Innovative Staff Development in Healthcare

Contents
1: Introduction: Innovative and Courageous Human Resources Development in the Healthcare Sector
1.1 Healthcare in the Twenty-First Century
Innovation in Healthcare
The Health Care System from an Innovation System Perspective
1.2 Personnel Development Yesterday and Today
New Requirements for the Personnel Development of the Future
1.3 Practical Projects of Innovative Personnel Development
We Love the Challenge: Culture Change
We Are Bold: Emotional Intelligence Pays
We Are a Dream Team: Interprofessional Collaboration
1.4 Conclusion
References
Part I: We Love the Challenge: Culture Change
2: Engaging Hearts and Minds to Advance Relationship-Based Cultures
2.1 Creating a Culture of Caring
2.2 Beliefs About Innovative Learning
2.3 How to Achieve Relationship-Based Care
2.4 Dimensions of Relationship-Based Care [10]
How Do We Find the Time?
2.5 Two Impactful Workshops
Workshop #1: Re-Igniting the Spirit of Caring
The Caring for Self Module of Re-igniting the Spirit of Caring
The Caring for Colleagues Module of RSC
The Caring for Patients and Families Module of RSC
Workshop #2: See Me as a Person
The Four Therapeutic Practices: Attuning, Wondering, Following, and Holding
Experiential Learning in Action
Sustaining and Deepening See Me as a Person
Measuring the Impact of the Workshops
2.6 Quantitative Outcomes
Patient and Family Experience/Satisfaction
Employee Engagement/Satisfaction and Financial Health
2.7 Qualitative Outcomes
Verbatim Comments from Re-Igniting the Spirit of Caring Participants
Verbatim Comments from See Me as a Person Participants
Implications and Lessons Learned
2.8 Closing Reflections
References
3: Establishing Innovation Culture in Nursing: Butterfly Effect
3.1 Introduction
3.2 The Place and Importance of Innovation in Nursing
3.3 Steps Toward Innovation in Nursing
3.4 Activation Process of Innovation in Nursing: A State Hospital Example
The History and Service Process of University of Health Sciences (SBU) Zeynep Kamil Obstetrics and Children’s Diseases Training and Research Hospital
Innovation Practices in Nursing in Zeynep Kamil Hospital
Photos of Nursing Innovations (Figs. 3.3, 3.4, and 3.5)
Innovative Product Examples Developed by the Nurses in Zeynep Kamil Hospital
3.5 Conclusion
3.6 What Others Can Learn from This Project
References
4: Initiate Change Processes via the Development and Introduction of Leadership Guidelines: A Systemic Approach
4.1 Overview of the Facility/Institution
Current Challenges of the Institution in the Context of Talent Management
What Innovative and Courageous Contribution Does the Project Make to Meeting These Challenges?
4.2 Leadership Guidelines as a Systemic Instrument of Talent Management
Systems Theory as a Basis for Consideration
Systemic Perspective: Constructivism, Wholeness and Circularity
Systemic Map of Organization and Leadership
Using Systemic Tools
Innovative approaches of the project
Programmed Uncertainty!
The Way Shows the Goal!
Participation Does Not Mean Grassroots Democracy!
Leadership Mikado: He, Who Moves First, Wins!
