Compassion in the Workplace: A Case Study...If you want others to be happy, practice compassion. If...
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Compassion in the Workplace: A Case Study Presented by Huma Shah, DrPH Assistant Professor, Center for Leadership and Health Systems, LLU School of Public Health; Director of Research, Loma Linda University Behavioral Medicine Center 1
Transcript of Compassion in the Workplace: A Case Study...If you want others to be happy, practice compassion. If...
Compassion in the Workplace: A Case StudyPresented by Huma Shah, DrPHAssistant Professor, Center for Leadership and Health Systems, LLU School of Public Health; Director of Research, Loma Linda University Behavioral Medicine Center
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Agenda
» Compassion in the Workplace Background» Radical Loving Care Principles» Case Study» Challenges and Opportunities» Questions
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If you want others to be happy, practice compassion. If you want to be happy, practice compassion.- Dalai Lama
Put on then, as God’s chosen ones, holy and beloved, compassionate hearts, kindness, humility, meekness, and
patience. - Colossians 3:12
Compassion Becoming Increasingly Popular Among Businesses and Leadership Gurus
Karen May (VP of Talent, Google)
Jeff Weiner, (CEO, LinkedIn)
Karen Armstrong(Ted Talk Prize Recipient for Charter for Compassion)
Fred Lee (Health Care Executive and Author of: If Disney Ran Your Hospital: 9 ½ Things You Would Do Differently)
Erie Chapman (President and CEO, Baptist Healing Trust; Author, Radical Loving Care)
Daniel Pink, Writer and Author, A Whole New Mind
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https://hbr.org/2013/09/the-rise-of-compassionate-management-finally/ eBay founder Pierre Omidyar, Bill Ford (yes, that Bill Ford), Karen May (VP of Talent at Google), and Linked In CEO Jeff Weiner top the bill. At TED, Karen Armstrong’s talk about reviving the Golden Rule won the TED prize in 2009 and has given rise to a Charter for Compassion signed by nearly 100,000 people. While the importance of compassion at work has long been touted by scholars like Peter Senge, Fred Kofman, Jane Dutton and others as a foundational precept of good management, managers of the traditional, critical, efficiency-at-all-costs stripe have scoffed. Harvard Business Review, Huffington Post, Ford are talking about Compassion is good business.
Why Compassionate Workplaces?
Increased Stress
• High turnover• Reduced
productivity• Increased
absenteeism
Burn-out• Absenteeism• Depression• Turnover
Decreased Job Control
• Dissatisfaction• Decreased well
being
Compassion Fatigue
• Burnout• Stress
Workplace
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Managers often mistakenly think that putting pressure on employees will increase performance. What it does increase is stress—and research has shown that high levels of stress carry a number of costs to employers and employees alike. Stress brings high health care and turnover costs. In a study of employees from various organizations, health care expenditures for employees with high levels of stress were 46 percent greater than at similar organizations without high levels of stress. In particular, workplace stress has been linked to coronary heart disease in retrospective (observing past patterns) and prospective (predicting future patterns) studies. Then there’s the impact on turnover: 52 percent of employees report that workplace stress has led them to look for a new job, decline a promotion, or leave a job. http://greatergood.berkeley.edu/article/item/why_compassion_in_business_makes_sense espite this research, managers may shy away from compassion for fear of appearing weak. Yet history is filed with leaders who were highly compassionate and very powerful—Mother Teresa, Martin Luther King, and Desmond Tutu, to name a few. They were such strong and inspiring leaders that people would drop everything to follow them. Wouldn’t any manager wish for that kind of loyalty and commitment? Support for this view comes from research by Jonathan Haidt at New York University. His research shows that seeing someone help another person creates a heightened state of well-being that he calls “elevation.” Not only do we feel elevation when we watch a compassionate act, but we are then more likely to act with compassion ourselves. When Haidt and his colleagues applied his research to a business setting, he found that when leaders were fair and self-sacrificing, their employees would experience elevation. As a consequence, they felt more loyal and committed and were more likely to act in a helpful and friendly way with other employees for no particular reason. In other words, if a manager is service-oriented and ethical, he is more likely to make his employees follow suit and to increase their commitment to him or her.
Organizational Culture/Climate»Culture
~ The shared assumptions and beliefs held by members of an organization which are created and led by the leader of the organization (Schein, 1985)
~ Impact of processes and outcomes through individuals
»Climate~ the shared perceptions of the meaning attached to policies,
practices, and procedures employees experience and the behaviors they observe getting rewarded and that are supported and expected (Schneider, Ehrart, and Macey, 2012, p. 362)
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Emerged in the early 20th century; significant scholarly contributions evolved in 1980s (Schein, 1996) Organizational culture involves both micro and macro levels of study and is rooted in the social and behavioral sciences Difficult to define Primarily mix methods (quantitative/qualitative)
Compassion in the Workplace» Compassion has been studied in the workplace and is often related to:~ Increases in Employee
Satisfaction (Meyer, R.M. et al., 2015; Harr, 2013; McClelland, 2013)
~ Increases in Patient Satisfaction (HCAHPS) (McClelland, 2014)
~ Decreases in stress and burnout (Tabaj,2015)
Case Study: Creating a Culture of Radical Loving Care
Wholeness Initiative
Wholeness Committee formed in 2007
Goal: To foster a culture that facilitates and provides for an exceptional patient, family, employee, student and physician experience.
