Final Deliverables
The final deliverables aredesigned to help you effectively assess & reflect on your own coaching experience and plan your ongoing development. It provides you with the opportunity to assess the lead improvement group’s development and independence with regard to building improvement capability & transition planning.
There are 4 sections to complete and upload to the Final Deliverables section of the MCA website.
Coach name:
Microsystem name:
Section 1 - Reflection
This section is designed for you to reflect on the progress you have made and the things you have learnt and experienced during the course.
On the scale below rate where you thought you were in relation to team coaching at the start of the MCA series & where you think you are now. Give comments and reasons for your assessment:
0510
Best part of this coaching experience
Most challenging aspect of this coaching experience
How I will use my experience from The MCA in my professional work
Lessons learned
Section 2- Coach Meeting Skills
This section is designed for you to assess and analyse your own coaching development & group meeting skills.
Place a mark in the section that best reflects the statement about your own coaching.
Behaviour / Often / Occasionally / NeverI am able to reframe comments in a way that helps move the discussion forward
I know when to intervene to keep the group on track
I know when to intervene to focus the team on a specific point
I use encouragement to help the team move forward
I use praise appropriately
I use feedback at the appropriate times
I know when to ‘sit on my hands’
I can use scaling to help move the conversation forward
I can use the ‘miracle question’ in the appropriate situation
I am able to ‘highlight resources’ & respond effectively
I am able to move the conversation to action by asking how rather than why
I encourage the team to be experimental and test small scale
I attempt to bring the group back to the agenda when joking, personal stories or irrelevant talk goes on too long.
I suggest other resources or people who may be able to help
I encourage all members to participate and try to unobtrusively involve quieter members.
I observe the group and appropriately frame the situation when there is disruptive or dominant behaviour
I refer to ground rules when required to keep the group on track
I effectively use a car park to keep the group on track
I test to see if everyone agrees with or understands the issues being discussed or the decision being made
I summarise the progress the team has made
I encourage other members to participate and try to unobtrusively involve quiet members of the group
I try to find areas of agreement in conflicting points of view .
I use appropriate humour to reduce tension in the group
I listen attentively to others ideas and comments
Section 3- Group Improvement Knowledge & Skills
This section is designed for you to assess your lead improvement group’s knowledge of improvement skills and the current level of reliance on the coach role within the meetings.Place a mark in the section that best reflects the statement about your lead improvement group.
Depending on your lead improvement group’s development you may choose to complete this section yourself or discuss with your team or team leader.
Behaviour / Independently / Only with coach / NeverA patient is involved in the meetings
Meetings are weekly or bi-weekly
Effective meeting skills are used in the meetings
(Meeting roles, Timed agendas, Ground rules, Car park)
Members of the lead improvement group regularly attend the meetings
The group is able to refer to each of the 5P’s during improvement discussions
The group is able to relate to the improvement ramp as a guide in structuring their improvement work
The group is able to relate to other improvement science (e.g. 5S)
The group are able to select themes for improvement
The group are able to set global & specific aims
The group are able to process map
The group are able to undertake a cause & effect analysis (fishbone diagram)
The group are able to develop change ideas
The group can plan and run PDSA cycles (including setting a measurement plan)
The group are able to collect data & use the appropriate method to display/analyse it e.g. run charts
The group can plan and run SDSA cycles
The group can develop playbooks / SOP’s
The group uses data displays/wall charts
The group can access data bases and information sources
The group has a strategy for communicating the improvement work (e.g. newsletters, monthly staff meetings, regular emails etc.)
The group is able to relate department & organisational strategies to the improvement work
The group has a process for bringing in new members to the lead improvement group
The group has strategies for managing up
Section 4 – Coaching Development Plan
This section is designed to help you plan how you will continue your own coaching development & relate this to building the team’s improvement capability in order to prepare for transition. Generate themes based on your responses to the previous sections. For each theme, document why it is important to work on this and the steps you will take to achieve this.Use the template below or create your own action plan.
Tips-
- Reflect on real situations, what went well, what could be improved?
- Take small steps like planning to practice a key coaching skill once a day in real situations.
- Identify what resources are available to you: MCA faculty, reading materials, MCA website, MCA Connect, observation in other microsystem improvement meetings, QI Curriculum sessions etc.
Identified Theme / Why is it important to work on this? / Actions / How Often
e.g. reframing / I find it difficult to react quickly in the meetings to reframe what is being said / I will use everyday interactions to practice reframing reflecting on what was said & the effect it had / At least once a day