to being a good team player. Here are others to consider:

Self-awareness – knowing yourself, defining your values, understanding how you mentally and emotionally process things

Communication skills – giving and receiving feedback, active listening, handling difficult and emotional conversations, resolving conflict, speaking up assertively, expressing empathy

Capacity to be open, honest and show vulnerability, humility and authenticity

Holding yourself and others accountable

Committing to a common purpose once agreed on by the team

Showing up and fully participating in the team’s work

Able to fully participate in idea generation and creative “abrasion” – discussions where not everyone shares the same opinion

A personal mission and vision

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プレゼンテーションのノート

You have identified many of them.

IT’S A VUCA WORLD

Teams fused by trust and purpose can deal with a VUCA world better than individuals

Purpose needs to be prized over procedure

Building trust and communication between team members is more important than honing specific technical skills (General Stanley McChrystal, Team of Teams, 2015)

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https://www.forbes.com/sites/jeroenkraaijenbrink/2019/01/04/is-the-world-really-more-vuca-than-ever/?sh=10cb24351a64

Teams fused by trust and purpose can deal with a VUCA world better than individuals

Purpose needs to be prized over procedure

Building trust and communication between team members is more important than honing specific technical skills (General Stanley McChrystal, Team of Teams, 2015)

People working in teams tend to achieve better results and report higher job satisfaction

Not all teams are alike. What contributes to

highly productive teamwork?

WHAT IS TEAM SCIENCE?

Team Science is a collaborative effort to address a scientific challenge that leverages the strengths and expertise of professionals trained in different fields.

Over the past two decades, there has been an emerging emphasis on scientifically addressing multi-factorial problems such as climate change, the rise of chronic disease, and the health impacts of social stratification. This has contributed to surge of interest in Team Science.

SUCCESSFUL TEAM SCIENCE REQUIRES:

Team processes, including the existence of agreements related to proprietary rights to data and discovery, as well as mechanisms for feedback and reflection

Interpersonal dynamics among team members “the right culture”

Team members’ collaborative skills and experiences

WHAT ARE WE GOING TO LEARN?

PART 1: Discuss skill set needed for each team member

PART II: Tuckman Model of Team Development How teams form

How teams develop

How we maintain the team

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We will use the Tuckman Model of Team Development to help you understand how teams form, develop, and are maintained.

Team Development & Individual Leadership

Emotional Conversation

Emotional Intelligence

Social Sensitivity & Psychological Safety

TEAM CULTURE

Vision

Shared MissionShared Vision

Mission Individual

Team

Encouraging Creative Conflict

Collective Impact

INNOVATION

TEAM ALIGNMENT

“TUCKMAN MODEL””Playing to Impact”

Core Values

MBTI

Conflict Management

Difficult Conversation

Knowing Yourself

Career Development

Mentorship

ICEBREAKER (30 MIN BREAKOUT)THERESA

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ICE BREAKER

Instructions:

Each player makes up two truths and a lie about themselves. Write these down so you will remember them when it becomes your turn. When it is a player’s turn, that player shares two truths and the lie (in whatever order they choose). Everyone else should guess which of the three statements is a lie. Others can hold up 1, 2, or 3 on their fingers, say the number out loud, or type the number in the chat box. Once everyone has voted, the person identifies the lie…and usually clarifies why it is a lie.

INSTRUCTIONAL VIDEO AND EXAMPLES

https://youtu.be/zlkI57ab0KQ

Two Truths and a Lie Examples

I am a twin.

I graduated at the top of my class in college.

I grew up on an island.

I have a sister who is ten years younger than I.

I used to live in a treehouse.

I was born in England.

I was the first person in my family to go to college.

https://youtu.be/zlkI57ab0KQ

DEBRIEFING

What is something fun, interesting, or unexpected that

you learned about your team member?

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KNOWING YOURSELFJANIS, NAOTO

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First, it’s all about YOU

Know your MBTI preferences

Identify your CORE values

It’s all about YOU!

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KNOWING YOURSELF INVOLVES EMOTIONAL INTELLIGENCE AND SELF-AWARENESS

Developing your emotional intelligence and self-awareness is essential to becoming a good team player and an effective leader.

What do you need to know about yourself to become both an effective follower (team participant) and leader?

