Planning process leadership team

The Safety Design and Implementation Team is chartered by the Medical Center to plan, develop, implement, and supervise the installation and initiation of our Leading with Safety culture improvement process under the direction and oversight of the Safety Senior Leadership Team. The results of the team s work will be reported to the Medical Center s senior leadership and to the risk management committee of the board of directors/trustees. 

The organization may have an established planning process that allows the leadership team to organize, budget, and account for all activities that are considered of value. Projects that are not considered... 

When attempting to implement a behavioral-based system (BBS) process without serious discussions with the leadership team about developing a solid action plan, trying to change behavior can seriously harm the safety system. Attempting to change or modify an individual s behavior is complex. On the surface, there is an appearance of manipulation, if employees are not involved in the planning process. When an employee has performed a task over time, both routinely and nonroutinely and has been... 

Creating a team charter and identifying the key personnel who will champion (mentor) the project ensures that the problem statement is clearly defined, problem/defect definitions are developed and that a written charter and deliverables for the project are established (The Process Improvement Notebook,TQLO Publication No. 97-01, n.d.). Team charters include the business case analysis such as problem and goal statements (injury and/or damage reduction), project scope,bench-marks/milestones, and the roles and responsibilities of the team. One key element in the team charter is a plan for communicating information to leadership team on the status of each stage of the project (Waddick, n.d.). 

Mosel and Shamp (1993) and Levin (1992) classify process variables into two core dimensions (1) task or project dimension, which consists of processes that are directly related to solving the assigned problem, such as use of QI tools, efficient planning of meetings, and solution generation and implementation, and (2) relationship or socioemotional dimension, which deals with the dynamics and relationships among team members, such as communication and harmony. Since team leadership impacts both task and relationship issues, we consider it separately as a third dimension of process variables. We discuss these three dimensions of process variables next. 

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