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Emotional Intelligence: Creating a Culture of Safety and Leadership

Explore the importance of emotional intelligence in creating a positive culture of safety and leadership in healthcare. Learn the components of culture, the role of emotional intelligence, and how it connects to clinical care. Discover ways to improve team competence and effectiveness while fostering a culture of accountability and engagement.

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Emotional Intelligence: Creating a Culture of Safety and Leadership

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  1. Emotional Intelligence Can Create A Culture of Safety and Leadership Sylvia del Castillo, MD Clinical Associate Professor of Pediatrics USC Keck School of Medicine February 11, 2019

  2. Objectives • Understand what “culture” is • Discuss what makes our unit have its own culture • Understand the components of Emotional Intelligence • Understand the 5 components of a dysfunctional team

  3. WHAT IS CULTURE? Culture is the world you live in Culture is the air we breathe Culture is what you grew up with

  4. WHAT IS CULTURE? • A pattern of shared basic assumptions…. To be taught to new members as the CORRECT way to perceive, think, and feel in relation to problems • Its power is derived by the fact that if or when the assumptions are discussed, we do not examine them, but defend them.

  5. COMPONENTS OF CULTURE • It is shared • It is learned • It is symbolic • It is transmitted cross-generationally • It is adaptive and integrated • Mental processes, beliefs, knowledge, and values are all part of culture

  6. Culture eats strategy for breakfast

  7. THREE TYPES OF CULTURES • Constructive • Members are encouraged to interact with others and approach tasks in ways that will help them meet their higher-order satisfaction needs. • Norms support: • Achievement • Self-actualizing • Humanistic-encouraging • Affiliate behavioral styles

  8. THREE TYPES OF CULTURES • Passive/Defensive • Members believe they must interact with people in ways that will not threaten their own security. • Norms promote or implicitly require: • Approval • Conventional • Dependent and Avoidance styles

  9. THREE TYPES OF CULTURES • Aggressive/Defensive • Members are expected to approach tasks in forceful ways to protect their status and security. • Norms support: • Oppositional • Power • Competitive and Perfectionist behavioral styles

  10. HOW DOES CULTURE CONNECT TO CLINICAL CARE? • 98,000 deaths in the US from preventable medical errors • Sentinel events: 70% related to a failure in communication • 1 of 3 verbal interactions between MD and RN are miscommunications that result in an error in care • Most quality improvement projects result in no or temporary improvements • Almost all of these facts are related to behaviors observed daily in healthcare

  11. Adapted from TR Krause et al., 2005

  12. * LEADERSHIP AND CULTURE ACCOUNTABILITY Leaders get the behaviors they exhibit and tolerate. You change the culture of a workplace by changing the behavior of its leaders. Larry Bossidy, Execution-the discipline of getting things done

  13. PHILOSOPHICAL CHANGES • SELECTION AND DEVELOPMENT • Demonstrating behaviors consistent with our values • Leadership training and development • Redefining what success looks like in senior nurses and physicians (technical skills and knowledge are not enough) • Servant leadership principles.

  14. ENGAGE THE ENTIRE TEAM • Multidisciplinary input to patient care • Nurse facilitated daily rounds • Family Centered Care Committee • Nurse and RCP led quality improvement projects • Acknowledging and addressing moral distress • (tea for the soul)

  15. HOW DO YOU READ CULTURE? The way people interact Expressed values Rules of the game Guiding principals Special competencies Thought and language Shared meanings Group norms of behavior Climate Emotional and aesthetic responses

  16. https://youtu.be/8uSyvw5RR28

  17. WHAT MAKES A TEAM COMPETENT AND EFFECTIVE? Self awareness Self control Commitment Collaboration Emphasis on teamwork

  18. Do you See what I See?

  19. SEVEN KEYS TO EFFECTIVE TEAMS • Clear sense of direction • Talented members • Clear and enticing responsibilities • Reasonable and efficient operating procedures • Constructive interpersonal relationships • Active reinforcement systems • Constructive external relationships

  20. HAND HYGEINE PROJECT

  21. CONCLUSIONS • The change in culture, increased availability of Sterillium dispensers and the transparency of our audit results have contributed to our success of maintaining a 90% hand hygiene compliance rate since Q4 of 2011. • We continue to monitor our hand hygiene and discuss on a monthly basis at our PI meetings.

  22. This starts with YOU!! Thank you for all you do for our patients and each other every day! 

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