MBTIExtraversion

Sensing

Thinking

Judging

Introversion

Intuition

Feeling

Perceiving

Energy Source

Information Processing

Decision-Making

LifestyleOrientation

Short Descriptions of the Sixteen Types

ISTJDependable RealisticExacting ReliableFactual ReservedLogical SensibleOrganized SteadfastPractical Thorough

ISFJAccommodating PatientDetailed PracticalDevoted ProtectiveLoyal QuietMeticulous ResponsibleOrganized Traditional

INFJCompassionate IntenseConceptual IntimateCreative LoyalDeep MethodicalDetermined ReflectiveIdealistic Sensitive

INTJAnalytical OrganizedAutonomous OriginalDetermined PrivateFirm Systems-mindedGlobal TheoreticalIndependent Visionary

ISTPAdaptable LogicalAdventurous PracticalApplied RealisticExpedient ResourcefulFactual Self-determinedIndependent Spontaneous

ISFPAdaptable ModestCaring ObservantCooperative SensitiveGentle SpontaneousHarmonious TrustingLoyal Understanding

INFPAdaptable GentleCommitted IdealisticCurious ImaginativeDeep IntimateDevoted LoyalEmpathetic Reticent

INTPAutonomous PreciseCognitive Self-determinedDetached SkepticalIndependent SpeculativeLogical SpontaneousOriginal Theoretical

ESTPActivity-oriented OutgoingAdaptable PersuasiveAdventurous PragmaticAlert QuickEasygoing SpontaneousEnergetic Versatile

ESFPAdaptable OutgoingCasual PlayfulCooperative PracticalEasygoing SociableEnthusiastic TalkativeFriendly Tolerant

ENFPCreative ImaginativeCurious IndependentEnergetic OriginalEnthusiastic RestlessExpressive SpontaneousFriendly Versatile

ENTPAdaptive OriginalAnalytical OutspokenChallenging QuestioningClever ResourcefulEnterprising StrategicIndependent Theoretical

ESTJDecisive OrganizedDirect PracticalEfficient ResponsibleGregarious StructuredLogical SystematicObjective Task-focused

ESFJConscientious ResponsibleCooperative ResponsiveHarmonious SociableLoyal SympatheticPersonable TactfulPlanful Traditional

ENFJAppreciative IdealisticCongenial LoyalDiplomatic OrganizedEnergetic PersonableEnthusiastic ResponsibleExpressive Supportive

ENTJChallenging ObjectiveControlled OpinionatedDecisive PlanfulEnergetic StraightforwardLogical StrategicMethodical Tough-minded

Remember that the MBTI:

• Describes rather than prescribes; therefore, it is used to open possibilities, not limit options.

• Identifies preferences vs. measure anything; no right or wrong responses.

• Assumes all preferences are equally important, valuable, and necessary.

• States that all preferences can be used by each person.• Well documented with thousands of scientific studies over the

past 50 y.

OUTCOME OF MBTI

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Participant TypesISTJ

Kazuaki NakashimaAyumi WakasugiLee Jin AhYumiko Shimanuki

ISFJAyako NishimiyaHironobu HashimotoNatsumi MatsumotoHaruna NodaYoko Takada

INFJOphylea “Lea” WuSakiko AsoHisashi SuyamaHirotoshi IiharaNeelam PatelNaruhiko IkomaMiyuki ChibaMei Yamaguchi

INTJHsiang-Kuang Tony LiangYasuyuki KojimaHiromi OkuyamaNaoto T. UenoChikako FunasakaMinoh Ko Kazuki Hashimoto

ISTPWarren Bacorro

ISFPNaoko Sugiyama

INFPJang Hye JinHiromi Kaneko Hiroko BandoJanis A. YadinyMasatsugu IshiiYasutaka SakamotoMia Masaki

INTPKeiko MiyagawaYoko TakahashiHaruna NishimakiChikako ShimizuMutsumi YamagamiKatsuhiro Miura

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Participant TypesESTP ESFP

Rika SatoYuka MoriTakahiro KogawaSumito ShingakiAsako SasaharaSayuri MotomuraAkira OrimotoAkane HaginoKyoko ObamaYuko Yoshimoto

ENFPYumi YoshiiRika KizawaNoriko KogaAkihiko ShimomuraShigehira SajiAkiko BanNanae Shima

ENTPYoshiko IrieKota Asano

ESTJ ESFJRyo MoritaYukiyoshi Fujita

ENFJKohei HoriuchiAya ShimogaiKohji WashizukaAkane HigamiMai SaitoHinako Shibata

ENTJShinichi MasudaRavinder Singh LeghaYoshiyuki KenmotsuAiko NagaiJun MasudaManit SeateawJukapun YoodeeMidori Kadowaki

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KNOWING WHAT YOU BELIEVE IN!CORE VALUESNAOTO & JANIS

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Please start thinking about your core values.

