Interprofessional Education and Practice:
Creating Leaders and Opportunities
for Clinical Learning
MODULE 6
Collaborative Leadership
Funded by the Australian Government Office for Learning and Teaching
Learning outcomes
•
•
Explore your organisation’s readiness for interprofessional
education/interprofessional practice
Understand key approaches to collaborative change
leadership
Catalysing change:
collaborative change leadership
(ehpic™, 2013)
IPE/IPP cornerstone of health
human resource strategy
Advancing Teamwork in
Healthcare will require a
significant paradigm shift. It
will require all stakeholders
to be involved, engaged &
willing to collaborate for
change.
www.healthforceontario.ca
Critical success factors in
Ontario
• IPC champion – Assistant Deputy Minister of Health
Human Resources – reporting to both Education & Health
• Accreditation standards for interprofessional education
• Legislative regulatory changes across professions –
Bill 179
• Government funding provided for interprofessional
education to support universities & colleges
• Innovative partnership grants between education and
practice awarded
US Advisory Committee on
Interdisciplinary CommunityBased Linkages
• Adopt accreditation standards for interprofessional
education
• Conduct evaluations to further assess effectiveness of
interprofessional education and practice
• Implement knowledge-sharing resource to disseminate
best practices
• Facilitate establishment of reimbursement policies that
support interprofessional practice
• Establish standards for information systems & data
elements to facilitate collaboration
• Provide interprofessional faculty development &
curriculum development resources to health professions
schools
Is your organisation ready?
Defining organisational culture
“… shared philosophies, ideologies, values, assumptions,
beliefs, expectations, attitudes and norms in organizations.”
“... is nurtured and shaped gradually over a period of time,
reflected in terms of collaboration, trust and learning, and it
can shape the behaviours of people in that organization.”
(Zhu & Engels, 2013, p. 2)
Culture
• Culture is embedded in
artifacts
• Artifacts are tangible things
that demonstrate culture
through language used,
organisational structures,
leadership models, practices
etc.
(Martin, 2002; Schein, 1996)
Artifacts
(observable)
Values
(what ought to be)
Shared Assumptions
(beliefs that guide action)
Cultural change
What would it take to transform your setting
to one that supports interprofessional
education and interprofessional practice?
IP-COMPASS: Interprofessional
Collaborative Organization Map
and Preparedness Assessment
Tool
A guided self-assessment, quality
improvement framework to help
understand the types of
organisational values, structures,
processes, practices & behaviours
required to create an environment
that is conducive to interprofessional
education
https://nexusipe.org/
http://www.youtube.com/watch?v=dfBJRSw2xeg
The IP-COMPASS Framework
The 4 constructs:
– The organisation is committed to interprofessional practice (IPC)
– The organisation is committed to interprofessional education
– Structures and supports exist to facilitate interprofessional education
– Structures and supports exist to facilitate interprofessional practice
Construct one: the
organisation/unit
1. Commitment to interprofessional collaboration
Examples
1.2 Interprofessional collaboration is part of strategic
planning
1.3 Time, people & money are committed to interprofessional
collaboration
1.4 Leaders promote interprofessional collaboration among
team members
1.7 The effectiveness of interprofessional collaboration is
measured
Example (1.2) Interprofessional
collaboration is part of strategic
planning in the organisation
When this attribute is strong…IPC is almost
always considered when strategic-level decisions
are made that impact (a) how care providers work
together and (b) how clients/patients are cared for.
These decisions might be at any level (e.g.,
organisation, program, department or unit).
Evidence…
• IPC is in formal planning documents, for example…
Is IPC in the organisation’s overarching strategic plan
and/or ‘scorecards’?
• In our clinical setting, this attribute is…
Absent
Weak
Adequate
Strong
Using the IP-COMPASS Tool
• Apply the IP-COMPASS to your context to reflect upon its
readiness for interprofessional education and practice
• Choose the construct that most stands out to you (if time
permits start another)
• Facilitators are assigned at each table to assist you.
Large group debrief
1) Describe your experience using IP-COMPASS.
2) What strengths did you identify demonstrating
interprofessional education and practice?
