IGNITE Leadership Academy Action Learning Project 2016-17 | Page 10

Robert Dorcy
Director of Rehabilitation
Wartburg
Knowledge Network
1
How would you describe your Action Learning Project and the difference you hope it will make to advance
your organization’s mission (or the field) and benefit the individuals you serve?
Sub-acute care at Wartburg has expanded from 17 percent of total census to 38 percent in recent years. Much of our growth has been driven
by the need for exceptional service in caring for individuals suffering with repeated exacerbations of chronic conditions such as heart failure
and COPD, or chronic co-morbid diagnoses such as type II diabetes mellitus. Patients need to be knowledgeable and competent at managing
their health conditions for a safe and sustainable discharge to the community. The intended outcome of the “Knowledge Network,” specifically
to empower patients to succeed by providing the information and tools they need, has been my ongoing aspiration as a physical therapist and
Director of Rehabilitation. Using a contemporary and cost-effective means of providing customized, readily available patient education will elevate
our sub-acute program and further distinguish Wartburg as a leader in providing exceptional service for seniors. Our patients will be empowered
by improved health condition-specific knowledge, leading to more sustainable outcomes and quality of life upon leaving our facility. We are
fortunate to have many flat screen televisions distributed throughout our facility. Our telecom provider contract reserves a dedicated channel
that can be used to provide customized programming which we plan to utilize to inform, educate and entertain our patients during their stay at
Wartburg. Content development and roll-out will require engagement of all clinical disciplines, administration and information technology staff.
2
How have the relationships you’ve developed as part of your project (with mentors, partners, stakeholders,
etc.) influenced this direction and you as a leader?
Planning the “Knowledge Network” has given me the opportunity to meet with personal mentors, our Administrator, interdisciplinary care
team members and our Chief Information Officer. Consensus was quickly achieved regarding the inherent value of enhancing our educational
programming. I anticipate challenges inherent to development of a core team as we move toward implementation. I look forward to the
leadership lessons along the way as we learn the formatting requirements and utilization options of the dedicated television channel, establish
and then develop an agreed-upon curriculum, and create content in the required format. As I continue to consult and collaborate with individuals
of several different professional roles and at various levels in our organizational structure, active listening skills and perseverance will be of
paramount importance. I’ve learned the value of remaining flexible and open to change as I assess and adapt to each individual’s motivational
drivers and inhibitors while consistently advocating for the inherent value and benefits of creating accessible, contemporary patient education.
Competing agendas of various project partners will likely demand on-going negotiation to assure continued interest and willingness to help
move the project forward. Bringing the project to fruition will challenge me to further build upon established relationships in order to effectively
collaborate, persuade, motivate and coordinate with all stakeholders.
3
What have been important turning points for you, in your own learning, as you’ve engaged with the action
learning process (you might consider a surprise, insight, setback, or challenge)?
In my role as a rehabilitation director, every outcome is vital and every minute managed. Subtly, emergent intensity had become my typical
mode of operation. I perceived patience as a luxury for which I had little time. Predictably, this level of intensity made collaboration a challenge!
I’ve learned that at times, the harder I push the less I achieve; patience is a valuable tool. I’ve learned to better appreciate the needs of others
(and even myself) to approach challenges from varying levels of engagement and intensity. However, sometimes action is very much needed,
challenging the leader’s ability to persuade and motivate others to actively engage. I’ve learned the value and necessity of gradually building
movemen