ANOTHER IMPORTANT FEATURE OF KNOWING YOURSELF – IDENTIFYING YOUR CORE VALUES

1. What makes life worth living?2. What matters to you?3. What fulfills you?4. What is missing in your life?5. What values are being dishonored right now?

CORE VALUESAcceptance

Accomplishment

Accountability

Accuracy

Achievement

Adaptability

Alertness

Altruism

Ambition

Amusement

Assertiveness

Attentive

Awareness

Balance

Beauty

Boldness

Bravery

Brilliance

Calm

Candor

Capable

Careful

Certainty

Challenge

Charity

Cleanliness

Clear

Clever

Comfort

Commitment

Common sense

Communication

Community

Compassion

Competence

Concentration

Confidence

Connection

Consciousness

Consistency

Contentment

Contribution

Control

Conviction

Cooperation

Courage

Courtesy

Creation

Creativity

Credibility

Curiosity

Decisive

Decisiveness

Dedication

Dependability

Determination

Development

Devotion

Dignity

Discipline

Discovery

Drive

Effectiveness

Efficiency

Empathy

Empower

Endurance

Energy

Enjoyment

Enthusiasm

Equality

Ethical

Excellence

Experience

Exploration

Expressive

Fairness

Family

Famous

Fearless

Feelings

Ferocious

Fidelity

Focus

Foresight

Fortitude

Freedom

Friendship

Fun

Generosity

Genius

Giving

Goodness

Grace

Gratitude

Greatness

Growth

Happiness

Hard work

Harmony

Health

Honesty

Honor

Hope

Humility

Imagination

Improvement

Independence

Individuality

Innovation

Inquisitive

Insightful

Inspiring

Integrity

Intelligence

Intensity

Intuitive

Irreverent

Joy

Justice

Kindness

Knowledge

Lawful

Leadership

Learning

Liberty

Logic

Love

Loyalty

Mastery

Maturity

Meaning

Moderation

Motivation

Openness

Optimism

Order

Organization

Originality

Passion

Patience

Peace

Performance

Persistence

Playfulness

Poise

Potential

Power

Present

Productivity

Professionalism

Prosperity

Purpose

Quality

Realistic

Reason

Recognition

Recreation

Reflective

Respect

Responsibility

Restraint

Results-oriented

Reverence

Rigor

Risk

Satisfaction

Security

Self-reliance

Selfless

Sensitivity

Serenity

Service

Sharing

Significance

Silence

Simplicity

Sincerity

Skill

Skillfulness

Smart

Solitude

Spirit

Spirituality

Spontaneous

Stability

Status

Stewardship

Strength

Structure

Success

Support

Surprise

Sustainability

Talent

Teamwork

Temperance

Thankful

Thorough

Thoughtful

Timeliness

Tolerance

Toughness

Traditional

Tranquility

Transparency

Trust

Trustworthy

Truth

Understanding

Uniqueness

Unity

Valor

Victory

Vigor

Vision

Vitality

Wealth

Welcoming

Winning

Wisdom

Wonder

NARROW DOWN YOUR CORE VALUES (5 MIN)

7-8 core values

BREAKOUT ROOM (10 MIN) : SHARING YOUR CORE VALUES

You will be put into 8 groups for 10-15 minutes Pick the value that is the most important to you Explain to the group members why you chose that value What did you hear from others that surprised you concerning

their values? Pick the representatives Discuss

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What happens when our values clash (don’t agree) with someone else’s values? For instance, what if your values are different from your boss’s values?

BREAKOUT ROOM (10 MIN)

GET TOGETHER, 20 MIN

What values were a surprise for you?

Did you change your values?

Have you had a chance at the workplace that your value was a conflict with your boss or at your workplace or colleague?

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How did you feel? What did you do about it?

SUMMARY

Core values reflect who you are

If you have many core values, you may be confused

A person with fuzzy values, a red flag

Make decisions based on core values

Identify 3-5 important personal core values

LUNCHEON SEMINAR

DAY 2 AGENDA

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• What does emotion have to do with leadership?

