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Aims of the Workshop

WORKSHOP Cork June 11 th 2014 Resilience, Surviving and prospering in Health and Social Care Dr Martin Lawlor Malcolm Rae OBE FRCN malcolmrae@blueyonder.co.uk 07969895710. Aims of the Workshop.

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Aims of the Workshop

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  1. WORKSHOPCork June 11th 2014Resilience, Surviving and prospering in Health and Social CareDr Martin LawlorMalcolm Rae OBE FRCNmalcolmrae@blueyonder.co.uk07969895710

  2. Aims of the Workshop • Have a better understanding of resilience in dealing with pressures, retaining motivation and focus on quality, creativity and innovation • Understand the pressures and factors which negatively impact on individuals and teams ability to cope and function effectively • Increase awareness of the benefits of heightened resilience to - individual - organisation • Explore what actions, support and positive leadership/management practice may be helpful • Explore how professional organisations might impact and influence • Consider issues for inclusion in personal and professional resilience training • Highlight individual responsibilities and own strategies

  3. QUESTION WHAT IS YOUR UNDERSTANDING OF THE TERM RESILIENCE?

  4. RESILIENCE • An individual’s ability to adapt to challenges, stress, difficulties, problems • The capacity and resourcefulness to cope • Accepting your new reality even if it is less than what existed before

  5. POSITIVE QUOTES YOU CAN FIGHT IT, YOU CAN DO NOTHING BUT SCREAM ABOUT WHAT YOU HAVE LOST OR YOU CAN ACCEPT WHAT YOU HAVE LOST AND TRY TO PUT TOGETHER SOMETHING THAT’S GOOD

  6. Nelson Mandela

  7. Japanese Proverb

  8. QUESTION WHAT ARE THE KEY PRESSURES CLINICAL STAFF ARE LIKELY TO ENCOUNTER?

  9. Contemporary Pressures • Massive imposed structural changes • Financial constraints • Juggling conflicting demands • A drive for outcomes without support • Expected performance improvements/regulation • Service user/family expectations • Changes in complexity of need, dependency and challenging behaviours • Fear of blame

  10. Contemporary Pressures 2 • Negative media interest • Demand for openness/transparency • Increase in technology • Having to deal with the unexpected • Abuse, intimidation and violence

  11. Question What may help?

  12. Factors which will be beneficial 1 • Being connected to support networks. • Governance frameworks and health and wellbeing workplace policies and stress reducing activities to maintain wellbeing. • Access to confidential support. • Both health promoting and opportunities for renewal and recovery. • Senior managers, board members being visible, role modelling, supportive behaviours, including formal and informal debriefing, listening to staff ideas/concerns, tap into their insights and expertise, actively seeking ideas/suggestions for improvements and push and support the ideas.

  13. Factors which will be beneficial 2 • Skills to manage competing demands i.e. quality and safety standards v cost improvements, understand business v compassion imperatives. • Skills in pragmatism, persuasion, relationship building, handling pressures and conflict, managing change and improvements. • Opportunities for team support and development. • Time and space for shared reflection, support and supervision to obtain a sense perspective, development of self awareness and trust and give attention to different parts of their life. • Opportunities for mentorship/coaching. • A culture of support to consider alternative options, try out different strategies for solving problems.

  14. Factors which will be beneficial 3 • Opportunities for professional development and updating following needs assessment, including tailored programmes, peer support projects, secondments, shadowing, visits etc. • Debriefing and support after incidents/complaints. • Opportunities for fun, humour and celebration of good work and achievements. • Nominate for awards, encourage application for scholarships. • Role modelling of emotional intelligence, positive practice and attitudes, acts of kindness by senior managerial/clinical leaders. • Effective communication and information channels (A two way street).

  15. Question • What are the benefits of a heightened focus on resilience to 1The individual 2 The organisation

  16. Benefits to individual • Maintain/enhance self confidence, value base, self esteem. • Ability to make informed decisions. • Ability and confidence to apply courage and appropriately challenge systems, decisions to say no, and raise concerns of poor service quality and in managing conflict. • Develop inner strength to keep going in tough circumstances, and bounce back. • Heightened job satisfaction. • Improved personal safety.

  17. Benefits to organisation • A positive organisational culture. • Staff feel valued, optimistic, energised, pride. • Effective staff management. • Loyal, well motivated and informed workforce, working to optimum levels, committed to organisations strategy and goals. • Healthier workforce, reduced sickness and absence and less emotional fallout. • Increased awareness of prevention of ill health and staff advocating for prevention and health promotion with service users. • Less turnover and recruitment, retention of good staff.

  18. Benefits to organisation 2 • Heightened focus on patient care. • Consistent delivery on performance standards. • Likelihood of innovative practice. • Maintenance/enhancement of reputation. • More effective MDT/interagency relationships, communication and partnership working. • Reduced mistakes, less adverse incidents, formal complaints, litigation, Improved learning from adverse incidents.

  19. Question • What is the role of our professional organisations in raising awareness and lobbying for support? • How can they best influence and impact?

  20. Role of Professional organisations • Advocate for good employment policies and practice. Provide a blueprint for organisations to work towards. • Highlight cost benefits. • Articulate the negative impact on patient care if nurses are struggling. • Seek to influence locally, regionally and nationally. • Develop a cadre of advisors, mentors, coaches (support and value them). • Provide personal/professional development opportunities local/regional.

  21. Role of Professional organisations 2 • Hold organisations to account. • Point to where good practice is working well. • Consider incentives of accreditation of good health and wellbeing employment policies and practice. • Advocate for evidence based research and resilience to feature in pre and post basic training programmes, which enable staff and students to develop coping skills for difficult situations.

  22. Training and Professional Development • Question: If we are to equip staff with the necessary skills and capacity to withstand pressures and cope, what are the themes and issues which should be considered for personal and professional resilience training and development programmes/workshops?

  23. Development Programmes • Stress awareness, protective factors and management. • Self awareness of emotional health and wellbeing, and that of your team. • Dealing with disappointment and learning from adversity. • Self care, promoting self resilience through accessing support, reflective practice and supervision. • Improving self esteem and self belief. • Social competences and friendships. • Celebrating your strengths and assets.

  24. Development Programmes 2 • Avoiding victimhood. • Being adaptable, flexible, learning, innovative and the capacity to walk in another person’s shoes. • Putting perfectionism into perspective. • Sleep hygiene. • Effective time management. • Understanding why things go wrong. • Problem solving. • Communication skills.

  25. Development Programmes 3 • Keeping well including 5 Ways to Wellbeing (Protective factors). • Creating a sense of belonging. • Motivational skills. • Importance of physical, emotional and spiritual health. • Recognition of unhealthy behaviours.

  26. Development Programmes 4 • Learning resilience skills from sport including: • Preparation • Managing expectations • Decatastrophising • Focus on positive thinking, confidence, self belief and motivation and mindfulness • Visualising and optimising expectations of success, opportunities and hope building • Aspects of CBT and emotional control

  27. The Survivor Tree

  28. The Survivor Tree: A Story of Hope and Healing • A  pear tree became known as the "Survivor Tree" after enduring the September 11, 2001 terror attacks at the World Trade Center. In October 2001, the tree was discovered at Ground Zero severely damaged, with snapped roots and burned and broken branches. The tree was removed from the rubble and placed in the care of the New York City Department of Parks and Recreation. After its recovery and rehabilitation, the tree was returned to the Memorial in 2010. New, smooth limbs extended from the gnarled stumps, creating a visible demarcation between the tree’s past and present. Today, the tree stands as a living reminder of resilience, survival and rebirth.

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