Topic: Resilient Leadership and Trusted Care – Frontline Staff as Leaders

Frontline staff determine the success of all businesses, particularly, healthcare institutions. The ability of frontline staff to translate the core values, mission and vision of the healthcare institution is key for the success. Transformation of front staff into self-motivated frontline leaders is key for the success of healthcare service.

Learning objectives:

• Frontline staff as leaders, roles, opportunities, and challenges
• Qualities of frontline staff leaders

Introduction:
Mr. Andre Garra | Senior Quality Improvement Reviewer (A) | Corporate QPS/HMC

Meeting with patients and families in the setting of an unexpected outcome is critical to maintaining the principles of any robust communication and resolution program. Arising from the pandemic and the need for social distancing, limitations on traditionally in-person meetings has challenged the way hospital risk managers, clinical leaders, patients and families and others communicate under the circumstances. As a result, and many family meetings are now held virtually in platforms such as Zoom. Body language that reveals emotion may be more difficult to detect, and our own eye contact and camera postures may send inadvertent signals of disinterest or other undesired behavior to patients and families. This session will highlight tips for a successful virtual meeting when emotions may run high, featuring a unique case study at the University of Michigan.

Learning Objective:

• List 3 frequently encountered pitfalls to a successful virtual meeting with patients and families in the setting of an unexpected outcome
• Identify best practices for maintaining thoughtful body language during virtual patient and family meetings
• Discuss 3 lessons learned during a high stakes virtual patient and family meeting involving disclosure of a medical error and clinical leadership participation

Speaker:
Kelly Saran, MS, RN, CPHRM, CPPS 

Note: This is a pre-recorded webinar, there will be no live forum or Q&A after the session.

Agency for Healthcare Research and Quality (AHRQ) defines high reliability organizations as those operates in complex, high-hazard domains for extended periods without serious accidents or catastrophic failures. A commitment to support and sustain a system of high reliability principles and safety should be an organization’s overarching strategy which begins with the leaders.

Despite the best efforts, innovative safety initiatives and renowned success stories, healthcare errors will occur. The success relies when organizations with a highly reliable culture quickly contain errors, creating the ability to function despite setbacks. For this, the leaders and staff should be trained to perform quick situational assessments and interventions and must be prepared to respond when system failures occur.

Resiliency in hospitals stem from accountability of leaders and staff. A commitment to resiliency involves constructing systems in a reliable fashion that take human factors into account.

Learning Objectives:

• Discuss Leadership Commitment to Zero Harm
• Learn Effective leadership behaviors to improve safety culture and drive improvement
• Ascertain effective communication and reliable systems to help ensure safety
• Define Robust Process Improvement

Speaker:
Dr. Mary Jyothis Assistant Executive Director for Quality Patient Safety | HMC Rumaillah Hospital

Moderator:
Ms. Jessy George | Risk & Quality Improvement Manager | RH/HMC

Speakers:

Learning Objectives:

• Identify the risk of misinformation in a pandemic situation
• Verbalize the need for reliable sources for guidelines and updates
• Application of learnings to current life settings

Speaker:

Dr. Nasser Al Ansari | Consultant, Medical Microbiologist | Al Wakra Hospital, Hamad Medical Corporation

Note: This is a pre-recorded webinar, there will be no live forum or Q&A after the session.

Lessons from the medical world are helping to build better teams outside hospitals. Fortune 500 companies and other organizations are learning that running a busy emergency room in high pressure situations provides valuable insight that can help anyone who leads or is part of a team, to be more effective. 

Learning Objectives:

• How to shift workplace culture from “me” to “we”
• How to apply healthcare’s teamwork model to any industry
• Ways to transform complex systems in the workplace

Speaker:
Dr. Daniel Goldman, Author. The Power of Teamwork

Note: This is a pre-recorded webinar, there will be no live forum or Q&A after the session.

In an era of transformational change, teams and team members are experiencing the impacts in many ways. Our collective ability to recognize, navigate and adjust to change will help shape the new working world and organizational success.

Speaker:
Dr. Marie-Helene Pelletier | Award-winning Leadership and Workplace Mental Health Expert, Psychologist

Note: This is a pre-recorded webinar, there will be no live forum or Q&A after the session.

