Lecture Notes: Pharmaceutical Care & Communication Skills 2024 PDF

Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Pharmaceutical care and Communication Corner stones: In addition to the Accountable Behaviour. How to Develop your self DV Equati...

Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Pharmaceutical care and Communication Corner stones: In addition to the Accountable Behaviour. How to Develop your self DV Equation & DK Curves + Building Capacity Tables How to think Six thinking hats How to lead your time and Priorities Priority Grid/ Goal setting/Gantt charts/Pomodoro/wellness Understand real-life leadership Five level of leadership Contents Learning Curve, the DK Effect.............................................................................................................................. 2 Equation for Professional development.............................................................................................................. 3 The Six Thinking Hats............................................................................................................................................ 8 Time and Priority Management......................................................................................................................... 10 1)Objective, Goal Settings.............................................................................................................................. 14 Method A) SMARTi & SMRTiER.................................................................................................................. 14 Method B) OATS......................................................................................................................................... 14 Method C( W Family & H........................................................................................................................... 14 2)Balance Model for good wellness............................................................................................................... 14 3)Scheduling – Pomodoro & Gantt................................................................................................................ 17 4)Cause of Procrastination............................................................................................................................. 19 The 5 level of Leadership by Maxwell................................................................................................................ 20 1  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Learning Curve, the DK Effect David Dunning and Justin Kruger research was interpreted to DK effect (5 stages) a cognitive bias in which people of low ability have illusory superiority and mistakenly assess their cognitive ability (Skills , Knowledge) as greater than it is. Ref: Kruger, Justin; Dunning, David (1999). "Unskilled and Unaware of It: How Difficulties in Recognizing One's Own Incompetence Lead to Inflated Self-Assessments". Journal of Personality and Social Psychology. 77(6): 1121-1134. doi:10.1037/0022-3514.77.6.1121 What is Professional Development ? Why is it described as Tantalization? 2  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Equation for Professional development Professional Development = (CXC)R (Competence X Commitment)(Behaviour + Attitude) Competence = Knowledge + Skills Knowledge = Knowing + Understanding, formal education. Skills = Doing it + Practicing it, experience. Commitment = Motivation + Confidence Motivation = Enthusiasm (Internal + external) + Moral Satisfaction. Confidence = Self-awareness + Believes + self-assurance. 3 Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills 4  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Full list Pharmacy Management & Leadership – Modules in Hashemite University Management & Management & Self-management & Leading Management & Leading Leading Business Leading Economy interaction with others People (Manage others) Operations (Microeconomy) Understanding Self-awareness Coaching & Mentoring Strategic planning concepts Behavioural sciences, Management (Planning, Business plan Psychometric Analysis (Basic, Budgeting Organising & controlling) development advanced) Leadership (Basics, Marketing & Effective Communication skills Financial reports Intermediate, advanced) Advertising Team building and Operation Emotional intelligence Accounting records Motivation management Total Quality Time & Priority Management Delegation Management Goal setting Performance managing Crises Management Pharmaco-economy (Basic, Advanced) Selling Skills (Basic, Advance Information level) Conflict resolution management Selling with Clinical Paper Presentation skills Hiring & appraisals Pharmacy _Clinical Management Medication Management, Therapy Negotiation techniques Virtual team management Management, Medication appropriateness Systems for Medication Errors & Codes, Problem Solving and Stress Feedback essentials Pharmacovigilance, and Side Effect Management Management Decision Making Change Management Health-related Quality of Life & Self Efficacy Creative Thinking, Innovation Adherence-compliance, Belief about Risk Management & Entrepreneurship medications. 