Post on 14-Aug-2020
Emergency Department Directors Academy Phase I Spring 2020 Conducting Effective Meetings DESCRIPTION The effective ED leader must understand cost appropriate care and efficient utilization of critical resources. Financial realities place pressure on all participants in the healthcare environment and frequently necessitate a critical review of utilization. Too many CTs, admitting patients eventually denied by third party payors, unnecessary laboratory tests, staff cutbacks, etc., are all areas of frequent ED review. Critical review, peer comparisons (locally and nationally), and effective communication all play a role in defining appropriate utilization. The presenter will describe methods of encouraging practitioner (utilization) behavior change, when appropriate. OBJECTIVES
• Define resource utilization and cost containment. • Identify the major types of over-utilized resources in the delivery of ED services (imaging studies, staff,
inpatient services, laboratory studies, etc.) • Describe several tools available to the ED director and management team to assist with demand
forecasting and cost management. • List institutional leaders traditionally most concerned about over-utilization. • Describe the potential risk of under-utilization. • Describe successful methods of demonstrating findings and creating behavior change. • Conducting Effective Meetings
2/6/2020, 11:15 AM - 12:15 PM FACULTY: Robert W. Strauss, Jr., MD, FACEP DISCLOSURE: (+) No significant financial relationships to disclose
Robert W. Strauss, M.D., FACEP Emergency Department Dir. Acad.
ACEP, Dallas
“80% of success is showing up.”
Woody Allen
How would you answer the ?
Ø If I didn’t have to go to meetings, would I like my jobmore?
Ø Are meetings are the low point of my day!
Ø Are meetings are the high point of my day!
Ø 32 hours x
Ø $180 per hour x
Ø 120 participants =
Ø Conference expense à
Monetary value of meeting time“opportunity cost”
Monetary value of meeting time“opportunity cost”
Ø 10 hours / week
Ø 46 weeks
Ø $180 per hour
Ø 120 participants
x
x
=
à
78 % said:“Meetings are a
waste of time!”Communispond Poll of
471 Management Leaders
Learning to lead meetings: How did you get your training?
Ø You’ve observed how not to…Ø OTJ, by trial and errorØ You’ve gone to a course
(AAPL, EDDA)
Ø You’ve got an MBA, MMM,MHA…
Ø You haven’t learned…or…
Characteristics Of Bad Meetings
Characteristics Of Good MeetingsA dynamic, passionate focused, engaging
process that extracts the collective wisdom of a team . It must be:
Well Conducted Time Efficient Meaningful Focused
OBJECTIVESØ To have or not to have a meeting
Ø How to prepare in advance
Ø How to conduct a meeting
Ø Avoiding traps and terrorists
Ø What to do after the meeting ends
To have or not to have…
Is it necessary?or
Can it be avoided?
Ø Nothing of significance to discussØ No decisions to be madeØ The leadership doesn’t
want/need permissionØ No “buy-in” requiredØ More input only confuses the
issue.
Reasons to avoid a meeting…
Ø Problem SolvingØ Input = “Buy-in”
Ø If you don’t need the group for input (“buy-in”), then it is unnecessary to have a problem solving meeting.
Ø Information Exchange
Two reasons for meetings…
First: Determine the purposeThen: Write the minutes (before the
meeting)Create an “essential agenda”
- Specific and action oriented- Both a map and a promotional tool- Circulate in advance
Preparation in advance
BEDSIDE REGISTRATIONØ Discuss GoalsØ Describe existing programs
Ø List equipmentØ Define IT supportØ Describe roll-out and education
Ø Describe “roadblocks” to success
“ROADBLOCKS” TO SUCCESS
Putting “Roadblocks” to success
Ø Creates earlier success by allowing“suspension of disbelief”
Ø Gives “Naysayers” their opportunity
Ø An organized roadmapØ Sequential – Easy issues earlyØ Accomplishable – Don’t
squeeze too much into the allotted time
Effective agendas eliminate pandemonium
Prepare by
Setting the setting
↑ ↑ ↑ ↑ ↑ ↑ ↑↑ ↑ ↑ ↑ ↑ ↑ ↑
Seating configuration discourages participation
↓
Seating configuration empowers participants
Unless the affected participants are part of the plan,
they will not support the solution. (Its slower, but the solution lasts.)
Input = “buy-in”
X X XX X
A B C D E
FYou
“Most business managers have no formal training in running meetings.”
Meeting with SuccessNorman Sigband
A poorly run meeting frustrates the participants, who will feel like things should have gone better.
Running th meeting
Leadership…is the ability to help the group recognize and accomplish its
goals, (not the chair’s).
“We must climb to the hilltop.”JFK
Ø Create a positive first impressionØ Clarify relevance of the discussionØ Provide the big pictureØ Describe the roadmap
Set the tone early
Ø Is not to accomplish his/her goals, but to accomplish the group’s goals.
Ø If convinced of a particular solutionand the issue is controversial, thenknow the outcome in advance…
The Chair’s Role
Similar to the lawyer’s adage
Take a stand only when you know the outcome.
If it’s really important to you, employ pre-meeting
“jaw-boning”
Ø No clear agendaØ Too longØ Wandering
Blanchard’sOne Minute Manager
Ø Participants tend to believe that itis:“Not my job.”
Ø Leaders may be afraid to be controlling andoverbearing
Drifting Discussion
Ø Affirm the speaker’s point of view (Theory of YES)Ø Consider “Parking Lot”Ø Agree to deal with issue off-lineØ Recognize issue as beyond scope
of meetingØ Refocus on original agenda
Refocusing theDrifting Discussion
How can I ensure that we continue to move toward a conclusion?
The Chair’s Mantra
THE THEORY OF YES
Appreciating input, almost no matter what it is
Just say, “YES”
Ø Identify ProblemØ Generate SolutionsØ Establish CriteriaØ Reach ConsensusØ Get Commitment
Problem Solving - Brainstorming
Ø This is going to be easy – No prepneeded
Ø The chair is totally responsible for the meeting’s success
Ø Consensus is necessary and everyone must express his / her opinion
Ø Emotion and conflict are loss of control
Common Misconceptions
Saccharine is
SWEET
But…it can’t sustain life
Ø Corralling emotionØ Acting as a “stage director”Ø Distilling discussionØ Redirecting digressionsØ Redirecting dominators
Handling Impasses
Ø Getting help from a collaborator
Ø Process check
Ø Take a break
Ø The “runaway horse”
Handling Impasses
Topic Issue / Plan Who When Status
Management Action Plan
Ø Review what is to be done (MAP)Ø Give each an opportunity to voice a
last critical issue / questionØ Schedule next meetingØ Intermittently assess the
effectiveness of the meeting
Concluding the Meeting
Ø Meeting efficient and productiveØ Participation was balanced among the
groupØ Individual responsibilities were fulfilled wellØ Opinions were expressed with candorØ Opinions were expressed with respectØ We focused on processes, not peopleØ Me maintained a focus on improvement
Participant EvaluationStronglyAgree Agree Disagree
Strongly Disagree