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CPXP > CPXP Exam Module 3 - Leadership, Coaching, Improvement > Flashcards

CPXP Exam Module 3 - Leadership, Coaching, Improvement Flashcards

1
Q

List four key elements of cultural transformation in human experience in healthcare

A

(1) Patient advocacy
(2) Enterprise wide experience strategic plans
(3) Chief Experience Officers/System VPs for Experience
(4) Economic & market forces valuing experience outcomes

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2
Q

Improvements in experience outcomes are associated with improvements in the following four things

A

(1) quality
(2) safety
(3) service
(4) engagement (patients, family and workforce)

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3
Q

Definition of Patient Experience (Beryl Institute)

A

The sum of all interactions, shaped by an organization’s culture that influence patient perceptions across the continuum of care.

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4
Q

What four elements influence Patient Experience?

A

Interactions (relationships)
Culture (context)
Cross-continuum (journeys)
Perceptions

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5
Q

Name eight key elements organizations committed to providing best experience will do.

A

Support
Develop
Reinforce
Implement
Engage
Ensure (sustain)
Expand (scale)
Acknowledge

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6
Q

The 2018 Beryl Institute Consumer Perspectives on PX study top three drivers of experience are:

A

(1) Listened to
(2) communicated with in a way they could understand
(3) treated with dignity and respect

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7
Q

What are the four cornerstones of the Beryl Institute?

A

(1) community of practice
(2) body of knowledge
(3) professional certification
(4) academic research and scholarship

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8
Q

What are the eight domains of the Beryl Institute “Ecosystem” Experience Framework?

A

(1) culture & leadership
(2) infrastructure & governance
(3) workforce engagement
(4) policy & measurement
(5) environment & hospitality
(6) innovation & technology
(7) patient & community engagement
(8) quality and clinical excellence

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9
Q

What is the Human Experience Index?

A

A survey tool which can be used to self-rate current state performance of a system of care in each of the eight Ecosystem Experience Framework domains

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10
Q

What does Beryl Institute recommend regarding changes in healthcare process?

A

Move from transactional to relational

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11
Q

What does Beryl Institute recommend regarding experience initiatives?

A

Move from siloed local action to integrated, networked and systematic action

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12
Q

What does Beryl Institute recommend regarding activity focus?

A

Move from aspirational (hoping) to active (action)

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13
Q

What is the Human Experience Index?

A

A survey tool which can be used to self-rate current state performance of a system of care in each of the eight Ecosystem Experience Framework domains

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14
Q

What is the New Existence Initiative?

A

A global effort in five countries to redefine a new existence for healthcare in the future with foci in four areas:
(1) care teams
(2) governance & leadership
(3) models of care and operations
(4) policy and systemic solutions

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15
Q

What are characteristics of autocratic leadership?

A

Decisive, goal driven, deadline driven, independent, directive

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16
Q

What are characteristics of democratic leadership?

A

Collaborative work and goal setting, seeking input from stakeholders, majority rules

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17
Q

What are characteristics of delegative (Laissez-Faire) leadership?

A

Team takes responsibility to set goals, roles, and timelines, requires team consensus

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18
Q

What are the characteristics of transactional leadership?

A

Focus on compliance, task completion, competencies, command and control

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19
Q

What are the characteristics of transformational leadership?

A

Creating conditions for development of the team, requires self-motivated team, inspirational, evidence suggests that this is the most effective leadership style (to date)

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20
Q

What are the characteristics of situational leadership?

A

Adapting approach to situation and context, four basic modes:
(1) direct
(2) delegate
(3) coach
(4) support, requires situational awareness to apply correct approach

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21
Q

What is collective leadership?

A

A leadership approach which relies on prioritization of the core value of compassion and fostering supportive environments for teams by showing a deep concern for them.

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22
Q

What are some characteristics of collective leadership?

A

Being present, paying attention to needs, understanding challenges through dialogue, listening with fascination, empathizing, helping teams do what they want to do (so long as that aligns with goals of compassionate care)

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23
Q

What are the three pillars of an organization?

A

Vision
Philosophy
Definition

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24
Q

What are the most critical skills of experience leadership?

A

Partnership and influence

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24
Q

What are the four elements which must align for “the why” to be achieved?

A

Philosophy
People
Processes
Culture

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24
Q

What are some key aspects of effective acknowledgment?

