Application of polarity thinking to Improve well-being and integration for two hospitals within an Academic Medical Health System
Joy W. Goldman RN, MS PCC: CEO SixSEED Partners
Background
SixSEED Partners was invited to help build capacity in patient care and nursing leaders for improving well-being and supporting the integration of two separate hospital entities within one health system. We had spent the prior year working with these leaders on strengthening team bonds across functions and service lines, and building capacity for shifting from problem-oriented, reactive thinking to purpose-driven, creative thinking and execution. The nurse executive’s vision was to create a culture of “we” instead of us/them and to decentralize decision-making and empower leaders to lead with less deference to the nurse executive.
The Strategy
SixSEED Partners designed an initial two-day workshop that involved walking the leaders through two polarity maps: the first- honoring the nurse executive’s wish to focus on the leaders’ wellbeing, was leveraging care for self and care for others. This map introduced the leaders to the interdependency between those poles and their personal and cultural bias toward care for others, often to the neglect of care for self. The “Me/ Not Me” – value/ fears were somatically felt as each leader stood in the quadrant representing the upsides of care for self and care for others, and the downsides of each. We also facilitated walking the maps of the individual hospital entities, creating a map for the integrated organization.
The Solution
Vinay Kumar and Joy Goldman led the thirty leaders through exercises that inspired honest and vulnerable sharing which paved the way for team support in increasing actions around care for self, and early warning signs for when the leaders were at risk of burnout and exhaustion. Some of their takeaways for that first day included: “It’s OK to care for self.” “I’m not alone.” “We’re not perfect and that’s a good thing!”
The second day was all about integration and the smaller hospital entity leaders who had lost, or was losing two of its senior nursing leaders, was able to courageously discuss what cultural traditions were important to move forward, and their fears of being engulfed by the larger entity and losing their identity. At the end of day two, the leaders had formed a complete polarity map representing the best of both organizations that was important to bring forward AND outcomes that needed to occur to best meet the emerging future.
The Impact
At the conclusion of the two days, the leaders created a complete polarity map focused on their integrated one system. They had action steps to leverage retaining the best of current culture while preparing to best meet the future. They also identified early warning signs to alert them when they were overdoing either pole: too much tradition and too much change.
There were several new leaders in the group who offered these comments:
- “I appreciate bringing SixSEED in to facilitate this as many organizations don’t do this and it shows that it’s important
- “I’m impressed with the support and sense of “we” here that often does not exist in other nursing and patient care service leaders/ divisions.” (systems)
If you’d like to learn more about bringing this work to your organization, contact us at SixSEED Partners.
