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Communication in the Innovation System (7460 Sp2019) (Principle…

- - - - Open office layout
        
        Collaboration is key in innovation
      - Frequent face-to-face interactions
    - - Transparency
      - People-first decisions
        
        Prioritize patient satisfaction and outcomes, everything else comes second.
      - Failure as a learning tool
      - Resources for innovation
    - - Innovation is rewarded
        
        Communication that encourages people to innovate and provides resources (or at least provides communication about outside resources) will encourage people to make positive changes
      - Failure is not fatal
        
        Try-fail-learn is valuable so long as there is positive course correction
      - Probing, open-ended questions are how people communicate
      - Leadership is collaborative
      - Collaboration is prevalent
      - "There is always a better way."
        
        Being okay with the status-quo and believing that the "best way is the current way" is a sure-fire strategy for long term failure. Innovation ensures organizational sustainability.
  - - - Closed leadership doors
      - Mission is profit-centric
    - - Profit-first decisions
      - People are paid for their contributions to the "bottom line"
    - - "What we have always done is working just fine"
      - There is no benefit to failure
      - Leadership is authoritative
- - - - Transparency
        
        Of care
        
        Of cost
        
        Of options
      - Privacy
      - Reduce cost without sacrificing quality
    - - Using internet based education pre-/post- encounter
      - Community based programs to promote prevention/rehospitalization
      - Increased patient participation on governing committees
      - More private care space (single rooms)
    - - All patients will receive exceptional care
      - Equality in healthcare
  - - - Excellence
        
        Constant process improvement
        
        Course correction after failure
        
        Evidence-based practice
      - Patient-centered care
        
        Patients are customers and they have a choice as to where they seek care. Their satisfaction ensures future success.
        
        Outcomes must be optimal for maximum reimbursement
      - Interdisciplinary communication
    - - Patient satisfaction surveys
      - Workplace that is conducive to collaboration
      - Communication about and easy access to resources
    - - Teamwork/communication optimizes care
      - Everyone is responsible to do a quality job
      - Innovation is a priority
      - Education of staff, patients and students is standardized and quality
- - - - Many ideas get held back because of a lack of funding. Coaching investors as to how their investments will pay off long term is important. Also, investing doesn't always come in the form of money - investing time in your stakeholders is an important component of communication.
      - Key stakeholder: Buckeye Wellness Innovator network and Innovation Studio
    - - Inspired stakeholders will be more active in decision making - finding a way to encourage their inspiration can be difficult and requires knowing "what makes them tick." In this way, ensuring coaching strategies are personalized is important.
    - - Expect great things in order to get great things. Communicating that expectations are high and quality work is expected will set your team up for success.
      - Key Stakeholder: Employees that will be participating in initiative ("the sleepers")
    - - Some stakeholders are naturally conservative or have a low threshold for risk. Coaching them that all progress comes with a dose of risk will give them permission to take on risk and potentially fail.
      - Key Stakeholder: Carol Eskay - clinic manager
  - - - Social Networking Tools selected
        
        Reach - how many people hear, either directly or indirectly, about our initiative?
        
        Employee engagement - how many people express interest in our initiative?
        
        Return rate - how many people return for repeat engagement with our initiative?
      - Rationale for tool(s) selected
        
        It's important to get the word out. Unless employees know that there is an initiative to help them improve their sleep, they can't take advantage of it!
        
        Engagement and return rate are good metrics of whether we're getting our message across to those who hear about it. It also helps us identify individuals who are not interested and gives us an opportunity to request more information - ie. Why are you not interested and is there anything we can change in order to change your mind?
      - Expected outcomes
        
        Ideally we're able to identify ways in which we are able to increase employee engagement and improve access to the program. Identifying barriers is an important component for growth.
  - - - **Utilize YP4H (employee health platform) for it's already developed social networking
        
        The fact that it's health-centric and the platform is well developed is a huge asset
        
        How can we increase engagement with the platform through our initiative? Make it mutually-beneficial for the YP4H team.
      - LinkedIn might be a good platform considering it's work-centric focus
        
        Consider analyzing what percent of employees utilize LinkedIn and how often do they engage with it?
      - Dedicated employee health Facebook group
        
