Finish Module

I am attaching all documemts, with transcripts and need u to fill out + answer questions i did 50% shouldnt take long

00:00:00 Speaker 1

This is the Facilitation ISP. The topic is to improve interdepartmental communication. We are brainstorming. Rules, no judgment. Quantity over quality. Build on ideas. Five minutes. Let’s go. Problem. Communication gaps between ER and inpatient units. I can understand that. I see that. But I think that there’s a way that maybe we can digitize a lot of our paperwork to facilitate easier communication.

00:00:32 Speaker 1

Keep going. No evaluation. No evaluation. Okay. I can see that. Now categorize. Maybe we can do impossible, maybe an outstanding and kind of divide our tasks within that. Is that okay with you? Agreed. Implementation begins Monday. Okay. All right. Perfect. Thank you.

00:00:00 Speaker 1

This is ISP five, planning and running a meeting. The topic is reducing ER wait times. We have the facilitator, the recorder, the timekeeper and the participants with us here today. It’s about 10:00 a.m. and we will begin on time. Our objective is to identify three measurable strategies to reduce ER wait time by 15 % in 60 days. Agenda is to review the baseline data, which will take about 10 minutes, to identify bottlenecks which will take about 20 minutes, To develop an action plan, which should take about 20 minutes and to assign accountability, which will take about ten minutes. Timekeeper, please signal at five minute intervals. Recorder, document key themes. Let’s remain focused on triage delays. If we drift, I’ll redirect. Primary bottleneck are triage intake discharge lag. Action items should be fast track protocol discharge coordinator adjusting the staffing grid.

00:01:01 Speaker 1

Owners assigned next meeting Tuesday ten a m. Meeting adjourned at ten fifty eight a m.

00:00:00 Speaker 2

This Is the negotiation ISP and this is regarding your vendor contract. Our annual contract is$ 120, 000. Thank you for the proposal. Based on the market comparison, we’re budgeting closer to around 85 grand. That’s not going to be feasible. What flexibility exists in bundling or multi- year agreements? We could reduce to 105, 000. I appreciate that movement, however for us to proceed, the number must be below 95 k That’s aggressive, We’re prepared to sign within 48 hours if we can reach alignment. What concessions can you make? If we remove the analytics report, $92,000. Include onboarding and we have agreement at $92,000. Agreed. Let’s put that in writing.

00:00:02 Speaker 1

This is ISP number three, conflict management. The scenario is a surgeon versus a nurse manager over OR delays.

00:00:27 Speaker 1

We are here to resolve OR delays. We will separate people from the problem. The problem is delays, not each other. Doctor Smith, your concern?

00:00:35 Speaker 2

My cases are starting 20 to 30 minutes late. Prep isn’t ready. The effect the effect patient safety and scheduling.

00:00:43 Speaker 1

Miss Lopez, summarize?

00:00:45 Speaker 2

He believes prep delays are causing OR inefficiency.

00:00:49 Speaker 1

Correct, now your perspective?

00:00:51 Speaker 2

We are understaffed and we frequently receive last minute schedule changes.

00:00:57 Speaker 1

Doctor Smith, summarize.

00:00:59 Speaker 2

They are understaffed and dealing with unpredictable scheduling. Shared interest. Safe and efficient patient care.

00:01:07 Speaker 1

Let’s generate alternatives.

00:01:24 Speaker 2

Schedule Cutoff policy, Float nurse pre op readiness and checklist.

00:01:30 Speaker 1

Which solution both addresses both unpredictability and readiness?

00:01:36 Speaker 2

Checklist and schedule cutoff.

00:01:38 Speaker 1

We implement next week. I will evaluate metrics in thirty days. Thank you, Bob.

00:00:04 Speaker 1

This is the second I S P for handling a grievance. The scenario is nurse manager accuses department head of public undermining. Thank you both for being here. I understand that there has been tension between you, and we are here to resolve it constructively. I want to establish four ground rules before we begin, We will address behaviors and processes, not attack character, Each person will speak without interruption, We will paraphrase to ensure understanding before responding. The goal is not to win. The goal is sustainable resolution. My role is neutral. I will guide the process, not take sides. Wanda, please begin.

00:00:37 Speaker 2

Warren comes into my unit and tells my nurses to move faster in front of patients. It undermines my authority. My staff comes to me upset afterwards, and it makes me look like I am not managing properly.

00:00:49 Speaker 1

Thank you Warren Before responding, Please summarize what Wanda shared.

00:00:53 Speaker 2

She feels I am publicly criticizing her staff and make her look ineffective.

00:00:58 Speaker 1

Wanda Is that an accurate summary.

00:01:00 Speaker 2

Yes That’s exactly it.

00:01:03 Speaker 1

Warren, Now your perspective.

00:01:05 Speaker 2

When I walk through and see delays, I address them immediately. I’m responsible for throughout throughput metrics and I’m not trying to undermine her. I’m trying to prevent bottlenecking.

00:01:19 Speaker 1

Wanda, please summarize Warren’s concern.

00:01:22 Speaker 2

He feels responsible for performance metrics and wants to correct delays in real time.

00:01:28 Speaker 1

Warren, is that correct?

00:01:31 Speaker 1

I want to pause and identify what I am hearing emotionally. Wanda feels disrespected and concerned about her leadership credibility. Warren feels pressure around operational metrics and urgency. Is that fair? Yes. Before we move to solutions, what do you both ultimately care about?

00:01:47 Speaker 2

Safe patient care and team morale. Efficiency and patient flow.