• Emotional conversation

• Mentorship

WHAT DOES EMOTION HAVE TO DO WITH LEADERSHIP?JANIS & NAOTO

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LEADERSHIP IN HEALTHCARE

Positional Leadership

Individual Leadership

Each Team Member Needs

To Be A Leader

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The last concept that I am going to review is the area of quality of life. Similar to the other literature that I have shared with you, no data exist to date on the quality of life with patients undergoing a non-myeloablative transplant. So for those of us caring for this population, the challenge is to understand what currently exists and how it then applies to this new mode of treatment.

INDIVIDUAL LEADERSHIP

Not positional

Action based on "Doing the Right Thing"

Leading based on Emotional Intelligence

Action based on “Mission & Vision”

No fear of conflict or “Emotional Conversations”

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コンフリクトを起こし、促進するコンフリクトを乗り越える Leading with emotional intelligence

Intensity of Feelings

Happy Sad Angry Afraid Ashamed

High Elated Excited Overjoyed Thrilled Exhilarated Exuberant Ecstatic Passionate

Depressed Agonized AloneHurt Devastated Dejected Hopeless Sorrowful Miserable Despair Hopeless

Furious Enraged Outraged Boiling Irate Seething Loathsome Betrayed

Terrified Horrified Petrified Scared stiff Fearful Panicky Frantic Hysterical Mortified Shocked

Sorrowful Remorseful Defamed Worthless Disgraced Dishonored Mortified Admonished Isolated Humiliated

Medium Cheerful Gratified Good Relieved Satisfied Glowing

Heartbroken SomberLost Distressed Let down Melancholy

Upset Mad Defended Frustrated Agitated Disgusted

Apprehension Frightened Threatened Insecure Uneasy Intimidated

Apologetic Unworthy Sneaky Guilty Embarrassed Secretive

Low Glad Contented Pleasant Tender Pleased Mellow Serene

Unhappy Moody Blue UpsetDisappointed Dissatisfied

Perturbed Annoyed Uptight Resistant Irritated Touchy

Cautious Nervous Worried Timid Unsure Anxious

Bashful Regretful Uncomfortable PitiedSilly

LABELING EMOTIONS

MD Anderson Cancer Center Leadership Institute, 2020

TELL US ABOUT AN EMOTIONALLY DIFFICULT SITUATION AT WORK: BREAKOUT ROOM (20 MIN)

In your groups, share with each other in your group a situation you experienced at work that was emotionally difficult for you.

For example, you had to talk to the parents of a child that the cancer treatment had failed.

How did you feel having to share this news?

How did the person(s) respond?

Did you share your feelings with a friend or colleague?

Identify all the feelings you experienced.

Did you feel you handled the situation well?

The point of this exercise is to identify the feelings you experienced and talk about how they impacted your behavior.

DEBRIEFING

Brief summary of a situation.

Tell us what kind of emotions that you have experienced.

LEADING WITH EMOTIONAL INTELLIGENCE

Recognizing your Emotions

Record your mood every morning

Write down your emotion prior to your next challenging situation

In meetings, try to read people by observing facial expressions

Practice reading emotions while watching movies Managing your Emotions

Practice deep breathing when under stress

Visualize yourself being successful

Think of someone who inspires you

Change the settings or your surroundingsMD Anderson Cancer Center Leadership Institute, 2020

LOW EMOTIONAL INTELLIGENCES Getting in lots of arguments

Not understanding how others feel

Thinking that other people are overly sensitive

Refusing to listen to other points of view

Blaming others for mistake

An inability to cope with emotionally charged situation

Sudden emotional outbursts

Difficulty maintaining friendship

Lack of empathy https://www.verywellmind.com/signs-of-low-emotional-intelligence-2795958

https://www.verywellmind.com/signs-of-low-emotional-intelligence-2795958

DEVELOPING EVEN MORE SELF-AWARENESS THROUGH CREATING YOUR OWN MISSION AND A VISION

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HAVE A MISSION & A VISION

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Please start thinking about your personal mission and vision.

WHAT IS A MISSION?

“A mission provides clarity and gives you a sense of purpose. It defines who you are

and how you will live.”

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WHAT IS A VISION?