The health care industry ecosystem has been recently disrupted by a multitude of factors that have reshaped the balance of risk across each organization. Reactive risk management approaches are not perceived as valuable and, in some cases, clinical risk management programs have disappeared altogether. This panel-type program will offer insight and strategies from multiple risk management leaders from across the country related to effective proactive risk management approaches. At the end of the program, the participants will be able to describe proactive risk management as a key business objective to manage existing and emerging risks, prepare historical data to facilitate a proactive risk management approach, and execute at least one strategy from each presenting risk management leader to shift from a reactive to a proactive risk management program.

Learning Objectives:

• Describe proactive risk management as a key business objective to manage existing and emerging
• Prepare historical data to facilitate a proactive risk management approach
• Execute at least one strategy from each presenting risk management leader to shift from a reactive to a proactive risk management program

Speakers:

1. Elaine Ziemba, Vice President and Chief Risk Officer | Stanford Healthcare/Stanford Medicine

2. Stephanie Fenton-Wilhelm, Vice President of Risk Management and Accreditation | UNC Hospitals

3. Caroline Bell, Principal and Founder IERM

4. Cheryl DeKleine, AVP Claims, Litigation & Risk Management | Ascension

Note: This is a pre-recorded webinar, there will be no live forum or Q&A after the session.

Dr. Moza Alishaq, QSHRM 2022 Chairperson

Ms. Elizabeth “Lizzie” Ortolano, ASHRM Executive Director 

1 October 2022 (Saturday)

Time

Topic

Speaker

10am to 11am

Closing Keynote HMC Chief Quality Officer | Professor Abdul Badi Abou Samra

Topic: Resilient Leadership and Trusted Care – Frontline Staff as Leaders

Frontline staff determine the success of all businesses, particularly, healthcare institutions. The ability of frontline staff to translate the core values, mission and vision of the healthcare institution is key for the success. Transformation of front staff into self-motivated frontline leaders is key for the success of healthcare service.

Learning objectives:

• Frontline staff as leaders, roles, opportunities and challenges
• Qualities of frontline staff leaders

11am to 12noon

Risk management in a global pandemic – Early lessons learned, EU – US perspectives (W)

FERMA and RIMS teamed up to bring you content from both sides of the Atlantic Ocean. The session will begin with a presentation of the results from FERMA’s COVID-19 survey, and then took a Transatlantic view on commonalities and differences.

Learning Objective:

• Discuss insights into the way risk managers have experienced and dealt with the global pandemic and its consequences.

1. Ms. Athina Pehrman, Group Risk Manager | Electrolux Professional Group (a sustainability leader in the appliance industry)

2. Ms. Melanie Steiner, Board Member, US Ecology, Inc.

12noon to 130pm

Stretch and Movement Break/ Prayer and Lunch Break

130pm to 230pm

Resilient Leadership for High Reliability Organization – A Trusted framework for Risk Management

Agency for Healthcare Research and Quality (AHRQ) defines high reliability organizations as those operates in complex, high-hazard domains for extended periods without serious accidents or catastrophic failures. A commitment to support and sustain a system of high reliability principles and safety should be an organization’s overarching strategy which begins with the leaders.

Despite the best efforts, innovative safety initiatives and renowned success stories, healthcare errors will occur. The success relies when organizations with a highly reliable culture quickly contain errors, creating the ability to function despite setbacks. For this, the leaders and staff should be trained to perform quick situational assessments and interventions and must be prepared to respond when system failures occur.

Resiliency in hospitals stem from accountability of leaders and staff. A commitment to resiliency involves constructing systems in a reliable fashion that take human factors into account.