5  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Scientific Learning Process & For the Public and Tips for the Leaders to Develop Stages Reality Subordinates Mountain of Stupidity Phase ( Unconscious Incompetence: Unconscious Incompetence) This is the starting point for most Mountain of Assessment: Identify the specific skills & individuals when encountering a Stupidity: knowledge lack. new skill or topic. In this phase, a -Ignorance is bliss Provide Information: Clearly explain what person lacks the necessary -Overestimated competencies are needed and why they competency or ability, yet they ability are important. tend to overestimate their -Lack of true Set Goals: Help them set achievable goals capabilities. This overconfidence awareness to close these skills – knowledge gaps. arises from a lack of awareness -Confidence without Exposure: Introduce them to the about the complexity of the task at foundation resources (courses, materials, mentors) hand. that can assist in skill acquisition. The Ascent, Despair – Learning Phase The Ascent, Despair (Conscious Incompetence) Conscious Incompetence: - Learning Structured Training: Provide organized As individuals learn and gain more -Start realizing gaps training sessions to build foundational experience, they often transition to -Humbling skills. this phase. Here, they start experience Constructive Feedback: Give timely and recognizing their limitations and -Recognizing constructive feedback to guide become more aware of the gaps in limitations improvement. their knowledge or skills. -Growing self- Practice: Encourage regular practice to Confidence may decrease during awareness enhance competence. this phase as the realization of -Decreasing Motivation: Recognize their progress, their incompetence sets in. confidence boosting their motivation to keep learning. Valley of Despair Phase (The lowest point) The lowest point Psychological Support Individuals grapple with self-doubt Provide Encouragement: Reassure them and uncertainty. It's a period Valley of Despair that this phase is a natural part of the marked by emotional turbulence The transition from learning process, and they're not alone in as the initial excitement gives way the "Mountain of facing these challenges. to the realization of the challenges Stupidity" to the Foster a Supportive Environment: Create ahead. However, navigating this "Starting of Expert a safe space where they feel comfortable valley is an opportunity to build Peak," discussing difficulties and seeking help resilience, pushing through -Emotional difficulty from peers or mentors. difficulties and emerging with a - Frustration & - Celebrate Learning: Emphasize that deeper understanding of the Self-Doubt mistakes and setbacks are opportunities subject matter. This phase often - Navigating for growth, fostering a mindset of serves as a turning point, setting Uncertainty continuous improvement the stage for the transition toward - Building Resilience the "Conscious Competence" Goal Setting and Progress Tracking phase, where focused learning and Goal Breakdown: Help them break long- more grounded confidence await. term goals into smaller, achievable milestones to maintain a sense of progress. 6  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Reinforce Purpose: Remind them of the value and reasons they chose to learn the skill, rekindling their motivation. Enlightenment Nearing the Summit Phase (Conscious Competence) Conscious Competence Advanced Training: Offer more With deliberate practice and specialized training to hone specific skills. Enlightenment continued learning, individuals Encourage Problem-Solving: Ask them to Nearing the Summit gradually move into this phase. tackle real-world challenges that require -Skill development They become more skilled and critical thinking and creativity. Encourage -Knowledge competent, but it requires them to devise solutions independently. development concentrated effort and focused Autonomy and Responsibility: Give them - Effort and practice attention. more autonomy in decision-making and - Focused learning Confidence starts to increase, but problem-solving. This boosts confidence - Confidence with it remains tempered by the and reinforces their conscious humility awareness that there is still more competence. to learn. Regular Review: Schedule regular reviews to ensure skills remain sharp. Identify areas for refinement and additional training as needed. Expert Peak Phase (Unconscious Competence) Mentorship Roles: Encourage them to Unconscious Competence (10,000 mentor colleagues or new team members working hours) in areas where they've achieved This is the mastery phase. 1st level Expert Peak unconscious competence. This reinforces Individuals who reach this level - Confident expertise their knowledge and fosters a culture of have honed their skills to a point - Humble continuous learning. where they can perform the task - Continuous Cross-Training: Introduce opportunities with ease and precision, often learning for them to learn skills from other without conscious effort. - Respect other departments or fields. This diversifies their Confidence is high in this phase experts expertise and keeps them engaged. (80%), but interestingly, it tends to - Identify the need be more grounded and humble for a development Professional Development: Sponsor compared to the unwarranted plan attendance at conferences, workshops, confidence displayed in the - Being speclialised and advanced training. Encourage them to "unconscious incompetence" stay at the forefront of industry trends. phase. Leadership Skills: Foster leadership skills by involving them in decision-making, guiding projects, or leading a team. This deepens their understanding while nurturing leadership potential. 