“A vision is defined as a unique and ideal image of the future”

WHAT IS A SHARED VISION?

“A shared vision is defined as a unique and ideal image of the future for the common good”

BEFORE CREATING YOUR PERSONAL MISSION & VISION

Define what impact do you want to make in your career How do you want to impact clinical care with your career?

What do you want to achieve?

What difference do you want to make?

How do you want to be remembered?

HOW DO YOU WANT TO MAKE A DIFFERENCE AS A HEALTHCARE PROVIDER?

HOW TO CREATE MISSION/VISION STATEMENT

Define what you do as an output “Impact”

The unique twist your team brings to this outcome or impact

Define who you will serve

Apply some high-level quantification

Add relatable, human, ‘real world’ aspects or your emotion

Modified Executestrategy.net

TIPS FOR CREATING IMPACT BASED VISION

Wild, a bit outrageous

FORGET THE PAST or CAPABILITY

Need to have a strong “why” for the vision and mission

http://umaine.edu/publications/6107e/

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Where have I been? Where am I now? Where do you want to be ? How do you want to get there? It takes time and experience. Need a strong network and mentorship.

EXAMPLE 1

The outcome/impact of my organization/team: People will enjoy some incredible cakes and pies.

We will succeed where others have failed (uniqueness) because: Our bread is made with locally sourced ingredients of the highest quality.

We primarily serve: The local community who physically walk into our stores.

Quantify: The best bakery in the local community.

When people see/use our product, they should feel: Unexpectedly happy.


EXAMPLE 1 VISION/MISSION STATEMENT

Producing and selling locally sourced cakes and pies that are so delicious and satisfying, that every customer who leaves our store does so with a smile.


EXAMPLE 2 VISION/MISSION STATEMENT CREATION PROCESS

The outcome/impact of my organization/team: Patient will live longer with high QOL by clinical translational breast cancer research.

We will succeed where others have failed (uniqueness) because : Linking clinical and translational research through multidisciplinary science team producing innovative discovery

I primarily serve: USA

Quantify: The best team in the USA.

When people see the success of outcome, they should feel: Appreciative for living well


EX 2 VISION/MISSION STATEMENT

Innovative discovery by conducting high-quality clinical translational research by the multidisciplinary team reduces suffering of every breast cancer patients to live well!


EX 2 MISSION STATEMENT



We will conduct the highest quality clinical translational research to reduce the suffering of breast cancer patients.

EX 2 VISION STATEMENT



All breast cancer patients are living well due to the innovative discoveries of our multidisciplinary clinical translational breast cancer team.


Each Team Member will share the Mission & Vision

Pick the Mission & Vision that you liked

Pick the Representative

DEBRIEFING (10-15 MIN)

Share the Mission & Vision that you liked

What were the challenges that you have faced to create a Mission & Vision?

What makes you respond strongly to a Mission & Vision statement?

What is your mission?

What is your vision?

MD AndersonMission and Vision

MISSIONThe mission of The University of Texas MD Anderson Cancer Center is to eliminate cancer in Texas, the nation, and the world through outstanding programs that integratepatient care, research and prevention, and through education for undergraduate and graduate students, trainees, professionals, employees and the public.

VISIONWe Shall be the premier cancer center in the world, based on the excellence of our people, our research-driven patient care and our science.

What is your team’s mission?

What is your team’s vision?

CHECK VISION & MISSION ALIGNMENT

Aligned: You are very lucky ! Not aligned “Bite the bullet”, adapting

Make a conscious decision Be constructive, avoid bitterness

“Fight” Be ready, it will take energy Pick your fight

“Move on” Change the team/organization It can be a good choice

EMOTIONAL CONVERSATIONS

HAVING DIFFICULT OR EMOTIONAL CONVERSATIONS IS PART OF EVERYONE’S LIFE

JOYCE & JANIS

LIVE POLLING QUESTION #1

What conversations make you most uncomfortable?

A. Talking to patients about end of life issues

B. Talking to my boss about an issue I have with him or her

C. Talking to a colleague about a disagreement we have

D. Confronting a patient’s angry family members

E. Having an argument with my spouse

LIVE POLLING QUESTION #2

Have you ever taken communication training classes either during your studies or at your place of work?

A. Yes, in my basic training

B. Yes, recently (last 3 years) through my work or professional organization

C. No, it was a small part of my basic training

D. No, I have never taken a communication class

EMOTIONS ARE ALWAYS WITH US….

