Compassion in the Workplace: A Case Study...If you want others to be happy, practice compassion. If you want to be happy, practice compassion. - Dalai Lama Put on then, as God’s
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Compassion in the Workplace: A Case StudyPresented by Huma Shah, DrPHAssistant Professor, Center for Leadership and Health Systems, LLU School of Public Health; Director of Research, Loma Linda University Behavioral Medicine Center
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Agenda
» Compassion in the Workplace Background» Radical Loving Care Principles» Case Study» Challenges and Opportunities» Questions
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If you want others to be happy, practice compassion. If you want to be happy, practice compassion.- Dalai Lama
Put on then, as God’s chosen ones, holy and beloved, compassionate hearts, kindness, humility, meekness, and
patience. - Colossians 3:12
Compassion Becoming Increasingly Popular Among Businesses and Leadership Gurus
Karen May (VP of Talent, Google)
Jeff Weiner, (CEO, LinkedIn)
Karen Armstrong(Ted Talk Prize Recipient for Charter for Compassion)
Fred Lee (Health Care Executive and Author of: If Disney Ran Your Hospital: 9 ½ Things You Would Do Differently)
Erie Chapman (President and CEO, Baptist Healing Trust; Author, Radical Loving Care)
Daniel Pink, Writer and Author, A Whole New Mind
Why Compassionate Workplaces?
Increased Stress
• High turnover• Reduced
productivity• Increased
absenteeism
Burn-out• Absenteeism• Depression• Turnover
Decreased Job Control
• Dissatisfaction• Decreased well
being
Compassion Fatigue
• Burnout• Stress
Workplace
Organizational Culture/Climate»Culture
~ The shared assumptions and beliefs held by members of an organization which are created and led by the leader of the organization (Schein, 1985)
~ Impact of processes and outcomes through individuals
»Climate~ the shared perceptions of the meaning attached to policies,
practices, and procedures employees experience and the behaviors they observe getting rewarded and that are supported and expected (Schneider, Ehrart, and Macey, 2012, p. 362)
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Compassion in the Workplace» Compassion has been studied in the workplace and is often related to:~ Increases in Employee
Satisfaction (Meyer, R.M. et al., 2015; Harr, 2013; McClelland, 2013)
~ Increases in Patient Satisfaction (HCAHPS) (McClelland, 2014)
~ Decreases in stress and burnout (Tabaj,2015)
Case Study: Creating a Culture of Radical Loving Care
Wholeness Initiative
Wholeness Committee formed in 2007
Goal: To foster a culture that facilitates and provides for an exceptional patient, family, employee, student and physician experience.
Critical Success Factors: Develop and implement a plan to establish BMC’s unique culture supported by Radical Loving Care concepts and the Institutional Values (i.e., TWICE)
Outcome Measures: • Gallup Survey • Patient Satisfaction• RLC questionnaire
Projected Impact
Increase employee and patient satisfaction and engagement
Increase Awareness and Recognition of Teamwork, Wholeness, Integrity, Compassion, and Excellence
Increase Awareness of Radical Loving Care and Servant Leadership
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Radical Loving Care»Creating a healing hospital through servant leadership principles~ Distinction between customer service and loving service~ Involves skill, competency and effective stewardship of
resources (story telling)~ Balancing loving care with traditional clinical care~ Employees treated as whole persons~ Organizational commitment (leadership, resources, staff
involvement, mission and values)~ Education, piloting, data collection, feedback loop
Radical Loving Care Hospitals: Creating a Healing Hospital
» Baptist Hospital, Tennessee
» Ohio Health System and Cleveland Clinic, Ohio
» Saint Charles, Oregon
» Parish Medical Center, Florida
» St. Joseph’s Health System, Georgia
» Loma Linda University Behavioral Medicine Center, California
Loma Linda University Behavioral Medicine Center Fostering A Culture of RLC
» 89-bed Psychiatric Hospital proving Inpatient and Partial and Intensive Outpatient Program~ Need for RLC: Staff at risk for Compassion Fatigue and Burnout by the
Nature of Profession (Social Work and Therapy)
» Faith based and mission focused» Organizational Commitment (Behavioral Based Interviewing
& Annual Evaluations- 50% Based on Values)» Top Leadership Commitment » Employees
~ Strong spirituality~ Sense of Meaning and Purpose
Wholeness Initiatives»Leadership Rounding»Prayer Calendar»Tea for the Soul»Values Recognition and Toolkit»Prayer and Values Sharing in
Meetings»Grief Baskets»Values In Practice Representatives»Toolkits and Artifacts reinforcing
Values and RLC»Week of Renewal»TGIF Newsletter»Meditation and Relaxation venues»Opinion Board
LLUBMC Employee Profile2011 and 2014
Male 26%
Female67%
Blanks7%
Gender 2014Male 21%
Female70%
Blanks9%
Gender 2011
0%
5%
10%
15%
20%
25%
30%
35%
Less than1 year
1-3 years 4-6 years 7-9 years 10 yearsor more
Blanks
Years Worked at LLUBMC
2011
2014
Descriptive of LLUBMC Employee Profile2011 and 2014
0%10%20%30%40%50%60%70%80%90%
100%
2011 2014
LLUBMC Clinical & Non Clinical Staff
Clinical
Non Clinical
RLC Questionnaire Results
Loving care means equal balance of skill and compassion 4.7 4.6
I practice loving care in my work 4.5 4.5
My colleagues practice loving care regularly in their work 4.1 4.0
My supervisor is a good example of loving care 4.4 4.2
The top leadership are good examples of loving care 4.1 3.8
The culture in this organization is primarily fear-based 2.7 2.9
Loving care is important in our organization 4.5 4.3
The culture of this organizaiton is primarily love based 4.0 3.6
I spend lots of time worried about my job 2.5 2.5
Compassion can sometimes be expressed in few minutes 4.6 4.6
2011 2014
Wholeness Focus Group Themes 2012 and 2014
Opinion boardTraining SessionsTGIF, Rounding, Email/Face to face
Activities
VIPsOpen Door Policy (Leadership)Suggestion Box1:1 Meetings with Manager
Leadership RoundingTea for the Soul
• Transparent Communications• Enhanced Communication with
Feedback loop
• Safe place to express concerns about one’s job
• Increased presence of Administration
• Recognition and Validation Staff initiated projectsValues toolkit ImplementationEmployee recognition
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Implementation Plan- 2014- 2015
SupervisorEngagement
Taskforce
• Quarterly meetings to help train and develop supervisors and leads
Onboarding
• Orientation to include enhanced background on BMC culture and experiential exercises reinforcing RLC principles and Values
Leadership Rounding
• Schedule Top Leadership and Managers and Directors to Round on Floor
• Accompany Chaplain in Tea for the Soul
Develop VIP• VIP appointed Lead to coordinate VIP efforts that will coincide with
Wholeness initiatives
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Challenges and Opportunities
» Time and Resources » Blend Organizational Behavior Principles with Wholeness Initiatives ~ Help to inform structures, policies and processes
that can enhance teamwork, communication, mutual respect for disciplines and departments
» Develop Recognitions in Alignment with Goals and Performance Metrics
Questions???
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