A

Recognize strengths, characteristics, behaviors, and do so as close to when the behavior is observed as possible

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25
Q

What are the “10 Tips” to engage senior leaders?

A

(1) Rounding
(2) Progress updates
(3) Share stories
(4) Shadowing
(5) Recognition messages
(6) Make it simple and easy
(7) Provide ideas
(8) Interviews
(9) Undercover boss
(10) Town hall meetings

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26
Q

What are the three essential elements of an effective strategic plan?

A

(1) Mission
(2) Vision
3) Values

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27
Q

What are five Michael West leadership elements?

A

(1) inspirational vision
(2) clear and aligned goals
(3) good people management
(4) continuous learning and improvement
(5) collaborative teamwork

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28
Q

What are the five basic drivers of workforce engagement?

A

(1) clear purpose
(2) meaningful work
(3) autonomy
(4) flexibility
(5) shared values

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29
Q

What are the two key elements of the “what matters to you” approach?

A

(1) what matters to people; (2) what brings them joy in work?

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30
Q

What were the major outcomes of the “what matters to you campaign?”

A

(1) positive changes in practice
(2) new learning
(3) enhanced relational skills and communication

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31
Q

What are the key factors used in the “what matters to you” approach?

A

inclusion, respect, listening, clear communication, plans, support, control

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32
Q

What is the Beryl Institute definition of employee (workforce) experience?

A

The sum of all interactions an employee has with an organization, before, during, and after employment in that organization.

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33
Q

What are key drivers of employee (workforce experience)?

A

(1) positive relationship with leader
(2) clear roles and responsibilities
(3) knowing value of contributions
(4) belonging
(5) emotional connection with leader and colleagues

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34
Q

What are three major drivers of workforce burnout?

A

(1) emotional exhaustion
(2) inefficacy
(3) depersonalization

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35
Q

What are seven strategies for building high performing teams?

A

(1) clear organizational narrative
(2) employee voice
(3) intentional culture
(4) support of development
(5) wellbeing
(6) social interactions outside of work
(7) recognition, appreciation, & celebration

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36
Q

What are the components of the Gallup change management framework?

A

(1) purpose
(2) culture
(3) strategy
(4) people
(5) processes
(6) structures

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37
Q

What are the “7S” components of the McKinsey change management framework?

A

(1) Structure
(2) Strategy
(3) Skills
(4) Systems
(5) Shared values
(6) Style
(7) Staff

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38
Q

What are the components of the “Six Box” model of change management?

A

(1) purpose
(2) structures
(3) rewards (motivation/reinforcement)
(4) mechanisms (processes)
(5) relationships
(6) leadership

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39
Q

What are the seven “predictable responses” to change?

A

(1) awkwardness
(2) worry about loss
(3) isolation
(4) limits to change tolerance
(5) variable readiness for change
(6) concern about resources
(7) reversion to prior status quo

40
Q

What are four emotions that can hinder effective change (negative emotions)?

A

Anger, cynicism, insecurity, and anxiety

41
Q

What are five emotions that can facilitate or support effective change (positive emotions)?

A

Trust, pride, urgency, passion, and excitement

42
Q

What are the 8 stages of Kotter’s model of change management?

A

(1) sense of urgency
(2) coalition
(3) vision & strategy
(4) change vision communication
(5) empowering employees
(6) short-term wins
(7) consolidating gains
(8) and chronic new approaches in culture.

43
Q

From a workforce experience perspective, what elements create better experience?

A

Belonging, psychological safety, inclusion, authenticity, vulnerability

44
Q

What are the 5 components of the ADKAR model of change management?

A

(1) awareness
(2) desire
(3) knowledge
(4) ability
(5) reinforcement

45
Q

What are the 5 elements of the RASCI framework for identifying roles and responsibilities during change?

A

(1) responsibility
(2) accountability
(3) support
(4) consultation
(5) information

46
Q

What are the 3 stages of Lewin’s change management model?

A

(1) unfreezing; (2) change; (3) refreezing

47
Q

What are the stages of the Trans-theoretical Change Model?

A

(1) pre-contemplation
(2) contemplation
(3) preparation
(4) action
(5) maintenance
(6) termination

48
Q

Define “change readiness”

A

A shared commitment by organization members to implement a change AND a shared belief in their collective ability to change

49
Q

What are the four core elements of change readiness?