Learning Objectives:

• Discuss Leadership Commitment to Zero Harm
• Learn Effective leadership behaviors to improve safety culture and drive improvement
• Ascertain effective communication and reliable systems to help ensure safety
• Define Robust Process Improvement

230pm to 330pm

HMC Employee Wellbeing and Wellness Program

1. Ms. Fatima Haidar | HMC Chief Human Resource Officer | Chairperson of Public Health Sector HR Leadership Committee

2. Mr. Abdul Abdel Rahman Noufal, MBA, Chartered Fellow CIPD, SPHR, GPHR | HMC HR Assistant Executive Director

3. Dr. Jassem | HR Employee Wellbeing and Wellness Clinical Psychologist

330pm to 430pm

Is Your Privileging Process Putting Quality and Payment at Risk? (W)

Learn how your current process could be putting your organization at risk and what to do about it. 

Learning Objectives:

• The current emphasis on privileging as it relates to reimbursement under value-based care.
• Why a sound privileging process should include data flow both to and from the medical staff services department and the quality department.
• How outcomes from a privileged provider’s performance are tied to value-based payment incentives or penalties.

430pm to 530pm

Compassionate Leadership: How to do hard things in a human way (W)

The 2020s have already seen a global pandemic, economic volatility, natural disasters, and civil and political unrest, testing our human spirit. Now more than ever, it’s imperative for leaders to demonstrate compassion. But in hard times, leaders need to make hard decisions: delivering negative feedback, disappointing choices, and laying off employees.

How do you do the hard things that come with the responsibility of leadership while bringing out the best in others?

Learning Objectives:

• Why being a caring person and an effective leader are not mutually exclusive
• How keeping a healthy balance between compassion and leadership can bring out the best in employees
• Why making difficult decisions can be the most compassionate course of action
• Practical tools and advice for leaders at any level

530pm to 630pm

The impact of social media risk on leadership during the Covid19 pandemic (W)

630pm to 730pm

The Power of Teamwork (NSB1) W

Lessons from the medical world are helping to build better teams outside hospitals. Fortune 500 companies and other organizations are learning that running a busy emergency room in high pressure situations provides valuable insight that can help anyone who leads or is part of a team, to be more effective. 

In the high stakes and complex setting of healthcare, a new approach to teamwork is leading to healthier patients, happier staff, and more efficient operations.

Healthcare’s embrace of a new teamwork model has been noticed by people outside the medical world. Doctors are going outside the walls of the hospital to teach manufacturers, business owners, franchisees, customer service representatives, and even those in sports and entertainment to do better by shifting the culture from “me” to “we.”

Learning Objectives

• How to shift workplace culture from “me” to “we”
• How to apply healthcare’s teamwork model to any industry
• Ways to transform complex systems in the workplace

Your Workplace Mental Health: Harnessing Dynamic Resilience (NSB2) W

In an era of transformational change, teams and team members are experiencing the impacts in many ways. Our collective ability to recognize, navigate and adjust to change will help shape the new working world and organizational success.

Dr. Daniel Goldman, Author. The Power of Teamwork

Dr. Marie-Helene Pelletier | Award-winning Leadership and Workplace Mental Health Expert, Psychologist

730pm to 830pm

Affective Biases in Medical Decision Making: What are They and What Should We Do About Them? (W)

Human cognition is imperfect and can be unknowingly derailed by many seemingly innocuous factors, including how we feel. A voluminous body of research in psychology demonstrates that our thoughts, judgments, and behaviors can be powerfully influenced by affect. Although these influences may be adaptive in many circumstances, they can contribute to some notable biases in human thought and behavior. In this interactive webinar, we will review what affective bias is, different sources of bias (e.g., patients, providers, system factors), and different types of bias (e.g., those associated with race, ethnicity, mental illness, gender). We will then examine how these biases can influence medical decision making and behavior and contribute to adverse events. Building on this foundation, we will explore how a consideration of affective biases can be incorporated into root cause analyses and investigated as a contributory factor in medical error. Finally, bias mitigation strategies will be discussed. 

Learning Objectives

• Identify affective bias, different types of affective bias, and sources of bias
• Describe how affect can influence medical decision making and contribute to medical error
• Explore ways in which bias may be investigated and incorporated into a root cause analysis as a contributory factor in adverse event
• Investigate mitigation strategies that may reduce effects of biases on medical decision making and reduce adverse events.

830pm to 9pm

Closing Remarks 

Dr. Moza Alishaq, QSHRM 2022 Chairperson

ASHRM Executive Director