The majority of our challenges at work (and in our personal lives) have to do with communication

“No matter how logical we claim to be, our emotions are the most powerful factor in how we respond and interact with each other.”

Daniel Kahneman, 2002 Nobel Prize Winner in Economics

CONVERSATIONS = RELATIONSHIPS

Our conversations are vitally important and yet many of us are challenged to communicate directly, honestly, and authentically

“Human connectivity occurs or fails to occur one conversation at a time. In every conversation, we are accumulating or losing emotional capital, building relationships we enjoy or endure with colleagues, bosses, patients, spouses, children, friends.”

Fierce Conversations: Achieving Success at Work & in Life One Conversation at a Time, Susan Scott, PhD, 2017

WHAT WE BRING TO A CONVERSATION:

Our opinions

Our beliefs

Our attitudes that have been shaped throughout our lives

Our judgments

Our own internal dialogue (chatter) that goes on continually

We do not always know how to handle difficult conversations

LET’S TRY SOME SCENARIOS TO SEE HOW WE DO…

For each of the following 3 scenarios, you will be in groups of 3.

One of you will be an observer, listening to the discussion, noticing the body language of the two participants, and paying attention to how the message is being delivered and received. At the end of 3 minutes of conversation, you will share what you heard and observed. You will not interrupt the discussion.

One of you will be Participant A and the other Participant B

After a total of 5 minutes, you will switch roles

SCENARIO 1 – THE DIFFICULT BOSS

You (participant A) will share with participant B the situation you had at work last week. You can share an actual situation you experience around this topic or use the situation below.

You work in a busy clinic for breast cancer patients and typically you are given the more difficult cases or patients with complex psychosocial issues. You were approached by your boss last week and told in front of your co-workers that you needed to see more patients everyday and need to not spend so much time with each one. He said every one is working harder than you and you need to increase your numbers.

SCENARIO 2 – COLLEAGUE’S ACTIONS

You (participant A) will share with participant B the situation you had at work last week. You can share an actual situation you experienced around this topic or use the situation below.

You notice that your colleague (co-worker) is taking short cuts in the work that they are doing when examining patients in the clinic (not listening to breath sounds, changing vital signs – decreasing higher BP, and not fully explaining protocol patients are being enrolled on). You want to talk to your coworker about their actions because it effects patient care.

SCENARIO 3 - BREAKING BAD NEWS

You (participant A) will share with participant B the situation you had at work last week. You can share an actual situation you experienced around this topic or use the situation below.

You have to share with your 56 year old patient and family that the most recent scans show no remission of the patient’s cancer and that there is no further treatment to control or cure their disease. You think the patient should have a DNR order and consider going home with hospice. The family has asked you not to share this news with the patient.

GROUP DEBRIEF

How did it go?

What did you notice?

What body language did you see?

How could you tell if someone was really engaged in the conversation?

How did you feel during these conversations?

What would you change?

WHAT SCARES US ABOUT HAVING DIFFICULT CONVERSATIONS?

I hate conflict

What if the person gets angry at me?

What if they don’t like me?

What if they argue with me?

I may lose my self-control and get emotional! I may cry

They may blame me and say I’m the problem

They may make a complaint against me with Human Resources

I might lose control of the situation which then gets worse

I could lose my job!

HOW TO MANAGE EMOTIONALLY DIFFICULT CONVERSATIONS:

Be prepared

Use non-judgmental listening

Use the Six Second Rule

“Tell me more” statements

Empathize and validate

Respond with a wish statement

BE PREPARED:

Expect emotions – they are normal

Have a plan – especially if you have to give bad news. Take the time you need

Monitor yourself – what you think and feel. Awareness of you communication can make you more effective

Practice self-regulation – it’s OK to have tears in your eyes but try to keep your emotions from taking you over

Turn this into a conversation – use active listening, empathy, and don’t rush things

Use silence when you need to

Stop the conversation if emotions are too intense

USE NON-JUDGMENTAL LISTENING

Remember, it’s not about you but the other’s anxiety, fears, disappointments which often underlie anger, blame and denial

Maintain eye contact

Listen without interrupting. Only make clarifying statements and paraphrasing:

So let me see if I understand….

What I hear you saying is…

Put your own agenda aside until the other person is finished

Avoid trying to make the situation better or offering false hope when it is serious

I’m sure things will not be as bad as you think….

