Developing Collaborative Leadership in Healthcare

Detailed Outline for Two Sessions

Session One 

Day 1 Morning (8:00 am-12:00 pm)

  • Welcome; facilitators’ introductions; review of purpose and intended outcomes
  • Participants’ introductions and individual expectations
  • Suggested ground rules for the two sessions
  • Program overview (how we will spend our time together; mix of individual, team and group activities)
  • Questions: what does learning mean to you personally?
  • What are some key leadership qualities for healthcare today?
  • Review of key characteristics of learning organizations and corresponding shifts in leadership roles and competencies; introduction of vision-current reality-creative tension and of iceberg views of reality; types of structures (drawn from participants).
  • Current obstacles to learning and functioning as a team between physicians and administrators (in teams, followed by debrief)

Day 1 Afternoon  (1:00-5:00 pm)

  • Clarification of personal visions and values as context for team work and learning (arm-bending and visioning exercise; sharing in pairs); characteristics of a desired working environment
  • Surfacing and challenging individual mental models; introduction and left-hand column exercise in pairs; introduction to inquiry vs. advocacy

Day 2 Morning  (8:00 am-12:00 pm)

  • Key distinctions about advocacy, inquiry and dialogue; strategic dialogue on capitation as current reality
  • Distinction between events, patterns and structures as foundation for team lunch assignment on systemic view of current reality

Day 2 afternoon (1:00-5:00 pm)

  • Introduction to systems thinking (starting with human body as a system); characteristics of systems; key principles; application of two systems thinking archetypes (vicious loops, shifting the burden) to individual and team cases (in teams); limits of the “problem-solving model”
  • From personal to shared vision: visionary planning process; vision sharing exercise; distinctions between commitment/enrollment vs. compliance
  • Team assignment for the morning: explore key commonalities and differences on project outcomes and current reality (clear instructions).

Day 3 morning (8:00-12:00 pm)

  • Exploration and sharing of generic perceptions,
  • mindsets and stereotypes between administrators and physicians; preparation of presentations in 2 groups
  • Presentations and large group debrief (physicians and administrators)
  • Illustration of shifts in shared mental models
  • Exploration and sharing of generic perceptions, mindsets and stereotypes about administrators and physicians; preparation of presentation in 2 group
  • Presentations and large group debrief (physicians and administrators)
  • Illustration of shifts in shared mental models.

Day 3 afternoon (1:00-4:00 pm)

  • Reports on team assignments; feedback from group and facilitators; introduction of the organic change model (working with an economy of means); integrating the managerial pyramid and the physicians’ blob?
  • Exploration of individual and team action steps (in teams)
  • Insights and questions reported back to the group; feedback from group and facilitators
  • Evaluation of session (3 questions); verbal and written check-out.

Session Two

Day 1 morning  (8:00-12:00 pm)

  • Review intended outcomes of Session II: build on practical experimentation between the two sessions; deepen some of the key dimensions of collaborative leadership development; decide whether and how to stay connected as a learning community
  • Check-in: individual review of progress made on personal action plan since Session I; insights and questions about personality dynamics; other learnings and questions based on personal reflection and experimentation; points to be addressed in Session II
  • Creative tension exercise (focus on work situation and structural obstacles): share with neighbor any differences with Session I; option: coaching on “peeling the onion” — “what would it bring you?”; reviewing conditions for learning
  • Team reports: progress accomplished on project since last session;
  • insights and questions as a team

Day 1 Afternoon (1:00-5:00 pm)

  • Principles and pitfalls in creating a shared vision: participants’ experience; limits to success archetype
  • Team reflection on next steps in the visionary planning. Application of systems thinking to co-leadership issues, based on Session One assignment (in teams)

Day 2 Morning (8:00 am-12:00 pm)

  • Deepening the practice of dialogue: conditions; strategic vs. generative dialogue; collaboration vs. competition; role playing (trading roles in a fish bowl — sculpting)
  • Complementarity of systems thinking, continuous quality improvement and process redesign; application to organizational change and clinical leadership or administrative/clinical case study.

Day 2 Afternoon (1:00-5:00 pm)

  • Principles and practices of change management: phases of change and learning; economy of means (start where you are; work with the forces; build a critical mass; respect the strategic imperatives )
  • Building/refining an individual and organizational change plan (team work with consultation by facilitators): challenging shared mental models; building momentum; milestones and checkpoints.

Day 3 Morning (8:00 am-12:00 pm)

  • Sharing key aspects of plan, insights and questions with large group; co-consulting across teams
  • Next steps as a learning community; meeting in 9 months
  • Overall evaluation (written and verbal)

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