A

(1) organizational support
(2) organizational culture
(3) change environment (context)
(4) attitude and behavior

50
Q

What is the Institute for Healthcare Improvement (IHI) definition of “improvement science”?

A

An applied science that emphasizes innovation, rapid-cycle testing in the field, and spread in order to generate learning about what changes, in which contexts, produce improvements.

51
Q

What is Tim Gallaway’s definition of coaching?

A

The art of creating an environment through conversation and a way of being that facilitates the process by which a person can move towards desired goals in a fulfilling manner.

52
Q

What are three critical elements of effective coaching?

A

Relationship, respect, and caring

53
Q

What are three aspects that are NOT effective coaching actions?

A

Directing, telling, and judgemental feedback

54
Q

What are the 8 evidence based coaching competencies?

A

(1) ethical principles
(2) agreements (expectations)
(3) consistent presence
(4) awareness (insight)
(5) coaching mindset
(6) trust & psychological safety
(7) active listening
(8) facilitates growth

55
Q

What are the 4 components of the “Evoking Awareness” practical coaching approach?

A

(1) within (identity & being)
(2) wants
(3) where (current state context)
(4) what (barriers & facilitators)

56
Q

What are the 3 general components of the Coaching for Performance Framework?

A

(1) organizational goals; (2) department goals; and (3) individual goals

57
Q

What are the 4 “coaching conversations” of the Coaching for Performance approach?

A

(1) discover meaningfulness
(2) acknowledge strengths
(3) dialogue to develop support strategy
(4) increased confidence and awareness (insight) about capabilities

58
Q

What are 4 common “external obstacles” (external barriers)?

A

(1) resources
(2) policies
(3) processes
(4) reporting structures

59
Q

What are 5 common “internal obstacles” (internal barriers)?

A

(1) skills
(2) attitudes
(3) false assumptions (limiting beliefs)
(4) judgements
(5) emotions

60
Q

What are 6 key benefits which can result from effective coaching?

A

(1) better collaboration
(2) greater capacity and capabilities
(3) better self-confidence
(4) better relationships
(5) better communication
(6) better performance

61
Q

What are the 3 components of the Institute for Healthcare Improvement (IHI) Model for Improvement?

A

(1) what are we trying to accomplish?

(2) what changes can we make that will result in an improvement?

(3) how will we know that change is an improvement?

62
Q

What are the 5 parts of an effective aim statement?

A

(1) what (problem)
(2) for whom (population)
(3) by when (timeframe)
(4) measurable
(5) ideas (changes/interventions)

63
Q

What are the components of a SMART AIM statement?

A

Specific, Measurable, Achievable, Realistic, Time-bound

64
Q

What are the 4 components of a PDSA cycle?

A

Plan, Do, Study, Act

65
Q

The PDSA cycle is based on which two theories/methods?

A

Kolb’s Adult Experiential Learning Theory and the Scientific Method

66
Q

Where was the LEAN Six Sigma approach derived from?

A

Automobile engineering

67
Q

What is the goal of LEAN methodology?

A

To maximize value of products or services and minimize or eliminate waste (maximize efficiency)

68
Q

What is the goal of Six Sigma methodology?

A

To reduce variation in production processes using statistical analysis informed actions

69
Q

What is the process used in LEAN Six Sigma improvement?

A

DMAIC

70
Q

What are the five stages of the DMAIC improvement process?

A

Define, Measure, Analyze, Improve, Control

71
Q

When is Lean Six Sigma most effective?

A

When improvement in processes or performance is the priority

72
Q

When is Lean Six Sigma least effective?

A

It is not effective for designing entirely new processes (innovation)

73
Q

What are some commonly used improvement assessment tools?

A

(1) Ishikawa (cause & effect) diagram
(2) checklist
(3) deployment chart
(4) process map (flow chart)
(5) affinity chart
(6) interrelationship diagram
(7) tree diagram
(8) spaghetti diagram
(9) balanced scorecard
(10) stratification diagram

74
Q

What is an Ishikawa (cause and effect) “Fishbone” diagram?

A

An improvement assessment tool used to understand relationships between a specified outcome and its contributing causes.

75
Q

What is a checklist used for in improvement work?

