Pierre, you have mentioned a good point about the supportive environment.  I really like your idea of spending 15 minutes on the unit with staff to explore their day, challenges, and how they can be supported.  I do something similar first thing in the morning when I go do my rounds around the cottages.  Although I don’t have a specific time for meeting each day, I do take a moment to touch base with them to see how I can support them and what their priorities are as far as residents are concerned.

I have experienced similar pushback from the staff at my facility as well Pierre.  My experience is when it comes to reducing antipsychotics.  Since we have started the Clear/BC program I have been more aware and insightful about decreasing antipsychotic, more than usual.  I often get pushback from staff as well, “why change something that doesn’t need to be changed”.   Some staff is very resistive to change.  I have noticed not only staff I find families also find this disruptive because antipsychotics are decreased the Behavioral and Psychological Symptoms of Dementia (BPSD) increases.  Some families rather have their loved ones on medications so they can have a good visit with them.  For staff, it may create a lot more work when residents with dementia become more behavioural.  Change talk not only with the staff but the family may be effective in this case.  “At work, change talk enables us to engage members of our teams in discussions that might otherwise be difficult to initiate or sustain” (Lepsinger, 2010, p.157).  I am wondering Pierre if you had any feedback for me, how are you managing with clear/bc? With Change since we are both in the same field?

References:

Clear / BC Patient Safety & Quality Council. (n.d.). Retrieved from https://bcpsqc.ca/improve-care/clear/

Lepsinger  R. (2010) Closing the Execution Gap. San Francisco: Jossey-Bass.

“I believe self-management would not work in our organization. As it involves prioritizing time in thinking about managing oneself and it doesn’t involve practising such competencies as taking a team in the account and thinking about others while working as a team would be much better for the growth of the organization”(Kunal, 2018).  Thank you for sharing your thoughts Kunal, however, I would like to challenge this statement.  Self-management happens through self-reflection.  “Self-reflection is the most important tool in the value-based leadership toolbox” (Kraemer, 2015, p.15).  Before we try to understand others we must understand ourselves.  Without self-awareness, we can’t lead others.  A manager or a leader who is not aware of his or her own needs, values can’t manage others well.  “Without self-reflection, it is impossible to become a valued-based leader”(Kraemer, 2015, p.15).  I don’t think we can contribute to the growth of an organization unless we grow at a personal level.   A self-managed leader has confidence and strength to guide and facilitate the team.  Once we are able to manage ourselves we can perform to the best of our ability.  “Valued-based leadership moves from the inside out, rooted in the knowledge of what you stand for and what matters most personally and professionally” (Kraemer, 2015, p.16).  Through self-management and self-reflection we can become much more aware of our personal skills.  These learned skills that we can utilize to help our team become their best as well.  “While strategic influence begins with a hard look at yourself, it also involves skills related to building trust and others” (Hughes, Beatty and Dinwoodie, 2014, p.157).  Self-management is the first and foremost key to success.

References:

Hughes R., Colarelli-Beatty K. & Dinwoodie  D. (2014). Becoming a strategic leader. San Francisco: Jossey-Bass

Kraemer, H. M. (2015). Becoming the best: Build a world-class organization through values-based leadership. Hoboken, NJ: John Wiley & Sons.

“I also believe being able to adapt to new conditions requires the ability to critical thinking and becoming a life-long learner” (Leyla, 2018).  Leyla, you have shared a very important point.  I can understand adapting to a new environment and setting must have been difficult for you.  I have been there myself.   Whether moving to a new country or to a new organization we have to learn how to adapt and change.  While personally, we may have to learn new lifestyle in order to function in the brand new society, this requires change.  Similarly, when moving onto a new organization, or working with change in any given organization may create similar emotions.  The five levels of change readiness by Lepsinger 2010 provide you with basic tools to assist with change.  What is really crucial about this model is the change talk.  “Change talk techniques include identifying the behaviour the person or team needs to change, building trust, exploring importance and confidence, and conducting a pro/con analysis” (Lepsinger, 2010, p.157).  It is important to understand the significance of a change.  Just as change is important to survive in a new environment, at times change is crucial when an organization adopts new ways of doing things.  Part of adapting to a new environment or organization change is to learn from others.  We add to our knowledge and growth from outside sources, whether making new friends or learning from sources within the organization.

References

Lepsinger  R. (2010) Closing the Execution Gap. San Francisco: Jossey-Bass.