Workshop

Partnering with Health Systems on Collaborative Practice: IPE as Transformational Change

- CDT
Room: Herndon
Rajesh Mangrulkar, MD, FNAP
University of Michigan
Vani Patterson, MPH, FNAP
University of Michigan
Chloe Miwa, MPH
Michigan Medicine
Track:
  • Collaborative Leadership and Shared Responsibility in Interprofessional Teams
Michigan Medicine is a complex organization with several supportive units that address the quintuple aims of health, which also directly aligns with the mission of the University of Michigan Center for IPE (C-IPE). This workshop will describe the C-IPE’s process of building an interprofessional teamwork improvement initiative for the health system using Kotter’s 8 Step Change Theory.

The C-IPE met with system leaders to discuss current strategies for improving interprofessional teamwork and to explore “teamwork-sensitive” metrics collected across the supportive units. Throughout this process, both the C-IPE and system leaders recognized the absence of a system to improve teamwork yet a shared interest in improving teamwork to impact key outcomes (Step 1 - create a sense of urgency). This understanding led to the convening of C-IPE and health system leaders and administrators to discuss opportunities for collaboration and interventions (Step 2 - build a guiding coalition).

Initial steps to convene this “systems transformation committee” (STC) involved trust-building through sharing stories and perspectives related to current challenges and opportunities. Three months after convening, the STC agreed on a shared desire for teamwork improvement and committed to a collaborative intervention focused on improving teamwork at the frontlines (Step 3 - create a vision). The STC grew to round out the expertise needed and also developed and proposed a data-informed business case for improving interprofessional teamwork that is being implemented across outpatient and inpatient settings at Michigan Medicine (steps 4 and 5 - enlist the volunteers and enable action by removing barriers).Session outline with active learning strategies: Overview of Kotter’s Change Theory (10 minutes)

Laying the Foundation (didactic 5 minutes, Think-Pair-Share 15 minutes)

Visioning (didactic 5 minutes, Think-Pair-Share 15 minutes)

Taking Action (didactic 5 minutes, Think-Pair-Share 15 minutes)

Large Group Debrief for themes (15 minutes)

Commitment to Next Steps (5 minutes)

Learning Objectives

  • Understand the applicability of Kotter’s Change Theory to their IPC change effort.
  • Identify and list the challenges in implementing their specific IPC change effort in their institution, aligned with Kotter’s Change Theory.
  • Apply change management strategies to implement their IPC initiative focused on Kotter’s Change Theory that is/are most relevant to their context, identifying next steps for implementing their change efforts.

References

  • Accelerate! Kotter J, Harvard Business Review, November 2012
  • Leading Change: Why Transformation Efforts Fail. Kotter J, Harvard Business Review, March-April 1995
  • The Surprising Power of Liberating Structures: Simple Rules to Unleash A Culture of Innovation. Henri Lipmanowicz, Keith McCandless, 2014.