Content
High reliability organizations have the infrastructure, practices, culture and behaviors that prepare them for unexcepted events like a pandemic. We all agree – there is a significant gap between health care and other high reliability industries. While the Joint Commission Center for Transforming Healthcare does not know of any one health care organization that has achieved the consistent excellence exemplified by zero harm, they have seen that the organizations who have purposefully engaged in high reliability organizing, focusing on cultural change and expanding the improvement capability, have a stronger foundation for learning and resilience. They’ve been asked, “How can health care achieve zero harm?”
If we want to set a goal of zero harm, high reliability cannot be a buzzword or a one-time project. It’s about transforming our organizations and the way we do our work. To become a high reliability health care organization, focusing on safety and the goal of zero harm must become the natural byproduct of how we work. It’s time for change. How do we get there? It starts with LEADERSHIP.
Health care leaders face many competing pressures each day – often requiring you to do more with less. With these challenges, it is easy to lose focus on your most important priority – providing the safest, highest quality of care to your patients. As a team, you must unite – with your systems, structures, and leadership skills and behaviors – to mindfully pursue the goal of zero harm.
Understanding a high reliability mindset and the model for high reliability in health care is foundational for all leaders in order to identify areas of change that their organizations must undertake to become highly reliable. This session also discusses how health care leaders can utilize change management tools and methods to drive a culture of transformation and improve performance. Participants will walk away with practical, actionable change management tools to facilitate successful change initiatives and begin to transform their culture.
Objectives
- Understand a high reliability mindset
- Understand the High Reliability Maturity Model for Healthcare and identify the areas of change that organizations must undertake to become highly reliable
- Understand how health care leaders can utilize change management tools and methods to drive a culture of transformation and improve performance
- Learn practical change management tools and concepts that leaders and staff can easily use and implement when working through change initiatives and daily work
Speaker
Dawn Allbee, executive director of customer engagement, Joint Commission Center for Transforming Healthcare
As executive director of customer engagement for the Joint Commission Center for Transforming Healthcare, Dawn Allbee works with health care thought leaders and system executives on their journey to high reliability through deployment of the Center’s high reliability practices and services. She directs operations for customer engagement and product life cycle management for the Center’s high reliability products. In addition, Allbee provides expert training in change management, facilitation and Robust Process Improvement (RPI®) program development for health care organizations nationwide and internationally. RPI includes the use of Lean Six Sigma and formal change management to drive results. Allbee is one of RPI’s most passionate advocates, training and mentoring leaders on the link between RPI and the pursuit of zero harm. Specializing in high reliability leadership workshop facilitation and developing zero harm goals with senior leaders, she guides leadership teams as they map out the journey to high reliability.
Most recently, Allbee was The Joint Commission’s director of corporate robust process improvement. In this role, she led the development of RPI internally ensuring the widespread use of RPI methods to achieve strategic and operational goals. She was also part of the team that championed the deployment of RPI training programs as a mechanism to build improvement capacity within health care organizations.
Allbee was one of The Joint Commission’s internal leaders for safety culture improvement, providing direction and guidance on change initiatives to senior leadership and staff. A certified Master Change Agent and Green Belt, she has more than 12 years of experience training all levels of staff in change management. Ms. Allbee also co-led the Center’s multi-hospital improvement projects focusing on preventing avoidable hospitalizations for heart failure patients and strengthening safety culture. She continues to speak at health care industry conferences on high reliability and change management.
Prior to The Joint Commission, Allbee held positions in information technology, software architecture, technical training, course development, and education.
Allbee earned her Master’s degree in Communication from Eastern Illinois University in Charleston, IL.
Who should attend
Health care professionals who are interested in learning about ways to improve their organization’s HRO process.
Continuing education
The program has been designed to meet the Minnesota Board of Nursing continuing education requirements for a total of 1 contact hour.
Fee
- $49 per person for MHA member hospitals and health systems
- $59 per person for associate members
- $99 per person for nonmembers
Registration deadline
Please register by 5 p.m. on Feb. 23 to ensure timely delivery of access instructions.
Approximately four business days before the web conference, you will receive an email that contains instructions on how to connect. Advance registration is required to ensure delivery of instructional materials.
If you do not receive an email from Christy Hammer prior to the program with web conference details, please contact info@mnhospitals.org to confirm your registration.