4 TH TEAM SCIENCE WORKSHOP 1
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
UT MD Anderson Cancer CenterU.S. Mentor
Theresa Johnson, BSN, MSN, RNClinical Administrative Director
UT MD Anderson Cancer CenterU.S. Mentor
Ravi S. Legha, MDDiagnostic Radiologist
UT MD Anderson Cancer CenterU.S. Mentor
Zhongxing Liao, MDRadiation Oncologist
UT MD Anderson Cancer CenterU.S. Mentor
JTOP 2020 US MENTORS
Ashley Martinez, AAS, BSN, DNP, MSN, RNAdvanced Practice Registered Nurse (APRN)
UT MD Anderson Cancer CenterU.S. Mentor
Paul Mansfield, BS, MDSurgical Oncologist
UT MD Anderson Cancer CenterU.S. Mentor
Joyce Neumann, BSN, MS, PhD, RNProgram Director
UT MD Anderson Cancer CenterU.S. Mentor
Chair of J-TOP
Chantal Reyna, MD, FACS Surgical Oncologist
University of CincinnatiU.S. Mentor
Melvin Rivera, PharmD, BCOPClinical Pharmacy Specialist
UT MD Anderson Cancer CenterU.S. Mentor
JTOP 2020 US MENTORS
Aysegul Sahin, MDPathologist
UT MD Anderson Cancer CenterU.S. Mentor
Nick Szewczyk, MS, RNAdvanced Practice Registered
Nurse (APRN)UT MD Anderson Cancer Center
U.S. Mentor
Richard Theriault, BS, DO, MBAMedical Director, Physicians Network
UT MD Anderson Cancer CenterU.S. Mentor
Mediget Teshome, MDSurgical Oncologist
UT MD Anderson Cancer CenterU.S. Mentor
JTOP 2020 US MENTORS
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
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
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.
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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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
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?
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
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”
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
DEVELOPING EVEN MORE SELF-AWARENESS THROUGH CREATING YOUR OWN MISSION AND A VISION
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HAVE A MISSION & A 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?
BREAKOUT ROOM (10 MIN)
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/
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.
Modified Executestrategy.net
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.
Modified Executestrategy.net
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
Modified Executestrategy.net
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!
Modified Executestrategy.net
EX 2 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!
Modified Executestrategy.net
We will conduct the highest quality clinical translational research to reduce the suffering of breast cancer patients.
EX 2 VISION STATEMENT
Innovative discovery by conducting high-quality clinical translational research by the multidisciplinary team reduces suffering of every breast cancer patients to live well!
Modified Executestrategy.net
All breast cancer patients are living well due to the innovative discoveries of our multidisciplinary clinical translational breast cancer team.
BREAKOUT ROOM (20 MIN)
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
BREAKOUT ROOM (20 MIN)
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