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Coaching In The OR Bill Berry

Coaching In The OR Bill Berry. Coaching in the OR. Dabo Swinney. Steve Spurrier. Learning How to Drive. A PowerPoint presentation A drivers manual The car keys and the freeway…. Knight, Jim. Instructional Coaching. California: Corwin Press, 2007. Print. Another Way. A PowerPoint

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Coaching In The OR Bill Berry

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  1. CoachingIn The ORBill Berry

  2. Coaching in the OR Dabo Swinney Steve Spurrier

  3. Learning How to Drive • A PowerPoint presentation • A drivers manual • The car keys and the freeway… Knight, Jim. Instructional Coaching. California: Corwin Press, 2007. Print

  4. Another Way • A PowerPoint • A drivers manual • An introduction to the car • A lot of practice driving with a “coach” • Freedom Knight, Jim. Instructional Coaching. California: Corwin Press, 2007. Print

  5. What is Coaching?A Quick Review • Listening and watching • Asking questions about what you see or hear • Trying to improve people’s performance • Getting people to understand how to help themselves

  6. What Coaching Isn’t • Telling • Criticizing • Instructing/Teaching

  7. Show Me/Teach Me C O A Watch Me C H I N G Give Me Feedback

  8. When You Give Feedback • Keep it simple • Keep it focused • Be respectful • Be kind

  9. Rules To Guide You Think about: • What you saw • Will coaching be effective for this team: • Is the culture ready for coaching in the OR? • Should I coach in a one-on-one setting? • Am I right the person to coach? • What is going on in the OR • Is it a good time to coach?

  10. How Feedback is Usually Given • Criticizing • Telling • Yelling • One-sided • People are incompetent

  11. Coach By Asking People Questions You are coaching adults You want them to figure things out on their own – through REFLECTION You want them to come to their own solutions if possible You are guiding them – not telling them… you want the “light bulb” to go off

  12. Your Question: I wonder. . . Your Opinion: I think it is important to. . . . Your Observation: I saw . . . .

  13. Part 1: Your Observation • Tell them what you saw: • Be specific and clear • Stick to the “facts” as you saw them

  14. Examples of the Words • “I saw” • “I observed” • “I watched” • “The team did” • “The team didn’t” • “I noticed”

  15. Part 2: Your Opinion • Why you think what you saw is important • This is your chance to explain why you pointed out what you did

  16. Examples of Opinions • “I think . . . ” • “I believe . . .” • “It is really important to . . .” • “I am pleased because. . .” • “I am concerned . . .”

  17. Part 3: Your Question • It will help the team reflect on what happened and if done properly help them to understand why • You should try to be genuinely curious about what happened

  18. Examples of Questions • “Can you help me understand?” • “I am curious, what do you think happened?” • “How did that make you feel?” • “Where do you think your team was coming from?” • “What is your point of view?” • “How did you experience that?” • “I wonder what you think happened”

  19. The Three Parts Put Together • “I noticed that the team did not debrief at the end of the case.” • “I think that the debriefing is really important.” • “Can you help me understand why that happened?”

  20. Things to Be Careful About In Your Questioning

  21. Avoid Generalizations • “I noticed that communication wasn’t very good. I think that having good communication is important. Can you help me understand what happened?” • Instead, give specific examples.

  22. Avoid Assuming You Understand People’s Actions • "I noticed that you skipped the introductions because you were in a hurry.”

  23. Avoid Making the Team Guess What You Are Thinking • “Can you tell me what you did wrong?” [when you already know exactly what you are after]

  24. Avoid Questions That Already Contain the Answer • “Don’t you think it would have been better if you would have done…” • It’s better to let them figure it out rather than have you tell them so ask: Is there a better way that you could have done that?

  25. Avoid Disguising a Statement as a Question • “You didn’t really want to do that, did you?”

  26. Avoid Singling Out Individuals When You Are Coaching The Team • “Dr. Brown I noticed that you didn’t participate in the briefing section. I think the briefing section is important. Can you tell me why?

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