Using the Map of Actors activity as a spring board, this series of virtual education events is designed to help hospital teams identify and utilize resources in their community that will facilitate seamless care transitions and readmission reduction.


Part I: Developing a Map of Actors

Who are the individuals and organizations that can contribute meaningfully to local efforts to reduce readmissions? What are their collective assets? What power do they have together? What power do they need? This lesson introduces actor analyses, asset based community development and power mapping to identify and recruit strategic leaders, patients and caregivers. The mapping approach enables us to leverage our limited resources by building an intentional relational strategy to engage those who, together, can align assets and exercise influence.

Objectives

  1. Explain why and how we map actors and assets to build power within a community
  2. Construct a map of actors & assets – and their values, interests and resources
  3. Analyze power and relationships between actors within community context.
  4. Identify the characteristics and/or assets of leaders we really need from within local communities

Part II: Developing a Motivating Vision and Calling Stakeholders to Action

This lesson challenges the participant to “see the whole” by using root cause analysis to better understand the real problem, and develop a vision to address it. What is the intolerable condition that you want to end or avoid? What is at stake? What does achieving success look like? We will then move to call others to join us in action by establishing the connection between self, us and now; learn why public narrative is an essential leadership skill and apply it in practice; and learn to elicit narratives in all that we do in order to sustain stakeholder’s motivation over time.

Objectives:

  1. Develop a motivating vision: connect the “aims” of our tasks to why it matters.
  2. Explain why narrative matters.
  3. Adapt our narrative skills to elicit values in action and sustain motivations.

 


Part III: Building the Dream Team: Establishing the Conditions for Effective Multi-Stakeholder Coalitions

A real team with the right people + a compelling purpose + enabling structures = an effective team. In this lesson we will assess team structure and consider the conditions that enable the team to function effectively. Consider why a shared purpose, shared roles, and shared norms are critical to success and how to establish these conditions on leadership teams and coalitions.

Objectives

  1. Explain why structure matters within a team or coalition.
  2. Discuss the importance of developing a real team with the right people, a shared purpose, and enabling team structures.
  3. Diagnose the challenges our teams and coalitions are facing.
  4. Establish the conditions to enable our teams and coalitions to function effectively.

Part IV: Building Interdependent Leadership Structures/Distributive Community Leadership

How do we go from working in silos to effective coalitions and leadership teams? Our work relies on the formation of strong multi-stakeholder structures that sustain our work over time. In this module we discuss the value of building interdependent leadership structures within our efforts. We discuss how these structures enable collective decision-making.

Objectives

  1. Identify why an interdependent mindset can lead to creative solutions
  2. Diagram leadership structures as they are – and as they could be
  3. Discuss roles/responsibilities of stakeholders and teams with these structures
  4. Implement a process for collective decision making
  5. Delegate effectively to distribute leadership -= hold others accountable to their commitments
  6. Facilitate interdependent meetings to distribute leadership