Authors (including presenting author) :
Li, Chi Shing BSc, MBA & MPH
Affiliation :
KCC/QEH Back office
Introduction :
Transactional leadership (TcL) and transformation leadership (TfL) play a critical role in all organizations, in regardless its sizes and shapes, both leadership styles strive to develop and motive staff in different ways and subsequently inspire different outcome. However, TfL outweigh TcL when confronting the rapid changing of digital era and the concept of sustainability which advocated by the United Nation. This observational study reported the dramatic changes that inspire by a new team member, who join the team less than 6 weeks and able to persuade us the importance of sustaining an environmentally-friendly practice and identify the gap of work flow that ultimately make improvements to increase the daily work
Objectives :
In the past, members was tends to waste lots of paper for monthly meeting and this practices remains unchanged for years. Despite members managed to print 4 pages on a two-sided paper, and sadly on average more than a pack of A4 paper was used. In addition, members have to copy entire information of an individual patient from the CMS on to a piece of paper before reentering it into a new system. It is estimated more than 18 packs of papers and precious productive hours will be wasted within one year. Over the last decade, the Hospital Authority (HA) has significantly digitized its process, and introducing the smart hospital model, regretfully the existence practice defy the aim of this smart model. Changes seems the only way out, yet the concept of no news is good news has deep-seated and subsequently one unwilling to adapt the change very easily.
Methodology :
This is an observational self-case reporting that recorded all the steps and procedures about the changing process from ground zero. It is known TfL process 4 unique aspects (4I): influence, inspiration, individual consideration and intellectual stimulation. This study aim to identify whether “4I”s has been fully applied throughout the changing process. All the new comers who join the team could not help but ask "WHY": why wasting lot of papers for the meeting as information was available in the CMS, why wasting time on copying information from CMS on a piece of paper before re-enterying it to other system. The 5Ws is one of the critical factors that push people re-evaluate and reflect whether the current practice align with the smart hospital model. It seems reasoning with team members patiently and wholeheartedly would be the best way to establish rapport. Some studies argued that gender, professional distance, charisma and self-confidence could serve as catalyst to break the ice easily and effectively. Thinking out of the box and searching for all possible alternatives for the intermediate stage could secure the success of the change. Lastly, clear communication skill among stakeholders and strategically roll out the project stepwisely became the vital step to success.
Result & Outcome :
The changes take place soon after a new member joined the team and team members ultimately realized the new practice not only well-match the goal of a smart hospital model but to improve the efficiency of the daily data entry process. All the stakeholders were well-informed, in particular the COSs, about the aim and objective regarding paperless concept for the monthly meeting. As a contingent measures, barcode of patient was available in case someone wanted to discuss further during the meeting, one click on the barcode scanner could easily retrieve the information from the CMS and projected it on the screen. Having trial run this in two stages: 1) a summary sheet was available for each patient (week 2); 2) no more summary sheet (week 6). It is confirmed that one can make changes easily, as change starts with good observation along with a simple “Why”. It is fairly to conclude the one equipped with TfL mind set and nudging skill can initial changes. Lastly, while TfL constructs team spirts and team spirts also constructs and nourish the growth of TfL as well, subsequently a win-win solution is formed