Large group debrief
Now consider how you can lead the use of this tool in your
own setting.
Leading from where you stand
What do we mean by
leadership?
Margaret Wheatley defines a leader as:
“Anyone who sees an issue or opportunity and
chooses to do something about it .”
The real work of leaders is to help people discover the
power of seeing.
(Wheatley, 2009, p.144)
Change curve
Kotter’s 8 steps for
transformational change
1. Establish a sense of urgency
2. Form a powerful guiding coalition
3. Create a vision
4. Communicate the vision
5. Empower others to act on the vision
6. Plan for & create short-term wins
7. Consolidate improvements & produce more change
8. Institutionalise new approaches – embed into organisation’s culture
(www.kotterinternational.com)
Collaborative leadership
• Asking questions
• Pausing and reflecting
• Sensing what is needed
• Modelling collaboration
(Adapted from Scharmer’s (1997) Theory U)
Appreciative leadership
Appreciative Inquiry
Involves the art & practice of asking questions that
strengthen a system’s capacity to heighten positive
potential
Empowers others to act on a vision
(Cooperrider & Whitney, 1999)
Questions as a strategy
• The change has started simply by asking the question
• Questions can be used:
- to gain and sustain momentum
- to foster reflection
“Organizations grow in the direction of what they are
repeatedly ask questions about and focus their attention on”
(Bernard Mohr, 2001)
Appreciative inquiry 4-D cycle
DISCOVER
What do we already
know that we will
build on
DESTINY
DREAM
How do we adapt &
re-adapt as the new
story is created?
What do we want to
create? What difference
do we want to make?
DESIGN
How will we make this
difference happen?
Paired interviews - what would
interprofessional education and
practice look like at its best?
• Instructions in your resource file
• Partner with the person next to you
• Nominate person A and person B
• A interviews B using the questions in the interview instruction sheet
• B interviews A using the questions in the interview instruction sheet
• Come back to your group to share
Be curious
Summary
• Paired interviews allow everyone to have a voice
• Often generate a lot of energy
• New possibilities come to light when you listen to your
own & others stories
• Sharing stories can establish common ground
• Stories can hint at what could be created (co-created)
Appreciative leadership
5 core strengths of an appreciative leader:
Inquiry – ask for others to contribute – sends message of valuing them
Illumination – show their strengths & how they can best contribute
Inclusion – collaboration, give sense of belonging
Inspiration – provide with a direction
Integrity – let people know they’re expected to do their best & that they
can trust others to do the same
(Whitney, Troston-Bloom & Rader, 2010)
Systems thinking to
understand complex situations
• A system is something that maintains its existence and
functions through the interaction of its parts
• When dealing with a system you never do just one thing –
system effects cross boundaries
(Collopy, 2009)
Leaders with multiple frames
A leader who can draw upon multiple frames is a more
comprehensive leader than one who relies exclusively
upon one for all situations.
(Bolman & Deal, 1991)
Lessons learned
Structural: Goals & efficiency
- Loss of clarity & stability
+ Realigning, clear direction, accountability,
communicating policies & structures
(Bolman & Deal, 1991)
Lessons learned
Human Resource: Human needs
- Anxiety & uncertainty
+ Facilitation, empowerment & involvement
(Bolman & Deal, 1991)
Lessons learned
Political: Scarce resources
- Conflict and loss of control
+ Networking, negotiating, compromising & building
coalitions
(Bolman & Deal, 1991)
Lessons learned
Symbolic:
- Loss of meaning
+ Rituals, stories & ceremonies to celebrate
achievements
(Bolman & Deal, 1991)
Using multiple change
approaches
Appreciative
Leadership
Multiple
leadership frames
(Whitney et. al., 2010)
(Bolman & Deal, 1991)
Collaborative
leadership
8 Step process
(Kotter,
www.kotterinternational.com)
(Scharmer, 1997)
Effective
change
Support for the production of this resource has been provided by the Australian
Government Office for Learning and Teaching. The views expressed in this Power
Point do not necessarily reflect the views of the Australian Government Office for
Learning and Teaching.
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