00:01
<b>The world of healthcare
is quickly changing.</b>
<b>You have new documentation practices, new tools and resources for
patient care, updated best practices, alter roles and positions,</b>
<b>organizational pivots, and adjustments from our
ever expanding knowledge of the human body.</b>
<b>There is a lot to learn and to keep up-to-date
in your role to provide excellent patient care.</b>
<b>All of these being said,
complexity can jag clarity.</b>
<b>If you or your team do not clearly
understand your role and expectations,</b>
<b>you will be less likely to perform
with confidence and with excellence.</b>
<b>For effective communication and performance
in your healthcare organization,</b>
<b>you should first seek to comprehensively and
clearly understand the expectations at work.</b>
<b>First, you should seek to
understand outcomes expectations.</b>
<b>These are expectations that are
probably listed on the job description.</b>
<b>When a patient comes in to the office, who
is the first person they should speak to?</b>
<b>Who will take vitals? What are the
expectations in documentation?</b>
<b>What are the expectations
specifically at your organization?</b>
<b>Some outcomes expectations could
be organizationally fluid.</b>
<b>Perhaps, one organization has low bandwidth
for nurses assistance and as a result</b>
<b>the nurse assumes some responsibilities that might be
nurse assistant responsibilities in other organizations.</b>
<b>Perhaps, there are specific expectations
in documentation or floor communication.</b>
<b>Clarifying these expectations is critical and can impact the
confidence of work, work flow, and quality of patient care.</b>
<b>So, take the time to clarify
outcomes expectations.</b>
<b>There are a lot of tools that you can
use to clarify outcomes expectations.</b>
<b>Here are a few simple action steps you can
take to clarify expectations within your team.</b>
<b>First, you can talk through
patient mapping with the team.</b>
<b>This is a fancy way of saying "talk through a story of a new
patient coming through the doors of your healthcare organization.</b>
<b>Walk through the
patient's footsteps.</b>
<b>Who is expected to do what by when?
Share different patient scenarios.</b>
<b>What is expected to happen when a patient
does this, needs that, this happens?</b>
<b>In this story mapping, I want you to focus beyond your responsibilities
and also focus on the responsibilities of your team members.</b>
<b>Understand who is the genesis of action for
each step in the process of patient care.</b>
<b>Understand how your actions
influence the process overall.</b>
<b>Understand who you should go to if you have any
questions about a specific step in the process.</b>
<b>Patient story mapping is a simple way
to clarify outcomes expectations.</b>
<b>You should also clarify
expectations of focus and values.</b>
<b>Ask team members and leaders about
how success is measured in the team.</b>
<b>This will probably be slightly
different from team to team.</b>
<b>And, this will help provide
clarity on priority expectations.</b>
<b>For example, a clinic nurse and an ICU nurse
will probably have different areas of focus.</b>
<b>I was interviewing a nurse for an ER position and
she stated that she really liked to take her time,</b>
<b>to slow down and talk to the patients
and build relationships with them.</b>
<b>There is absolutely a place for her as a nurse to make a powerful
impact, but she was interviewing for the emergency room.</b>
<b>This will probably not be the ideal
environment for this nurse to be successful.</b>
<b>We brought the nurse into the
team, but in a different unit.</b>
<b>And she thrived in your team, asked questions to clarify the
focus, values, priorities, and matters of urgency in your team.</b>
<b>You can clarify these expectations by asking
questions and observing team behavior.</b>
<b>For example, I was working with one department
that really valued internal relationships.</b>
<b>The team had a healthy camaraderie and
valued the relational aspect of their work.</b>
<b>One of their team members left
to move to another organization.</b>
<b>She confessed that the new organizational
culture was also supporting and friendly,</b>
<b>but the emphasis on internal relationships
was not as overtly present.</b>
<b>This team focused more on
productivity and meeting numbers.</b>
<b>It was a faster pace and the conversations were more
in a professional context than a personal context.</b>
<b>This wasn't bad, but it was a different value and focus
than her previous organizational internal relationships.</b>
<b>In your team, I want you to spend
time in quiet observation,</b>
<b>taking note of the context of the focus, the
values, and the priorities in your team.</b>
<b>In your observations, you might also ask some questions and
clarify these focuses, values, and priorities in your department.</b>
<b>Lastly, ask your team about the
behavioral expectations within the team.</b>
<b>This can vary dramatically from team to team and
is generally not included in the job description.</b>
<b>How are you expected to handle conflict?
How does the team approach new ideas?</b>
<b>How does your team
address mistakes?</b>
<b>I was working with a nurse, let's call her Luisa, who was
upset because her new ideas were met with a lot of questions.</b>
<b>I encouraged Luisa to follow up from the discussion and she discovered
that the charge nurse and the manager both liked the ideas,</b>
<b>but they wanted more information and to make
sure the ideas were fully thought through.</b>
<b>The charge nurse and the manager liked the ideas.
But they seemed half complete.</b>
<b>Rather than saying no, the leaders encouraged Luisa to think
through the ideas with more solutions and information.</b>
<b>Luisa learned that the questions and the skepticism she
received should not be interpreted as a dislike of the ideas,</b>
<b>but rather a communication of
incompleteness of the ideas.</b>
<b>Next time Luisa had an idea, she took
some extra time to gather information</b>
<b>and think through the questions
before presenting to the leadership.</b>
<b>The next meeting was more
productive and effective.</b>
<b>This is a specific example.</b>
<b>Your department might have behavioral
expectations when it comes to conflict,</b>
<b>different ideas, new ideas,
challenging situations, and more.</b>
<b>One way that you can clarify behavioral expectations is
by asking your team to role play certain situations.</b>
<b>You can proactively ask how situations
have been addressed in the past.</b>
<b>You can also be intentional to observe
the social norms in your team.</b>
<b>There are a lot of opportunities for us to work collaboratively as
a team to make a meaningful impact in the lives of our patients.</b>
<b>Inconsistent and unclear expectations can dramatically impact
your ability to be effective healthcare professionals.</b>
<b>So, here is what I
want you to do.</b>
<b>Take the time to clarify expectations
of outcomes, values, and behaviors</b>
<b>by story mapping and clarifying the team
responsibilities, observing team norms and practices,</b>
<b>and asking questions with other team members
to better understand your expectations.</b>