Connie:
We let the team determine the major areas that we should
talk about. First we wrote down everything that we could think of that we thought
we could improve. Then we asked ourselves, “What can we take off from this list
that will really create change?"
The team landed on family team meetings and family
interactions – really looking at that process and coming up with a common
understanding among all the professionals involved, and strategies to improve
the process.
We purposefully mixed up the discussion groups for the
maximum diversity of roles, experience, and background, and then went to
work. One really impressive observation
I had was about the discussions themselves. We had identified champions of the
collaborative process early on, and they had been a part of the monthly
planning sessions leading up to the mini-summits, with the understanding that
they would act as facilitators. But it ended up we didn’t even need the
facilitators to guide discussions back on track!
