This document summarizes a virtual learning session on a new approach to controlling superbugs using positive deviance. The session introduces the concept of positive deviance, where solutions to problems are found by observing successful behaviors that already exist among those facing the same challenges. Examples are given of how positive deviance has been used to reduce MRSA infections and improve hand hygiene compliance. The session then discusses tools and methods for implementing a positive deviance approach, including engaging stakeholders, identifying uncommon helpful practices, and disseminating solutions peer-to-peer.
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
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
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?
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
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LR: Reference collections of small behaviours often collectively make a difference – may not be one or more people but what they do
Six D’s – See Handbook
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