Tactical Strategies to Avoid Pitfalls and Optimize Performance 2 - - PowerPoint PPT Presentation

Moderated by: Ash Couillard Presenter: Jane Hastie, Patient Experience Specialist Topic: Difficult Conversations: Bringing Peace into a Pandemic Moderated by: Ash Couillard, Organizational Development Presenter: Tony DeBono, Chief of Interprofessional Practice Topic: Team Dynamics from the Frontline to the C-Suite: Tactical Strategies to Avoid Pitfalls and Optimize Performance

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Join Kara Langdon and Bryan Herechuk for Effective Decision Making in Times of Uncertainty and Ambiguity Learning Outcomes: ► Understand the decision quality framework ► Use the decision quality checklist, a tool that aids leaders to make and/or evaluate decisions, where decision accuracy may not be possible; focusing instead on the quality

• f the decision making process

► Hear shared experiences about how the decision quality framework has been used by leaders at HHS, especially during times

• f uncertainty such as our COVID-19

response

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Upcoming Webinar: July 9th

► Everyone will be muted except the host and moderator ► Ask questions through the Zoom chat box ► All webinars will be recorded and posted on the HHS YouTube for later viewing

• https://www.youtube.com/user/HamHealthSciences/playlists

► For technical issues, please contact the Helpdesk at ext. 43000

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Webinar Housekeeping

► Apply the science of mindset and team performance to their teams ► Identify cognitive and behavioural factors that impact their team’s performance ► Implement tactical strategies to mitigate the pitfalls of individual and group dynamics that hinder performance in order to optimize their team’s potential

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Objectives

Team Dynamics from the Frontline to the C-Suite: Tactical Strategies to Avoid Pitfalls and Optimize Performance

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A Tale of Two Bernards

(Tom Hogan Photos/Golden Boy Promotions) (Louis Lanzano/Associated Press)

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The Spoon Story: A Team Pushed to Their Growth Edge

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Fundamental Attribution Error

If it’s the “other”: Personality > Situation If it’s “me”: Situation > Personality

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To Grow or Not to Grow, That is the Question

Romolo Tavani/Shutterstock (Dweck & Yeager, 2019)

Fixed Mindset – validation of

• ne’s ability is of primary importance
• High effort or setbacks are

threatening, suggesting low ability

• Persistence is curtailed

Growth Mindset – improvement of

• ne’s ability is of primary importance
• Effort is a “tool” and setbacks

provide data about the process of learning

• Persistence is sustained

Survey of CEOs/CFOs: n = 1,348

• 91%, culture is “important” or “very important” to their firm
• 79%, culture amongst top 5 value drivers (54% indicated top 3)
• 92%, improving culture would increase value
• 41%, do not make decisions based on NPV

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Leaders Believe in Workplace Culture

National Bureau of Economic Research; Graham et al., 2017

• Conscientiousness  Detail-Oriented (𝛾 = .62, p < .01)
• Openness to Experience  Adaptability (𝛾 = .50, p < .01)
• Agreeableness inversely  Results-Oriented (𝛾 = -.88, p < .05)
• Adaptability 
• Revenue Growth (𝛾 = .09, p < .05),
• Market Valuation (𝛾 = .50, p < .05),
• Fortune Ratings (𝛾 = .54, p < .01),
• Stock analyst recommendations (𝛾 = .51, p < .05)
• Employee ratings on Glassdoor (𝛾 = .66, p < .05)

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Group & Organization Management; O’Reilly et al., 2014

Personality of CEOs Matter

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Adaptability in Action

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The Mindset of the Organization Matters

Personality and Social Psychology Bulletin; Canning et al., 2020

Fixed Mindset Organization

• Rewarded for demonstrating

individual ability and talent

• Motivated by peer competition
• Reduced risk-taking/challenges
• Information hoarding
• Acceptance of unethical behaviour

Growth Mindset Organization

• Rewarded for learning and

developing skills

• Motivated to develop competencies
• “Failure” = learning opportunity
• Motivated to learn from others

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Der Schrei der Natur (The Scream of Nature), Edvard Munch

Pause, Breathe, Reflect, Breathe

► Information that is known to the majority is powerful

• Familiar information gets the most airtime
• A numbers game: “majority rules”
• It’s risky to be the Devil’s Advocate
• Cohesion feels good…which is particularly tempting during a crisis

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Common Information Bias

► Beware of teams that are overly agreeable with each other ► Apparent “agreement” is a risk!

• Times of complexity and ambiguity
• Admiration of team
• Fear of ostracism
• False consensus
• Homogeneity of group

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Groupthink & Conformity

Mannix, 2017, Cornell University

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► Notice, notice, notice – judgements/thoughts, emotions, body reactions ► Shift your perspective; get curious ► Beware of premature voting

• Encourage generation; discourage power plays

► Embrace diversity of perspectives and psychological safety

• Fallibility, dissent, debate, curiosity

► Leverage your team’s “intelligence” – tell the entire story \

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Tactical Strategies

► Link the work to deeper meaning

• What do your team members value? Notice tensions
• What brings your team the greatest sense of meaning and purpose?

► Create genuine psychological safety ► Learn and master the science of emotions

• We have many in-house experts!

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Optimize Your Team’s Performance

Help to Work Through the ISSUES

From Reflexive to Reflective Practice

Guiding the Process

• Transparency
• Consistency
• Inclusiveness
• Accountability
• Trust

Guiding the Decisions

• Utility
• Fairness
• Non-maleficence
• Proportionality
• Equity
• Reciprocity
• Solidarity

Pandemic Ethics Principles

► Use “Raise Hand” feature, or type your question in the chat box ► If we didn’t get to your question, please forward to: leadershipcoaching@hhsc.ca

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Let’s Chat!