Critical Success Factors: Develop and implement a plan to establish BMC’s unique culture supported by Radical Loving Care concepts and the Institutional Values (i.e., TWICE)
Outcome Measures: • Gallup Survey • Patient Satisfaction• RLC questionnaire
Projected Impact
Increase employee and patient satisfaction and engagement
Increase Awareness and Recognition of Teamwork, Wholeness, Integrity, Compassion, and Excellence
Increase Awareness of Radical Loving Care and Servant Leadership
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Radical Loving Care»Creating a healing hospital through servant leadership principles~ Distinction between customer service and loving service~ Involves skill, competency and effective stewardship of
resources (story telling)~ Balancing loving care with traditional clinical care~ Employees treated as whole persons~ Organizational commitment (leadership, resources, staff
involvement, mission and values)~ Education, piloting, data collection, feedback loop
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- Author- President and CEO of Riverside Methodist Hospital 40 years of health care experience joined in 1975 - Changing language (house vs home) - Kindness and skill from every care giver including the leader Healing hospitals associated with high patient satisfaction scores, increased employee morale, low turnover Create Care Partners and Care Circle to Promote a Servants heart (meet as a group monthly with a facilitator, p149)
Radical Loving Care Hospitals: Creating a Healing Hospital
» Baptist Hospital, Tennessee
» Ohio Health System and Cleveland Clinic, Ohio
» Saint Charles, Oregon
» Parish Medical Center, Florida
» St. Joseph’s Health System, Georgia
» Loma Linda University Behavioral Medicine Center, California
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- Author- President and CEO of Riverside Methodist Hospital 40 years of health care experience joined in 1975 - Changing language (house vs home) - Kindness and skill from every care giver including the leader - Healing hospitals associated with high patient satisfaction scores, increased employee morale, low turnover
Loma Linda University Behavioral Medicine Center Fostering A Culture of RLC
» 89-bed Psychiatric Hospital proving Inpatient and Partial and Intensive Outpatient Program~ Need for RLC: Staff at risk for Compassion Fatigue and Burnout by the
Nature of Profession (Social Work and Therapy)
» Faith based and mission focused» Organizational Commitment (Behavioral Based Interviewing
& Annual Evaluations- 50% Based on Values)» Top Leadership Commitment » Employees
~ Strong spirituality~ Sense of Meaning and Purpose
Wholeness Initiatives»Leadership Rounding»Prayer Calendar»Tea for the Soul»Values Recognition and Toolkit»Prayer and Values Sharing in
Meetings»Grief Baskets»Values In Practice Representatives»Toolkits and Artifacts reinforcing
Values and RLC»Week of Renewal»TGIF Newsletter»Meditation and Relaxation venues»Opinion Board
LLUBMC Employee Profile2011 and 2014
Male 26%
Female67%
Blanks7%
Gender 2014Male 21%
Female70%
Blanks9%
Gender 2011
0%
5%
10%
15%
20%
25%
30%
35%
Less than1 year
1-3 years 4-6 years 7-9 years 10 yearsor more
Blanks
Years Worked at LLUBMC
2011
2014
Descriptive of LLUBMC Employee Profile2011 and 2014
0%10%20%30%40%50%60%70%80%90%
100%
2011 2014
LLUBMC Clinical & Non Clinical Staff
Clinical
Non Clinical
RLC Questionnaire Results
Loving care means equal balance of skill and compassion 4.7 4.6
I practice loving care in my work 4.5 4.5
My colleagues practice loving care regularly in their work 4.1 4.0
My supervisor is a good example of loving care 4.4 4.2
The top leadership are good examples of loving care 4.1 3.8
The culture in this organization is primarily fear-based 2.7 2.9
Loving care is important in our organization 4.5 4.3
The culture of this organizaiton is primarily love based 4.0 3.6
I spend lots of time worried about my job 2.5 2.5
Compassion can sometimes be expressed in few minutes 4.6 4.6
2011 2014
Wholeness Focus Group Themes 2012 and 2014
Opinion boardTraining SessionsTGIF, Rounding, Email/Face to face
Activities
VIPsOpen Door Policy (Leadership)Suggestion Box1:1 Meetings with Manager
Leadership RoundingTea for the Soul
• Transparent Communications• Enhanced Communication with
Feedback loop
• Safe place to express concerns about one’s job
• Increased presence of Administration
• Recognition and Validation Staff initiated projectsValues toolkit ImplementationEmployee recognition
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Implementation Plan- 2014- 2015
SupervisorEngagement
Taskforce
• Quarterly meetings to help train and develop supervisors and leads
Onboarding
• Orientation to include enhanced background on BMC culture and experiential exercises reinforcing RLC principles and Values
Leadership Rounding
• Schedule Top Leadership and Managers and Directors to Round on Floor
• Accompany Chaplain in Tea for the Soul
Develop VIP• VIP appointed Lead to coordinate VIP efforts that will coincide with
Wholeness initiatives
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Challenges and Opportunities
» Time and Resources » Blend Organizational Behavior Principles with Wholeness Initiatives ~ Help to inform structures, policies and processes
that can enhance teamwork, communication, mutual respect for disciplines and departments
» Develop Recognitions in Alignment with Goals and Performance Metrics
Questions???
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