4.3 The Process of Developing the Management Guidelines
Basic Considerations for the Project Structure
Resonance Groups
Purpose and Function
Methods and Their Effect
Observation and Reflection
From Resonance to the Core—Next Steps of the Elaboration
Result: Five Leadership Guidelines
4.4 Roll-Out Process for the Implementation of the Management Guidelines
Large Group Events
Fishbowl
Reflecting Team
Coaching of the Executive Board
4.5 Learning Experiences from the Project
Point out all consequences right from the beginning
Make the Time Requirements Clear
Point Out Risk of Cancellation
Create Time and Space for Reflection and Feedback on the System
In Short
References
Further Reading
5: Pearls of Wisdom: The Evolution of a Healing Healthcare Model
5.1 Introduction
5.2 The Place: Woodwinds Health Campus
Optimal Healing Environments
Holistic Nursing
5.3 The Process: Woodwinds Health Campus Healing Healthcare Model
Step One: Identification of the Issue
Step Two: Creating the HNM
Step Three: Support for the HNM
Step Four: Forming Partnerships
Step Five: Intentional Communication
Step Six: Assuring Educational Equity
Step Seven: Establishing Protocols and Procedures
Step Eight: Evaluation
5.4 The People
Interdisciplinary Evolution and Assimilation
5.5 The HHM Today
5.6 Lessons Learned
5.7 Expanding Consciousness
5.8 Conclusion/What Others Can Learn from Us
References
6: A Strategically Engaged Programme of Person-Centred Culture Development in Health Services: The Courage of the Irish!
6.1 Background
6.2 The Irish Health Service
6.3 Population Changing
6.4 The Catalyst for Our Person-Centred Journey
6.5 Learning from Previous Experience
6.6 Promoting the Idea
Courageous Step 1
Courageous Step 2
6.7 Partnering and Planning
6.8 Programme Description
6.9 Methodology and Methods
6.10 Key Learning from the Work to Date
Learning for Participants
Holding Back the Tide
Consistent, Visible Support from Managers
Clarifying and Simplifying
6.11 What Is Happening Now?
6.12 Conclusion
References
7: Developing Practice Together with the University: Changing Health Care to Be Evidence-Based and Person-Centred
7.1 Introduction
7.2 Enabling Professional Action Through Interactive Learning (Doing)
7.3 Enabling the Role of Practice Development (Being)
How Do We Become Role Models for Person-Centred Interaction?
How Does a Person-Centred Approach Succeed in Teaching and Research?
The Next Step
7.4 Bringing Person-Centred Care from the University into Practice
How Can a Care Facility Benefit from the Use of Academically Qualified Practice Developers?
What Roles Can Academic Practice Developers Play in the Healthcare Organisation?
How Can Managers Support Academic Practice Developers in Their Role Identification and Activities?
