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New Approach to Controlling SuperbugsVirtual Learning Session 1Discovering Positive Deviance Michael Gardam Leah Gitterman
Agenda Intro to WebEx Patient story What is the “new approach”?
Interacting in WebEx Be prepared to use: ,[object Object]
Raise your hand 10-Jan-11 3
Meet Our Team Erika Bailey Michael Gardam Leah Gitterman Liz Rykert Jessica Ip – Project Coordinator Paige Reason Susan McDonald Katie Procter
A story…
Why focus on a behaviour change approach? Current “top down” approaches have had limited success Traditional “best practice” approach has been disappointing We need to acknowledge that we are human!
Culture EatsStrategyFor Breakfast
Sharing best practices Solutions imported from external sources results in “social immune response” NEW IDEA
The Premise Of Positive Deviance     No matter how bad things are, there are always people in the group that do a better job, despite having access to the same resources
3 quick examples Malnutrition Smoking cessation Medication reconciliation
If you tell people where to go, but not how to get there, you'll be amazed at the results.General George S. Patton
PD and MRSA US pilot project Implementation of PD followed by 20 month follow up period No attempt to decolonize patients 26-62% reduction in MRSA clinical infections SHEA 2009
Examples from Healthcare Hook story Transportation cards Isolation signage Nursing student Hand Hygiene video Vancouver General: HH rates Toronto East: cleaning equipment, antibiotic stewardship
Quinte Health Visitor Board Making the invisible visible at  Vancouver General Improv at Toronto Western Hospital
This is about… Creating sustainable change Helping culture to shift Indentifying existing practices  Developing new behaviours to overcome barriers Acting your way into a new way of thinking
4% Problems known to top managers 9% Problems known to middle managers 74% Problems known to supervisors 100% Problems known to front line managers
“Up, down and out”
TAKE Talk amongst yourselves Think about someone you know who you suspect might be a positive deviant… What are they doing? What makes you recognize their behaviour as unusual or different?
Tell us your stories
The 6 D’s Define: the problem and a successful outcome Determine: if anybody exhibits the desired behaviour Discover: uncommon practices/behaviours Design: activities enabling others to access and practice new behaviours Discern: effectiveness of activities or project through ongoing monitoring and evaluation  Disseminate
How does it work? Invite those who are interested Front-line staff must be there (the “Gurus”) Create conditions for people to discover and adopt their own solutions Identify and analyze the positive behaviours Create ways to spread peer to peer Track and publish results
Who is included? Anybody who wants to be there Everybody who touches the problem Get the right people around the table Who isn’t here? “nothing about me without me”
4 Phases of Implementation Getting Started Engaging the Organization  Fuelling Change 4. 	Making Sense and Diffusing
Getting Started You have to decide how to “kick off” this process in your facility Examples: UHN US experience CPSI study sites
Talk amongst yourselves What would this look like in your organization? How would you launch it? Anybody you know who might be interested? Front line, middle management, senior management?
PD Tools Kick offs  Improvisation TRIZ Sharing Stories Discovery and Action Dialogues Wise crowds Social Network mapping Ethnographic mapping
stopsuperbugs.com Google groups: discussion forum Google maps positivedeviance.ca positivedeviance.org Twitter: @DrMichaelGardam Facebook: stopsuperbugs Faculty office hours One-to-one coaching available
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Nacs ls1 wave3_jan10

