BUILDING ON STRENGTHS; The Development and Testing of a Solution Focused Approach to Clinical Supervision. Supervisor: Prof Ken Walsh, Professor of Nursing ISLHD/UOW Trainees: Karlie Royston Camillia Spearing Shoalhaven District Memorial Hospital Located South Coast NSW Departments: ICU, ED, Medical, Surgical, Renal, Rehab, Acute Stroke, Maternity, Paedatirics, Day Stay, Operating Rooms. Beds: 177 Facilities: CT, X-ray, Sonographer. Allied Health: Social Work, Speech therapy, Occupational therapy, Physiotherapy, Case Workers, Dietician, Acute pain service, Chronic & complex care teams, Discharge Support Services, Ambulatory care, Infection Control teams. Nursing Staff: Registered Nurses, Clinical Nurse Specialists, Clinical Nurse Educators, Clinical Nurse Consultants, Clinical Midwifery Specialists, Midwives, New Graduate Nurses, Enrolled Nurses, Assistant Nurses. PROJECT AIMS Develop supervision skills in giving and receiving feedback (for both high performance and below par performance). Improve appraisal and assessment skills. Enhance interpersonal skills and the ability for self reflection (for both the supervisor and supervisee). Sustain development through co-facilitation, follow-ups for skills consolidation and ongoing action learning. OBJECTIVE OF PROJECT At completion of program, the health service will have a solution focused clinical supervision workshop to meet the needs of staff supervising undergraduates, new graduates, and experienced staff. To have the potential to expand the program to other categories of staff such as interns, junior doctors and allied health. PROGRAM DEVELOPMENT Stakeholder engagement focus groups of claims, concerns and issues related to supervision skills. Development of solution focused clinical supervision resources. Development of Clinical supervision case senario’s Conducting of co-facilitation workshops for clinical skills development. Workshop evaluation Follow- up sessions for skills and consolidation with action learning. Post implementation evaluation. Report. What’s wrong? Complications The experts know best The Past Blame Deficits Control Definitions What’s working Progress The Future Actions Influence Collaboration Simplicity Resources Principles of Solution-focused Approaches • Work with the person rather than the problem • Look for resources/strengths rather than deficits • Nothing happens by chance something makes it happen • Find out what makes good things happen and do more of it • Explore possible and preferred futures • Explore what is already contributing to these futures • Use creativity and imagination to imagine a better future and work towards it • Treat the person as the expert in their own life (Duncan et al, 2007) The Solution Focused Shared Humanity Framework Understanding Possibility Compassionate Action Understanding Understanding self and other Psychodynamics Neurobiological (SCARF) – “Towards” and “Away” states Engagement (Puzzling) Motivation Listening for understanding and possibility Asking good questions The solution focused approach: Looking for what works and strengths Solution focused questions Possibility Exploring and Developing Possibility Permission and placement Identifying goals Solution Focused Feedback for good performance Solution Focused Feedback for below par performance Mentoring and coaching “IGROW” model The assertive option Compassionate Action Values based actions Moving from thinking to action Making it positive – build self esteem and self efficacy Scaling questions Build in evaluation / support reflection and feedback SCARF activity Spend a couple of minutes reading the handout SCARF and YOU. Think about which domain is your driver and how that might influence your behaviour. In small groups discuss a recent example of a SCARF domain being trigger to engage or disengage you or someone else. As a class discuss scenarios (handout) with SCARF in mind. Status , Certainty , Autonomy, Relatedness, Fairness (The five domains activate with the primary reward or primary threat circuitry of the brain) (Rock, 2006) Small group interaction activity In threes: one person tells a story, one person listens and the other observes. The listener then summarise the story to show empathy and an understanding of content, context, emotion and meaning. Observer and present give feedback. Swap roles and try again. For the purposes of this exercise do not ask questions. EXAMPLES OF “SOLUTION FOCUSED” QUESTIONS IN THE WORKPLACE What changes have you already noticed? How would you know things were better…? Are there times when you already …? If you go to bed tonight and a miracle happens ... How would things be different? Tell me about those times when this problem doesn’t occur. How do you get that to happen? Does that already happen at times? What will you have to do to make that happen? What will have to happen for more of that to happen? EXAMPLES OF “SOLUTION FOCUSED” QUESTIONS IN THE WORKPLACE What could others do to help you? How have you dealt with ……..in the past? When things were better a while ago what was different then? How come things aren’t worse – what have you done to stop things from getting worse? On a scale of 1-10 with one being …and 10 being …tell me… (Walsh, 2006) 16 Some Participant Feedback There was loads of information on helping transitioning nurses in their practice development and my own development. I would like to see it run again so others could benefit and improve work place culture. The examples were appropriate and connected well to the theory. The research based framework applied to clinical situations. The plan for follow up interactions to see how we are applying what has been learned is a good idea. Practicing techniques in scenario situations, behaviour is learned and can be changed, most people are good. Evaluation of Solution Focused Component Selected References Duncan, L. Ghul, R. Mousley, S. 2007. Creating Positive Futures. BT Press, London. Green, J and Grant, A. 2003. Solution Focused Coaching. Pearson, Edinburgh. Jackson, P. and McKergow, M. 2001. Harry Enfield, Hamlet and the Solutions Focus, Organisations and People 8, (1): 26 - 31 Rock, D. Quiet Leadership: Six steps for transforming performance at work. Harper, New York. Walsh, K Walsh, K. Moss, C. and FitzGerald, M 2006. Solution Focused Approaches and their relevance to Practice Development. Practice Development in Health Care 5 (3): 145155. QUESTIONS ??????