00:01:53 Speaker 1

Are those goals incompatible? No.

00:01:57 Speaker 1

Wanda’s position: Do not correct my staff publicly. And Warren’s position: Address delays immediately. Let’s move to interests. Wanda’s interest: Maintain leadership authority and staff morale. Warren’s interest: Protect operational performance. Now, let’s generate options without evaluating them. Wanda, what do you think?

00:02:18 Speaker 2

Private communication between us first. Warren? A rapid escalation signal system. Wanda? A daily performance review meeting, One clear criteria for when an intervention is appropriate.

00:02:32 Speaker 1

Good, keep going. What else?

00:02:37 Speaker 2

Fair treatment for all our staff.

00:02:43 Speaker 1

Which option protects both leadership authority and operational accountability?

00:02:48 Speaker 2

If he comes directly to me instead of addressing staff publicly, I can agree to that as long as delays are addressed immediately.

00:02:57 Speaker 1

So here’s the proposed agreement. Warren communicates performance concerns directly to Wanda first. Wanda addresses staff corrections herself. If patient safety is immediately at risk, Warren may intervene but will notify Wanda afterward. Weekly fifteen minute check in review metrics, do you both genuinely agree? Yes. I want to be clear, this agreement only works. If both of you are committed to it. There is no giving in here. This is collaborative. We will implement this starting tomorrow. I will follow up in 14 days. Before we close, I’d, like each of you to state, one thing you appreciate about the other’s roles.

00:03:37 Speaker 2

He is dedicated to his efficiency. She protects her staff.

00:03:42 Speaker 1

Good, that’s mutual respect, that mutual respect is the foundation meeting adjourned.

00:00:00 Speaker 1

Okay, so this is the employee conflict handling a grievance ISP. The scenario is two department managers fighting over staffing. Due to a short amount of team members, we are going to have to use Thaddeus as both Rhonda and Linda, and I will be the mediator. Thank you both for meeting. I want to start by stating three ground rules. We will focus on issues, not personalities. Each person will speak without interruption, and my role is neutral.

00:00:31 Speaker 1

I am simply here to facilitate, not judge. Linda, please explain your concern.

00:00:37 Speaker 2

Rhonda keeps pulling nurses from my unit without notice. My team is burnt out. She just assumes we can cover her shortages.

00:00:45 Speaker 1

Rhonda, before responding, please summarize what Linda said.

00:00:51 Speaker 2

She feels I’m taking her nurses without communicating first.

00:00:58 Speaker 1

Linda, is that accurate.

00:01:00 Speaker 2

Yeah.

00:01:02 Speaker 1

Good. Now, Rhonda, your perspective.

00:01:06 Speaker 2

My unit has a higher acuity in patients. When I’m short, I have no choice. I feel like Linda doesn’t understand that pressure we’re under.

00:01:15 Speaker 1

Linda, please summarize Rhonda’s concern.

00:01:18 Speaker 2

She feels her unit is under high pressure and needs support.

00:01:21 Speaker 1

Excellent. We now see both perspectives clearly. What is the shared priority.

00:01:26 Speaker 2

Patient safety.

00:01:27 Speaker 1

Good. Let’s brainstorm solutions without evaluating. They list options, shared staffing dashboard, 24-hour notice rule, rotating float pool, daily staffing huddle. Which option protects patient safety and respects both units.

00:01:47 Speaker 2

Daily staffing huddle.

00:01:50 Speaker 1

Then starting Monday, you will meet at 6.45 a.m. daily to review staffing needs. I will follow up in two weeks.

00:00:00 Speaker 1

This is I S P number one handling a patient complaint. Ah, the scenario has to do with E R wait time and poor communication. Ah, due to there not being ah the rest of our team members here, Me and Thaddeus are going to play the role of any external team members that we have to add in the end. I am the patient. Thaddeus is the administrator. Actually no, it should be the other way around. Yeah, Thaddeus is the, Patient and I am the administrator.

00:00:32 Speaker 2

I’ve been sitting here for four hours. No one has updated me. I’m in pain and nobody seems to care. This is unacceptable.

00:00:38 Speaker 1

Thank you for coming to speak with me. I can see that you’re frustrated and I want to fully understand what happened, please tell me everything from the beginning.

00:00:45 Speaker 2

I checked in at two fifteen, they took my vitals after that nothing, no updates, I had to ask three different people what was going on.

00:00:55 Speaker 1

So you arrived at two fifteen, had your vitals taken and then experienced no communication or updates. You had to repeatedly ask staff yourself, is that correct? Yes. That sounds incredibly frustrating, especially when you are already not feeling well.

00:01:09 Speaker 2

Exactly. I don’t expect special treatment. I just expect communication.

00:01:13 Speaker 1

Thank you for being clear. Let me ask you directly, what would feel like a fair and reasonable resolution to you right now?

00:01:19 Speaker 2

Just tell me what’s going on, give me updates.

00:01:22 Speaker 1

That’s absolutely reasonable. Here’s what I’m going to do immediately. I will personally speak with the charge nurse right now. You will receive a status update within the next ten minutes, And I will ensure that someone checks on you every thirty minutes until you are seen. I will review this communication breakdown in tomorrow’s leadershiphuddle.

00:01:37 Speaker 2

That’s all I wanted.

00:01:38 Speaker 1

I appreciate you bringing this to my attention. Your feedback directly improves our system, and I will personally follow up with you before you leave today.

these are all transcripts from isps done

make sure that action plans arent yes, yes, yes etc it has to feel natural

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