  • 1. New Approach to Controlling SuperbugsVirtual Learning Session 1Discovering Positive Deviance Michael Gardam Leah Gitterman
  • 2. Agenda Intro to WebEx Patient story What is the “new approach”?
  • 3.
  • 4. Raise your hand 10-Jan-11 3
  • 5.
  • 6. Meet Our Team Erika Bailey Michael Gardam Leah Gitterman Liz Rykert Jessica Ip – Project Coordinator Paige Reason Susan McDonald Katie Procter
  • 8. Why focus on a behaviour change approach? Current “top down” approaches have had limited success Traditional “best practice” approach has been disappointing We need to acknowledge that we are human!
  • 10. Sharing best practices Solutions imported from external sources results in “social immune response” NEW IDEA
  • 11. The Premise Of Positive Deviance No matter how bad things are, there are always people in the group that do a better job, despite having access to the same resources
  • 12. 3 quick examples Malnutrition Smoking cessation Medication reconciliation
  • 13. If you tell people where to go, but not how to get there, you'll be amazed at the results.General George S. Patton
  • 14. PD and MRSA US pilot project Implementation of PD followed by 20 month follow up period No attempt to decolonize patients 26-62% reduction in MRSA clinical infections SHEA 2009
  • 15. Examples from Healthcare Hook story Transportation cards Isolation signage Nursing student Hand Hygiene video Vancouver General: HH rates Toronto East: cleaning equipment, antibiotic stewardship
  • 16. Quinte Health Visitor Board Making the invisible visible at Vancouver General Improv at Toronto Western Hospital
  • 17. This is about… Creating sustainable change Helping culture to shift Indentifying existing practices Developing new behaviours to overcome barriers Acting your way into a new way of thinking
  • 18. 4% Problems known to top managers 9% Problems known to middle managers 74% Problems known to supervisors 100% Problems known to front line managers
  • 19. “Up, down and out”
  • 20. TAKE Talk amongst yourselves Think about someone you know who you suspect might be a positive deviant… What are they doing? What makes you recognize their behaviour as unusual or different?
  • 21. Tell us your stories
  • 22. The 6 D’s Define: the problem and a successful outcome Determine: if anybody exhibits the desired behaviour Discover: uncommon practices/behaviours Design: activities enabling others to access and practice new behaviours Discern: effectiveness of activities or project through ongoing monitoring and evaluation Disseminate
  • 23. How does it work? Invite those who are interested Front-line staff must be there (the “Gurus”) Create conditions for people to discover and adopt their own solutions Identify and analyze the positive behaviours Create ways to spread peer to peer Track and publish results
  • 24. Who is included? Anybody who wants to be there Everybody who touches the problem Get the right people around the table Who isn’t here? “nothing about me without me”
  • 25. 4 Phases of Implementation Getting Started Engaging the Organization Fuelling Change 4. Making Sense and Diffusing
  • 26. Getting Started You have to decide how to “kick off” this process in your facility Examples: UHN US experience CPSI study sites
  • 27. Talk amongst yourselves What would this look like in your organization? How would you launch it? Anybody you know who might be interested? Front line, middle management, senior management?
  • 28. PD Tools Kick offs Improvisation TRIZ Sharing Stories Discovery and Action Dialogues Wise crowds Social Network mapping Ethnographic mapping
  • 29. stopsuperbugs.com Google groups: discussion forum Google maps positivedeviance.ca positivedeviance.org Twitter: @DrMichaelGardam Facebook: stopsuperbugs Faculty office hours One-to-one coaching available

Notes de l'éditeur

  1. Mention: how to raise hand for questionAnnotation ArrowEmoticons
  2. LR: Reference collections of small behaviours often collectively make a difference – may not be one or more people but what they do
  3. Six D’s – See Handbook
  4. MICHAEL- Just talk to the 4 points, no need to elaborate unless asked. Getting Started (Months 1-2)Build understanding among Senior Management, infectious disease staff and patient safety leadersDevelop process facilitation skills and Discovery and Action Dialogues (D&AD’s)Develop plans for targeting2. Engaging the Organization (Month 3)Engage wider hospital communityStaff across UHN will be invited to learn about the dangers of C. DiffInterested staff will be involved in future meetings to develop plansIdentify pilot unitsExpand core team 3. Fuelling Change (Months 4-12)Uncovering and amplifying existing positive deviant practicesEliciting transmission prevention ideas from front line staff and enabling them to act on ideasEnlarging the pool of skilled D&AD facilitators4. Making Sense and Diffusing (Month 12+)Build understanding among Senior Management, infectious disease staff and patient safety leadersDevelop process facilitation skills and Discovery and Action Dialogues (D&AD’s)Develop plans for targeting