orm_november-2024 - 17

Leadership
Another mindset barrier, cognitive
bias, can result in leaders interpreting
through their own lenses rather than
engage in more systems thinking. " We
love heuristics or mental shortcuts to
categorize information and make decisions
more quickly, " Sherman says.
However, shortcuts can lead to mistaken
conclusions. For example, some
believe " fixing " hospital staffing will
drive nurses to return to acute care;
however, younger nurses do not necessarily
want to work in hospitals anymore.
Being judgmental also can hamper
strategic thinking. " We are all judging
each other every moment, " Horwath
says. People judge things as good
or bad, but that is an incomplete assessment.
" When we first interact with
someone or a situation, we don't know
the outcome; we don't know the potential
value of a person or a situation " he
says. This attitude creates limitations.
Horwath recommends leaders engage
in neutral thinking when challenges
arise during the day. This involves
assessing the situation, determining
a few ways to approach it, weighing
the pros and cons of those ways,
and then moving forward. " We invest
way too much time and energy worrying
about things, procrastinating, complaining,
and whining, when, in fact, if we
just moved forward and went from bad
to neutral immediately, we would be
much more productive, " he says. " Mentally
we would not get as drained and
lose our momentum nearly as much as
we do when we are judging things. "
" Having physical reminders in your environment
is a great way to build habits, "
Horwath says. For example, he keeps a
judge's gavel on his desk to remind him
not to judge things. Horwath also suggests
leaders use a note card to track
how they react to situations during the
day (positive, negative, or neutral). This
activity creates awareness of the behavior.
Once a leader is aware, they can
determine the root cause of the behavior
and make changes as needed.
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Ramping up meeting effectiveness
Horwath offers five steps to make meetings
more effective.
➊ Conduct a meetings audit. You may want to
rate the meetings on a scale of 1 to 3, with
3 being high value, and 1 being low value.
➋ Identify current meeting mistakes, such
as not ending on time and not following
through on things agreed to during the
meeting.
➌ Educate managers on what " good " looks
like. For example, share best practices for
effective meetings. It may be a good idea
to designate a " meeting-free " day.
➍ Use meeting tools. For instance, many
tools exist to help frame discussions related
to strategy.
➎ Develop meeting checklists covering key
points, such as how to prepare (e.g, disseminating
information before the meeting),
how to conduct the meeting, and
Planning collaboratively
Leaders should identify potential pain
points before implementing a plan, and
communication is critical, Douglas says.
" There's a tendency to go too quickly
with implementation, " she explains. " If
you take off like a rocket before people
understand the strategy and the 'why'
of what you're doing, they won't be onboard. "
Feedback
from other departments
is particularly important when considering
new initiatives. " You have to understand
the downstream effects, "
Reiter says. For example, changes
in OR throughput may affect nursing
units and the ICU, so the leader would
need to seek input from these areas
before making a change. Another example
is a plan to add more ORs, and
therefore more patients. Ripples from
that change reach to many areas such
as the PACU, environmental services,
maintenance, and sterile processing.
Seeking advice from other departments
also can help leaders think differently,
Reiter says. For that matter,
what should happen afterwards (e.g.,
formatting minutes so responsibilities for
follow up are clear and have specific time
frames.)
Meetings should also have a strategic
framework:
➤ Intent: Why people are invited to the
meeting and what the desired outcome
is. Ask: Is there a clear agenda or purpose
for each meeting you attend?
➤ Decision: The decision rights and responsibilities.
Ask: Have you identified the
decisions that the group is to make in the
meeting?
➤ Insights: What the group learned (should
occur in the last 10 to 15 minutes of the
meeting). Ask: What are the top insights
that the group is taking away from the
meeting?
so can counsel from contacts in other
areas of the country. " Nobody expects
you to know everything, but you need to
be humble enough to recognize when
you don't know enough about something
and do the research, " she says.
" Ask questions and learn. "
Even with the most well-thought-out
plan, there still may be surprises, Douglas
says. Trialing a solution on a limited
basis will help avoid widespread disruption
caused by unexpected events. The
key is identifying pain points early. " The
quicker I can identify a failure and tweak
the problem, the more effective implementation
will be, " she says.
" If you want to be a strategic thinker,
the very first thing you have to have
is an open mind, " Douglas continues.
Rather than focusing on what cannot be
done, leaders should adopt the attitude
that there is no problem that cannot be
solved. Asking a series of " why " questions
can help get at the root of the
problem.
As for solutions, Douglas encourages
free-wheeling brainstorming sesOR
Manager | Nov/Dec 2024 17
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orm_november-2024

Table of Contents for the Digital Edition of orm_november-2024

orm_november-2024 - 1
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orm_november-2024 - 3
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