Journal of Medicines Optimisation - Mar 2022

Journal of Medicines Optimisation • Volume 8 • Issue 1 • March 2022 35 approximately 6 months to complete. In Phase 1, the objectives are to • Establish baseline using the Specialist Pharmacy Services (SPS) H&J national audits (2019) as the basis for the initial desktop review and mapping of services. This step will involve developing a toolkit to capture the relevant information. • Assess baseline against the national standards of Medicines Optimisation standards for secure environments for all sites within the region. • Make recommendations accordingly to improve quality and consistency of service provision and to reduce variations. Collaborative Working The collaboration between NHS SCW and the External Organisation has been an exciting yet challenging opportunity for me to practice the skills and knowledge acquired through this Programme. My key aims for collaborative working are to ensure I can, within my capacity as the Project Lead; • Maintain effective collaboration, which lends to effective communication and setting clear boundaries with the external organisation. • Establish team building, development and support as we are a relatively small team and most of us are new to H&J. • Exhibit effective leadership as I am leading team members from the External Organisation who are more experienced and have Subject Matter Expertise (SME) in H&J. The following sets out some key examples of the challenges I faced, and theCLIP® tools I used toovercome or resolve them, and their respective outcomes. Scenario: The Project Delivery Team has regular weekly meeting to discuss operational matters. Challenges: My challenge is to navigate through negative behaviours and challenges from some of the team members, and at the same time to lead productive meetings so the project can move forward. CLIP® tool used: The behavioural/communication styles model Using the behavioural/communication style model, I examined and reflected on the different personality types and adapted my communication style to suit their preferred style. Through observation, I noticed there are ‘Driver’, ‘Amiable’ and ‘Analytical’ styles within the team. For example, when speaking with the ‘Amiable’ person, I focus on using words that resonate with feelings, and provide reassurance and affirmations on tasks delivered. I built trust with this person by being open with them about my own weaknesses and strengths and to take time to know them personally. When speaking with the ‘Driver’ person, I focus on the task and goals and make sure I am concise and get to the point quickly. When speaking with the ‘analytical’ person, I propose logical solutions to their problems and make sure I am always prepared and equipped with answers to their questions. I also provided documentations to help direct their decision-making process and always allow sufficient time for them to make their decision. Outcomes: Relationships between members of the working group has improved gradually. I have led productive meetings and we have been able to produce great work together and achieved project milestones. Nonetheless more work is required to ensure communication is open, honest, and respectful. A team building day has been planned to facilitate this. Example 1: Communication

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