        Set clear boundaries/rules
        
        Make it a closed/invite-only group
  - - - There are going to be awkward situations/encounters as you and your ideas grow - embrace them as learning opportunities and get better from being bad.
    - - Work with them and coach them. (I need my team members to buy into the same ideas. Supporting them makes it more likely that they'll support me)
    - - When you ask for feedback, actively listen and engage. Especially of key stakeholders who's support you need. Showing that your willing to participate in conversation is meaningful to others. (I need the support of my manager for this project so I have to be open to her ideas on how it is designed).
    - - Don't wait around and wait for someone else. Step in and lead the conversation without being overpowering.
- - - - Recognizing/congratulating accomplishments of others
        
        Improve regularity of recognition, both formally and informally
        
        BRAVO recognition and formal award nomination
        
        Spread it equally, even to those who I don't always align
      - Criticizing myself
        
        What did I do well and what can I do better tomorrow?
        
        Critically analyze my performance MORE often
    - - Providing information to others
        
        Forward thinking; communication-centric
        
        Caution of over-sharing and complicating situations
      - Engaging with others to create partnerships
        
        Successful at linking compatible parties up
        
        Synergy > individualistic energy
      - Influencing the group
        
        Consider myself an early adopter
        
        Can also influence a group in a dramatic/negative direction without caution
  - - - Alicia Almond PT, DPT, NCS
        alicia.almond@osumc.edu
        4199575430
        Clinic influencer and early adopter
        
        Influencers internal to the organization
      - Sue Fetherolf, MBA, OTR/L, BCPR
        susan.fetherolf@osumc.edu
        6146853034
        Director of division and visionary
        
        Management level
      - Mary Beth Moore, CTRS
        mbmoore@columbus.gov
        6146455648
        Community outreach partner & go-getter
        
        Influencers external to the organization
    - - Kevin Stahr, OTR/L, AT
        Kevin.Stahr@osumc.edu
        6148041564
        Clinical expert
      - Martin Minrovic, PT, DPT
        martin.minrovic@osumc.edu
        6146854672
        IT Clinical Applications & tech guru
      - Carol P. Eskay, PT, MPT
        Carol.Eskay@osumc.edu
        614-366-1641
        Clinic manager and historian
  - - - Positive Aspects of Improvisation
        
        There’s a culture of receptivity – ongoing growth and openness to ideas are important to the ongoing success.
        Martins, E. C., & Terblanche, F. (2003). Building organisational culture that stimulates creativity and innovation. European journal of innovation management, 6(1), 64-74.
        
        Great things/idea’s can merge in synchronous union - good ideas aren't always competing with each other, vying for attention. Social entrepreneurship is a great place to start.
        Dees, J. G. (2017). 1 The Meaning of Social Entrepreneurship. In Case Studies in Social Entrepreneurship and Sustainability (pp. 34-42). Routledge.
        
        Leaderless, non-hierarchical organization - groups don't always have to have a leader to be productive, just like a jazz group doesn't need a conductor to perform.
        Askin & Petriglieeri (2016). Tony Hsieh at Zappos: Structure, Culture and Radical Change. HBR Case Study.
        
        Alternating between leading and following – sometimes you must support someone else in unfolding their masterpiece – followership is a noble calling
        Anicich, E. M., & Hirsh, J. B. (2017). Why being a middle manager is so exhausting. Harvard Business Review, 2-3.
        
        Performing and learning simultaneously - interacting with and learning from others can be performed simultaneously. It takes emotional intelligence and an effort to adjust communication based on response.
        Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. TalentSmart.
      - Negative Aspects of Improvisation
        
        There are no "take backs" - just apologize (if necessary) and move on with the performance.
        https://www.fastcompany.com/3058596/how-to-gracefully-backpedal-when-youve-said-the-wrong-thing
        
        The whole situation is right on the edge of total chaos – if one thing falls out of place, it can all spiral downwards
        Burgelman, R. A., & Grove, A. S. (2007). Let chaos reign, then rein in chaos—repeatedly: Managing strategic dynamics for corporate longevity. Strategic management journal, 28(10), 965-979.
        
        Potential for dislodging a group from a positive direction – set people off on a tangent
        Wiemer, E. C., & Scacco, J. M. (2018). Disruptor-in-chief?. The Agenda Setting Journal, 2(2), 191-213.
        