A

A simple method for monitoring completion of a list of tasks in a sequenced process

76
Q

What can a deployment chart (planning grid) be used for?

A

Can be used for task lists, schedules, and organizing responsibilities related to achieving a desired goal.

77
Q

What can a process map (flow chart) be used for?

A

Provides a visual display of a process of sequenced events, often used in RCA’s (root cause analyses) and FMEA’s (failure mode effect analyses) and context assessments (current state)

78
Q

What is an affinity chart?

A

Visualizes groupings to organize relationships between elements or concepts

79
Q

What is an interrelationship diagram?

A

Visualizes relationships that are not cause and effect but which are associated or influence each other.

80
Q

What is a tree diagram?

A

Visualizes a path in a relational structure or process, e.g. organizational chart.

81
Q

What is a spaghetti diagram?

A

Visualizes flow or movement in an observed process, often used to identify excess or wasted or unnecessary work or travel in a process or context

82
Q

What is a balanced scorecard?

A

Visualizes the linkage between strategic vision, planning objectives, actions, and outcomes

83
Q

What are the 4 categories of measurement commonly seen in a balanced scorecard?

A

(1) financial performance
(2) customer experience
(3) internal business processes
(4) learning and growth (development)

84
Q

What is a stratification diagram?

A

A type of heat map that shows clustering of specified occurrences (usually problems) stratified by specified categories (usually populations or locations)

85
Q

What is a Voice of the Customer diagram?

A

Commonly used in human-centered design and co-design processes, it can be used at the start of a new design process to understand customer wants and needs.

86
Q

What are some common strategies used in Voice of the Customer assessments?

A

(1) surveys
(2) net promoter scores
(3) chatbots
(4) crowdsourcing
(5) interviews
(6) focus groups
(7) social media

87
Q

What is nominal group technique?

A

Often used in human centered design and co-design to prioritize a group of ideas using a combination of focus group discussions and multi-voting processes.

88
Q

What is multi-voting?

A

A process of repetitive voting used to prioritize ideas, often used in nominal group techniques (but can be used independently)

89
Q

What are 5 things to avoid when selecting an improvement opportunity?

A

(1) selecting a solution instead of a process to improve
(2) failure to analyze all factors during assessment
(3) process selected is already in transition
(4) project is too ambitious
(5) no interest

90
Q

What are 5 selection criteria for a successful change or improvement initiative?

A

(1) consensus that it is important
(2) short-term “quick wins” improvement potential
(3) clear start and end
(4) free of past starts and stops
(5) direct impact on patients and families.

91
Q

What are the three components of Experience-based co-design (EBD)?

A

(1) patients
(2) families
(3) staff (professionals)

92
Q

How is evidence-based co-design different than partnering?

A

Unlike traditional approaches to partnering (PFACs and focus groups), EBD co-design engages stakeholders throughout the entire design process (solutions, prioritization, etc.) with emphasis on lived experience (emotions, physical comfort, perceptions)

93
Q

What is “co-design”?

A

A design approach focussed on designing solutions programs and products using input from stakeholders throughout the entire design process

94
Q

What is coproduction?

A

An approach to facilitating healthcare through the combined engagement of patients, families, and professionals working in partnership.

95
Q

What are the 4 steps for the Evidence-based design (EBD) process?

A

(1) capture the experience
(2) understand the experience
(3) improve the experience
(4) measure the improvement

96
Q

What is an open-ended question?

A

A question type which invites detailed answers drawing upon the respondent’s own knowledge, feelings, and experiences, i.e. “what” or “how” questions.

97
Q

What are the 4 stages in the “continuum of engagement of users” in designing solutions?

A

(1) don’t listen to them (no engagement)
(2) design and improve then ask them (reactive engagement)
(3) listen to them then design and bring back for feedback (proactive engagement)
(4) listen to uses and design together (co-design)

98
Q

What are 5 practices essential to running a successful focus group?

A

(1) understanding of the topic and expectations
(2) use of appropriate tools
(3) guided exercises
(4) opportunity for participants to prioritize top perceived issues in the discussion
(5) state how feedback will be used transparently

99
Q

What are two population examples of human centered co-design?

A

(1) Point of Care Foundation (UK); (2) Kaiser Permanente Human-Centered Design Model (USA)

100
Q
A

CPXP (3 decks)

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