References
Part II: We Are Bold: Emotional Intelligence Pays Off
8: empCARE: An Empathy-Based Relief of Strain Training for Carers
8.1 What Is empCARE?
8.2 How Are Empathic Working and the Health of Carers Related?
8.3 How Can Interaction Work Be Designed to Promote Health?
8.4 The Empathic Short Circuit as a Means of Short-Term Emotion Regulation
8.5 What Are the Mechanisms at Work in empCARE?
8.6 The Central Importance of Needs
8.7 The Directions of Action of the Training
8.8 How Does empCARE Affect the Interaction with Patients?
8.9 What Effect Does empCARE Have on the Inner Experience of the Caregiver?
8.10 Relief Effect Through Self-Awareness
8.11 Which Effects of empCARE Can Be Proven?
8.12 Conclusion and Outlook
References
9: WellBeing at the Workplace: The Urgency and Opportunity
9.1 Nursing in the USA
9.2 Wellbeing of the Health Care Workforce
9.3 Why Wellbeing?
9.4 The Wellbeing Leadership Program: An Innovative Staff Development Initiative
Self-Awareness
Whole Systems Healing
Whole Systems Leadership
9.5 Whole Systems Leadership Competencies
Organizational Change and Transformation
9.6 Summary and Checklist
References
10: Stress Was Yesterday! Revitalising Care Is Today, by the Adoption of HeartMath® Interventions in Nursing within the National Health Service (NHS) UK: Facing the challenges
10.1 Staff Development: Revitalising Care of Staff and Patients
Revitalising Care Project
Results
Conclusion
10.2 What Others Can Learn from the Project
10.3 Future Opportunities
References
Part III: We Are a Dream Team: Interprofessional Collaboration
11: Agile Working and Leading: New Approaches for Cross-functional Expert Teams in the Context of Precision Oncology
11.1 Background
Precision Oncology
MOLIT Institute for Personalized Medicine
11.2 Personnel Development in an Agile Work Environment
Agile Manifesto and Principles of Agility
Agile Mindset
Agile Work Environment
Self-Management and Empowerment
Interaction and Communication
Reacting to Change and Interdisciplinary Cooperation
Strength Orientation and Reflection
Agile Leadership
Leading at Eye Level
Further Development and Career Opportunities
11.3 Findings and Outlook
References
12: TeamProcessPerformance (TPP) in the OR with Gung Ho
12.1 Hard and Soft Success Factors of the OR Organization
12.2 Paradigm Shift: Organizational Philosophies in Historical Change
12.3 The Postmodern Hospital: Gung Ho, Self-Organization, Generations YZ, and Hybrid Organization
12.4 TeamProcessPerformance (TPP) in the Operating Theater
12.5 The Subjective Success of TeamProcessPerformance
12.6 Implementation of the TeamProcessPerformance (TPP) in the OR
12.7 Project Results and Conclusion
References
13: Interprofessional Training Wards: Transcending Boundaries—Learning and Working Together
13.1 Background
13.2 State of Development
13.3 The ITWP Project: A Case Study
Institutional Framework and Conception
Relevance for Professional Development in the Health Care Sector
Potential for Innovation and Experiences of Implementation
13.4 Findings and Transfer
References
14: Interprofessional Teaching and Learning in Germany: The “Operation Team” Support Program
14.1 Background: Why Interprofessional Learning?
14.2 The “Operation Team” Support Program: A Review
14.3 Project Cluster
14.4 International Comparison
14.5 Summary and Outlook
References
Part IV: We Are Future: Innovative Staff Development
15: Bold Future of Human Resources Development in Healthcare
15.1 Introduction
Courage Is Good
The Health Industry as a Growth Engine
15.2 Technology as a Future Driver in Health Care
Technology in the Fast Lane
Collecting and Evaluating Large Amounts of Data
Individualized Patient Support
Patient-Controlled Examinations
The New Era of Care Robots
What Scientists Predict for Us
Artificial Intelligence in Germany
Internet of Things (IoT)
HeartMath Technology
15.3 Generational Change and Relationship-Based Working
The Consequences of Generational Change
Paradigm Shift for Personnel Development
Megatrend: Relationships
Integrative Methods Have a Future
15.4 The Secret of Success: Communication
Faulty Communication Produces Treatment Errors
Understanding and Changing Communicative Demotivation
What Communication Has to Do with Hormones
Why Complaining Is Harmful
Why We Blaspheme
Dealing with Stressful Emotions
15.5 Interprofessional Cooperation as a Decisive Factor for the Future
Interprofessional Cooperation as an Economic Adjusting Screw
Why Cooperation Has Not Worked So Far
What Does It Take for Interprofessional Cooperation to Succeed
Need for Interprofessional Education (IPE)
15.6 Success Factor Transition Management
Transition Management
The Three Reasons for Resistance to Change
Sustainability of Change Processes
NEWSTART: Changes in the Health Care System in Germany
Economy of the Common Good
15.7 Crisis Management as a Secret of Success
Crises Are Getting Bigger
What Is a Crisis?
What Does Successful Crisis Management Need?
Media Training
Crisis Management
Perception in the Crisis
Technical Assistance in the Event of Disasters
Taking Responsibility
15.8 The Future of Human Resources Development: Bold And Innovative
Communication as a Revenue-Relevant Factor
Technical Competence and Emotional Intelligence as Future Winners
Leadership Competence as a Sustainable Success Factor
Personnel Development as Shaping the Future
Physiological Knowledge as a Basic Competence
Academization of the Nursing Profession as a Basis for Fair Interprofessional Cooperation
Meaningful Activities as Motivation Drivers
Individualized Career Development as a Motivation Driver
Emotional and Crisis Competence for Change Success
References