        Experts are often the best at improvising and it might discourage novices from communicating. The experienced individuals have to take on the burden of encouraging and developing the novice leader.
        De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behaviour. European Journal of innovation management, 10(1), 41-64.
        
        Must “find the common denominator” or, the person with the least amount of experience is the limiting factor. Uneven distribution of information and knowledge can lead to disaster and inefficiency
        Cramton, C. D. (2002). Finding common ground in dispersed collaboration. Organizational dynamics.
    - - Effective way to reach a new generation - traditionally the older (and wiser) generation has demonstrated difficulty educating the younger generations. Social media provides a "mask" that information can be disseminated without discrimination based on it's origination.
        Chou, W. Y. S., Hunt, Y. M., Beckjord, E. B., Moser, R. P., & Hesse, B. W. (2009). Social media use in the United States: implications for health communication. Journal of medical Internet research, 11(4).
      - Increases the potential for peer-to-peer interactions for support, especially when geographical barriers exist.
        Eysenbach, G., Powell, J., Englesakis, M., Rizo, C., & Stern, A. (2004). Health related virtual communities and electronic support groups: systematic review of the effects of online peer to peer interactions. Bmj, 328(7449), 1166.
      - Fewer racial/ethnic and health status–related disparities exist today due to wide-spread access to the internet. People have access to information quicker than ever, and often at lower cost. It's important to promote reputable, fact-checked information and promote independent decision making in order to ensure quality care.
        Attai, D. J., Cowher, M. S., Al-Hamadani, M., Schoger, J. M., Staley, A. C., & Landercasper, J. (2015). Twitter social media is an effective tool for breast cancer patient education and support: patient-reported outcomes by survey. Journal of medical Internet research, 17(7).
      - Social media can blur the lines of provider-patient relationships. It's important to maintain the same standards of interactions and avoid potential discrimination (or perception of) in healthcare delivery.
        Antheunis, M. L., Tates, K., & Nieboer, T. E. (2013). Patients’ and health professionals’ use of social media in health care: motives, barriers and expectations. Patient education and counseling, 92(3), 426-431.
      - Provides a means of communication for providers with less knowledge to get diagnosis right the first time, especially in the rare diseases. Opens up an opportunity to expand our knowledge and provide information.
        Walker, K. K. (2013). Rare disease-specific social media sites: An opportunity for collaboration. Journal of Communication in Healthcare, 6(1), 71-76.
  - - - 2) Ask about preferences - to support individuals that prefer different methods of communication we must first understand their preferences
      - 1) When able, use multi-modal communication - for examples, sharing agenda prior to the meeting electronically and also having paper copies available immediately before the meeting.
      - 3) Explain the reasons when multi-modal communication is not an options - "in an effort to be more green, I've attached the agenda for today meeting. Please respond to this e-mail if you have difficulty opening it and please feel free to print if you feel having a paper copy would be beneficial."
      - 4) Incorporating appropriate use of social media as an adjunct form of communication - an example would be a closed Facebook group for information regarding happy hours or other happening (non-formal communication)
  - - - Working together to meet mutual goals - mutually beneficial relationship
      - The other is actively engaged in the relationship and encourages/energizes me to do the same
      - Strong tendency to give credit when credit is due (even if it's not to me)
      - Instills belief in others
      - Works at building a foundation of trust and creating connections
    - - Taker - there will always be information exchange in a relationship, but when the relationship seems like a one-way-street and you're consistently getting less that you're putting in, it might be time to move on
      - Excuses - the other party in the relationship is too busy making excuses when they should be self-assessing and preparing for future successes
      - Too much negative talk about themselves or others
- - - - Formal communication that can be easily re-accessed for future reference
    - - Informal communication designed to answer quick questions and be fluid. We have the ability to create groups to quickly collaborate/update each other for quick digestion of information
    - - Quick reminders, patient pass-offs and urgent questions that need immediate response
  - - - Shared links that might be of interest, a lot of one-way communcation
    - - Quick questions or updates that are one-on-one and very personal
    - - Large group communication, planning events
  - - - The most effective and efficient (billable time with patients)
    - - Easy reminder for patients regarding information presented in clinic. Good technique to increase compliance
    - - More effective with cognitively impaired patients
    - - Answering questions that cannot wait until next session (minor emergencies)