Implementing a 12-month Team Management Skills Training in a Comprehensive Cancer Center

2.50
Hdl Handle:
http://hdl.handle.net/10755/164792
Category:
Abstract
Type:
Presentation
Title:
Implementing a 12-month Team Management Skills Training in a Comprehensive Cancer Center
Author(s):
Raettig, Vilma; Chatigny, Anita; Perez, Mercy; Macabale, Oliva
Author Details:
Vilma Raettig, RN, MSN, MBA, Director Clinical Operations, Aptium Oncology, Palm Springs, California, USA, email: vraettig@aptiumoncology.com; Anita Chatigny, PhD; Mercy Perez, MSW; Oliva Macabale, RN
Abstract:
Administration/Leadership Development: The Comprehensive Cancer Center at Desert Regional Medical Center is the premier outpatient Cancer Center in the Coachella Valley. The 125 staff members and physicians enjoy a high degree of patient satisfaction and an excellent reputation for patient care. The new DCO went about assessing the status of the healing environment by meeting with each staff member and asking a series of questions including their rating of the team's trust, communication, listening, and conflict resolution ability. It became evident that there was opportunity for Team skills Development to meet the Joint CommissionÆs Culture of Safety requirements beginning 1/1/09. The goals of the training were to help improve the work environment, to create a more healing environment for caregivers and patients and to preserve the focus on excellence in patient care. Another goal was to empower staff to be able to engage in direct, honest and open communication and manage conflicts constructively. Team skill Development program classes were held once a month in 2008, and about 70 staff attended consistently. Managers learned to coach staff on each topic to facilitate the practice of behaviors learned. Role playing, discussion, and power point presentations were the primary teaching methods. Monthly meetings continue to monitor the application of principles learned in day to day interactions. Program evaluations were done in July and December. Leadership observations indicate that the morale has improved and that staff is able to communicate with patients, family members, physicians and co-workers more effectively. Work ethic has improved and staff conflict has significantly decreased. Patient satisfacation increased from 88% to 92% in 2008. A highly Functioning Team is one in which there is accountability and diligence to ensure dignity and respect in day to day interactions. Leadership sets clear expectations, monitors the environment, and leads by example. We believe that this environment empowers all staff to advocate for themselves and for patients thereby creating a Culture of Safety.
Repository Posting Date:
27-Oct-2011
Date of Publication:
27-Oct-2011
Conference Date:
2009
Conference Name:
34th Annual Oncology Nursing Society Congress
Conference Host:
Oncology Nursing Society
Conference Location:
San Antonio, Texas, USA
Note:
This is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.

Full metadata record

DC FieldValue Language
dc.type.categoryAbstracten_US
dc.typePresentationen_GB
dc.titleImplementing a 12-month Team Management Skills Training in a Comprehensive Cancer Centeren_GB
dc.contributor.authorRaettig, Vilmaen_US
dc.contributor.authorChatigny, Anitaen_US
dc.contributor.authorPerez, Mercyen_US
dc.contributor.authorMacabale, Olivaen_US
dc.author.detailsVilma Raettig, RN, MSN, MBA, Director Clinical Operations, Aptium Oncology, Palm Springs, California, USA, email: vraettig@aptiumoncology.com; Anita Chatigny, PhD; Mercy Perez, MSW; Oliva Macabale, RNen_US
dc.identifier.urihttp://hdl.handle.net/10755/164792-
dc.description.abstractAdministration/Leadership Development: The Comprehensive Cancer Center at Desert Regional Medical Center is the premier outpatient Cancer Center in the Coachella Valley. The 125 staff members and physicians enjoy a high degree of patient satisfaction and an excellent reputation for patient care. The new DCO went about assessing the status of the healing environment by meeting with each staff member and asking a series of questions including their rating of the team's trust, communication, listening, and conflict resolution ability. It became evident that there was opportunity for Team skills Development to meet the Joint CommissionÆs Culture of Safety requirements beginning 1/1/09. The goals of the training were to help improve the work environment, to create a more healing environment for caregivers and patients and to preserve the focus on excellence in patient care. Another goal was to empower staff to be able to engage in direct, honest and open communication and manage conflicts constructively. Team skill Development program classes were held once a month in 2008, and about 70 staff attended consistently. Managers learned to coach staff on each topic to facilitate the practice of behaviors learned. Role playing, discussion, and power point presentations were the primary teaching methods. Monthly meetings continue to monitor the application of principles learned in day to day interactions. Program evaluations were done in July and December. Leadership observations indicate that the morale has improved and that staff is able to communicate with patients, family members, physicians and co-workers more effectively. Work ethic has improved and staff conflict has significantly decreased. Patient satisfacation increased from 88% to 92% in 2008. A highly Functioning Team is one in which there is accountability and diligence to ensure dignity and respect in day to day interactions. Leadership sets clear expectations, monitors the environment, and leads by example. We believe that this environment empowers all staff to advocate for themselves and for patients thereby creating a Culture of Safety.en_GB
dc.date.available2011-10-27T12:07:05Z-
dc.date.issued2011-10-27en_GB
dc.date.accessioned2011-10-27T12:07:05Z-
dc.conference.date2009en_US
dc.conference.name34th Annual Oncology Nursing Society Congressen_US
dc.conference.hostOncology Nursing Societyen_US
dc.conference.locationSan Antonio, Texas, USAen_US
dc.description.noteThis is an abstract-only submission. If the author has submitted a full-text item based on this abstract, you may find it by browsing the Virginia Henderson Global Nursing e-Repository by author. If author contact information is available in this abstract, please feel free to contact him or her with your queries regarding this submission. Alternatively, please contact the conference host, journal, or publisher (according to the circumstance) for further details regarding this item. If a citation is listed in this record, the item has been published and is available via open-access avenues or a journal/database subscription. Contact your library for assistance in obtaining the as-published article.-
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