Disclosures Nihira
I have no relevant disclosures
Pickett I have no relevant disclosures
Steinberg I have no relevant disclosures
Learning Objectives
Recognize the elements of the Crucial Accountability model
Describe an expectation gap
Identify barriers that keep individuals from doing what is expected
Create an accountability conversation planner to hold other accountable
Following this activity a learner will be able to:
AGENDAIntroductions
Review of worksheet conceptsNihira Questions 3 & 4Pickett Questions 5 & 6Steinberg Questions 7 & 8
Roleplay
Crucial Accountabilitybased on the book by:
By Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler
Mikio Nihira, MD, MPHClinical Professor of OB/GYNProgram Director UC Riverside OB/GYN Residency
Objectives Introduce tools to determining “What”.
Discuss “What” scenarios in regard to your professional environment.
Introduce tools to determine “If” accountability conversation should commence.
What? & How?
Ask yourself “What is the right problem?”
Approach: Unbundle Isolate Target Be Concise
CPR
Too
l Content
Pattern
Relationship
“What” DiscussionWas there an instance in which you chose the wrong “WHAT”?
How could you have identified you were addressing the wrong problem?
How could you apply CPR to redirect you accountability discussion?
Unclear and “Iffy”Not Speaking when you
Should
Acting out my concerns?
Conscience Nagging Me?
Choosing Certainty of Silence?
Convinced I’m Helpless?
Speaking when you Shouldn’t
Differentiate Yourself
No “Nanner-Nanner”
“If” DiscussionShare a situation in your professional environment where an expectation
is clearly violated?
Share a situation in your professional environment where an expectation was violated, but you were “Iffy” whether to pursue an accountability
conversation?
“Hazardous ½ Minute” Sets the Overall Tone of Interaction
See & Hear
Tell a Story Feel Act
Conclusions and Assumptions
Silence
Violence
Common System Errors
“Trail of Doom”
“Hazardous ½ Minute”SOLUTIONS
Tell the rest of the Story
Consider 6 Sources of Influence
Apply Sources of Influence
“Hazardous ½ Minute”Motivation Ability
Personal Want To Can Do
Social Peer Pressure Help from Others
Structural Carrots & Sticks Structures, Environments, & Tools
“Hazardous ½ Minute” Discussion
Is there a time where you lacked the ability to see your role in the accountability problem?
Final Comments“The best leaders and parents aren’t lax with accountability, nor do they
let themselves stew in a stupor of self-loathing”
“Step up and handle the promise when someone fails you”
Crucial Accountability What makes a conversation “crucial” vs. typical?
First, opinions vary Second, the stakes are high Third, emotions run strong
Crucial Accountability How do we typically handle crucial conversations:
We can avoid them We can face them and handle them poorly We can face them and handle them well
Crucial Accountability Why don’t crucial conversations tend to go well?
Emotions tend to rule Your body physically reacts We are under pressure We are stumped We act in self defeating ways
Crucial Accountability “Common” Crucial Conversations
Ending a relationship Asking a friend to repay a loan Giving the boss feedback about her behavior Critiquing a colleague’s work Talking to a team member who isn’t keeping commitments Talking to a colleague who is hoarding information or resources
Crucial Accountability Why it is important to master crucial conversation skills:
Kick Start Your Career Improve Your Organization Improve Your Relationships Revitalize Your Community Improve Your Personal Health
Crucial Accountability
There are 8 Principles and Skills
See your chart in the handouts
Review the Law of Crucial Conversations graphic
Get Unstuck Spot the conversations that are keeping you stuck
Hold the right crucial conversation with CPR
Get UnstuckPartner Discussion: What conversations am I not holding or not holding well?
Share an example of a conversation which is long overdue.
Am I holding the right crucial conversations?
Start with HeartActivity: Watch Video Clip, “The Apology”https://www.vitalsmarts.com/skillsvideo.aspx
What do I really want? Am I behaving in ways that move me toward what I want? Am I making Sucker’s Choices?
Learn to Look Look for when a conversation becomes crucialLook for silence and violenceLearn to look for your own Style Under Stress Activity: Watch video clips/ labelhttps://www.vitalsmarts.com/skillsvideo.aspx
Learn to Look Am I noticing signs that safety is at risk?
Am I moving to my Style Under Pressure?Activity: Take a few minutes to complete the survey independently.
- The survey can be submitted/scored on the VitalSmarts website.
Make It Safe Have I established Mutual Purpose? Have I maintained respect?
Activity: Watch video clip. Share an example of how we can “make it safe” for our staff members.
https://www.vitalsmarts.com/skillsvideo.aspx
Master My Stories Separate facts from stories
Watch for three clever stories Victim, Villain and Helpless
Tell the rest of the story
Master My Stories Am I pretending not to notice my role in the problem? Why would a reasonable, rational, and decent person do this? What should I do right now to move toward what I really want?Activity: Watch video clip, how could this same example be applied
to a school setting?https://www.vitalsmarts.com/skillsvideo.aspx
STATE My Path STATE:
Share your facts Tell your story Ask for others’ paths (what) Talk tentatively Encourage testing (how)
“Hazardous ½ Minute” Discussion
Is there a time where you lacked the ability to see your role in the accountability problem?