SIX SECOND RULE

When you feel yourself becoming too emotional, count to six to calm yourself down

Avoid being defensive or blaming

Gather your thoughts at ask “tell me more”

TELL ME MORE….

Invite the person to expand on what they are saying:

“Tell me more about your husband”

“What happened after that?”

“What other concerns do you have?”

EMPATHIZE AND VALIDATE

Acknowledge emotions by empathizing:

“I can see you weren’t expecting this.”

“This isn’t easy to talk about, is it?”

“I can see how difficult this is for you.”

RESPOND WITH A WISH STATEMENT

Let the other person know you hear them and acknowledge that the goal may be desirable, but…

“I wish I had better news…”

“I wish I didn’t have to tell you this…”

“I wish we had more effective treatment…”

“I wish things had worked out better…”

IN EMOTIONAL AND DIFFICULT CONVERSATIONS….

Stay as calm as you can

Avoid phrases such as:

“I know how you feel.”

“I feel your pain.”

“It’s going to be alright.”

When emotions run high and you feel threatened or unsafe, end the interaction.

“This interaction is making me feel uncomfortable right now. Can we continue it later?”

GROUP DISCUSSION

Do you have questions, concerns or comments?

MENTORSHIPASHLEY, CHANTAL & MEDIGET

POLL QUESTION

Do you have a mentor?

WHAT IS MENTORING?

Today mentoring has become collaborative; it is now a mutual discovery process in which both the mentor and the mentee have something to bring to the relationship (“the give”) and something to gain that broadens each of their perspectives (“the get”).

Wisdom is not passed down but discovered and nurtured.

This shift frees both partners to learn together.

Lois J. Zachary, The Mentor’s Guide: Facilitating Effective Learning Relationships, 2012

WHAT ARE THE BENEFITS OF MENTORSHIP?

To take a special interest in helping another develop into a successful professional throughout the evolution of their career.

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WHO REQUIRES MENTORSHIP?

Everyone: The need for mentorship never ends

Fellows and students in training

Junior faculty

Mid-career faculty

Senior faculty

Leaders

Nurses & pharmacists 114

WHAT TYPE OF MENTORSHIP HELPS INSURE A SUCCESSFUL ACADEMIC CAREER?

Primary mentorship is desirable; adjunct mentorship by others is often desirable and necessary

Clinical or laboratory skills development

Professional development

Personal development, work/life balance

Institutional development

Extramural career development115

Adopted from Dr. R Dubois

POLL QUESTION

What qualities are important in an effective mentor?

IS HE OR SHE A MENTOR?CHARACTERISTICS OF A TRUE MENTOR

• Passionate about his/her field of expertise

• Interested in your ideas and projects (not just his/her own!)

• Dedicated to the success of mentees as independent investigators

• Cares about your overall career

• Listens, listens, listens!!

• Generous with time, expertise, ideas, and guidance

• Takes the role of mentorship seriously and sees it as a privilege, not an obligation

• Is truly thrilled for you in your independence and success!

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HOW DO I FIND A MENTOR?

• Assigned

• Ask your colleagues

• Ask others who have trained with the mentor, including “graduates” of that mentor’s tutelage

• When you first meet with a potential mentor, o You are interviewing the person for the job of being your mentor o The mentor interviewing you for the job of being a “mentee”

• Ask yourself these questions:o Do you admire this person as a role model?o Do you respect the way this person thinks?o Will you feel comfortable discussing “the big picture” (not just projects) with this person?o Do you see this person as someone whose advice & guidance you could value throughout your career?

The most important factor: YOU must be comfortable with your mentor!!!!!

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FIND THREE MENTORS

• In your expert field in the same group

• In your expert field but not in the same group

• Not in your field

“No Conflict and Passionate about your Success”

HOW TO EVALUATE OR TO RECEIVE INPUT ABOUT YOUR MISSION, VISION AND GOALS?

Mentorship

Need for continued communication

Update: good and bad

Mentees create a good mentor

Create a mentor-mentee agreement120

QUESTIONS?

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BREAKOUT GROUPS (5-10 MIN)

Share one aspect in your career where you are looking for mentorship.

If you have a mentor, what is something you can do to be a better mentee?

If you don’t have a mentor, what is your plan to find one?

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LUNCHEON SEMINAR

team science workshop

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