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Participate In PIN
Do you have an idea or an article that you would like to see
published in PIN that would help others? If so, we would love to
hear from you!
Please send to:
Kathi Stringer
kathistringer@earthlink.net |
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“For instance,
let’s say a patient is getting agitated and a staffer sees this as
an opportunity to use his training, as a challenge to deescalate the
situation, rather than being ‘put-out.’”
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| 6—You Will Comply! cont
Yet, the auditors will have no way of knowing
this is going on because by the time they see the paperwork, the
information is there. Because of this type of compliance model, the
resources were spent on useless paperwork rather then performance
improvement toward consumer satisfaction.
 The above example
has demonstrated that it is more important ‘how we do things’
than ‘what is done’ when striving for performance improvement.
With training, support and encouragement, we can change how things
are done. With effective management, we can increase the energy and
team motivation with recognition and mutual support. This attitude,
willingness and training, will decrease the need for more and more
oversight documentation that gobble up service delivery.
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7—Consider This
Analogy
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we ask an individual with little or no training to drive a car
across town. We ask that after every turn, every stop, every
signal, the driver describe and initial the events as he is
driving. On the other hand, suppose we ask a second driver
with expert training to drive the same route without the heavy
documentation. Which driver would be more likely to
out-perform |
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the
other? The driver with the training, of course. Further, lets
suppose the first driver made mistakes due to the heavy focus
on documentation and ended up in a car accident. What would
make more sense for corrective action, train the driver, or
increase the documentation? Train the driver. We see this same
sort of problem when staff are documenting as the patient is
spiraling down toward a crash. |
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The staff are distracted and not aware.
This is not to imply that we do not need documentation. We
do. And the documentation needs to be objective, factual and
accurate. However, like everything universally effective,
there must be ‘balance.’ We must balance the documentation
with the training. Either of these variables out of balance
will decrease performance . |
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8—Team Alliance and
Performance
| Why
training is so important for team alliance and performance.
G roup
training that incorporates exchanging recent inpatient
experiences and role-play for critical examination and
feedback will promote interest. For instance, lets say a
patient |
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is
getting agitated and a staffer sees this as an
opportunity to use his training, as a challenge to deescalate
the situation, rather than being ‘put-out.’ The staffer
employs skills and tools reviewed in training, and a fellow
staffer notices. “Hey, you handled that great! The client is
actually beginning to respond in a positive way. |
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High
five!” Or “Hey, I checked out how you handled that.
I’m impressed! How did you do that exactly?” In cases like
these, the work has become more stimulating now and techniques
are observed and refined for performance improvement. The work
has moved into a sense of accomplishment through knowledge. |
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