7  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills The Six Thinking Hats See the more detailed figure for the Six thinking hates 8  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills HAT PERSPECTIVE Motto: “The facts, just the facts.” Focus: Facts, objective information, data. White Hat: FACTUAL Questions to explore: What information is currently accessible? What does the data tell us, as it is? What else do we need? How will we obtain any necessary or lacking information? Motto: “We can make it work.” Focus: Benefits, possibilities, improvement, suggestions, advantages. Yellow Hat: OPTIMIST Questions to explore: What are benefits or positive outcomes associated with this decision? What are the advantages of this solution? What’s the best strategy for handling this situation? How do we make it work? Motto: “Yes, but…” Focus: Risks, difficulties, problems, issues, failures, concern, caution. Black Hat: JUDGE Questions to explore: Does this work? How could this possibly fail? How can we make this financially feasible? What should we be concerned about? Where should we proceed with caution? Motto: “My gut tells me…” Focus: Feelings, emotions, hunches, intuition. Red Hat: EMOTION Questions to explore: What does this feel like to me? How are people feeling? What reactions do we need to anticipate? What impression does this give to others? Motto: “What if…? Focus: Creativity, alternatives, new ideas, forward thinking. Green Hat: CREATIVE Questions to explore: What ideas haven’t been tried before? Can we approach this in another way? How can I uniquely tackle this problem? How can we embrace a different viewpoint? Motto: “Analysis and next step actions’’ What are our next steps?” CONDUCTOR & Blue Hat: Focus: Definitions, observations, summaries, conclusions, next steps. Questions to explore: Analysis What have we done so far? Where should we go from here? What results do we want? What is the best pathway of action to take? Remember Do not Assume, ask the Right Question, get the Right Answer, Implement the Right Action 9  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Time and Priority Management Goal Settings and priorities / Eisenhower priority Matrix Urgency Urgent Not urgent Important Not Important 10  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills 11  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills 12  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills 13  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills 1)Objective, Goal Settings Method A) SMARTi & SMRTiER Should be SMARTi and even SMARTiER Specific / Measurable / Actionable – Achievable – Agreed* Realistic, Relevant / Time bond – Tangible / Incremental* /Ethical Approval/Recordable *Effort impact grid High Quick wins Major projects Impact Low Fill in Thankless Low High Effort Method B) OATS Outcomes: By … I want to … I will have …. Activities: To do list & Priorities A= Must B= should C= can. D= Nice to do. Time frame Scheduled stepwise Method C( W Family & H What, why, when, who, where and how. In addition to evaluation of available options by using: which + specification (which is less cost, which is more better) 2)Balance Model for good wellness 14  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills # Occupational - Engaging in rewarding activities - Making good use of time - Having satisfying work - Being a volunteer - Being creative # Emotional - Being self-aware - Having a positive outlook - Managing feelings well - Accepting yourself - Having good coping skills # Spiritual - Finding meaning in life - Experiencing connection with God - Appreciating life, joy, and beauty - Practicing your faith - Celebrating cultural identity # Intellectual - Being a lifelong learner - Being curious - Sharing knowledge & experiences - Mastering new skills - Expanding knowledge # Physical - Being active - Eating well - Getting enough sleep - Being safe and secure - Do Sports # Social - Being connected with your society - Caring for and about others - Giving and receiving support - Having intimate and meaningful relationships - Being an active member of the community 15 Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills 16  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills 3)Scheduling – Pomodoro & Gantt 17  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills antt chart shoul basically provi e mana ers with the followin easily un erstoo summary. tart an en points as well as the interme iate steps or tasks.. Work sche ule for specific time perio s.. ow much of the work was complete.. The tasks owners or performers. all the tasks have been set out clearly on a time scale clearly in icate how the start of one task is epen ent upon the completion of one or more other tasks. shows more etails as step owner an financial relate etails an resources etc 18  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills Antidotes 4)Cause of Admit you're procrastinating—and get the job done. Procrastination Delegate the task—it may not be unpleasant to someone else. Unpleasant or Do the hardest tasks when your power and energy are at their highest. uninteresting task, Schedule the task in a way that makes turning back impossible. Get on with the job: Activity can help dispel non positive feelings. Know yourself, recharge your motivation battery; Reward Yourself: - Red Energy is motivated by Achievements and results. - Blue energy is motivated by correct work and structure. Loss of Motivation -Yellow energy is motivated by creativity and social recognition. -Green energy is motivated by attention and welling to help. Get on with the job: Activity can help enhancing motivation. If you lack the training or resources needed to complete an assignment, say so—and get the help you need. If your fear stems from lack of self-confidence, defuse it by being proactive and planning all the things you'll have Fear of failure; seeking to do to complete the job. for Perfectionism Get on with the job: Activity can help dispel fear. Just jump in and start working. You'll likely find a productive way forward. Break the job into component parts Pomodoro tactic and time framing, then specify tasks needed to complete Unclear starting point, each part. Complex project Sequence Taks—then tackle the first task. Get on with the job: Activity can help clarifying your pathway. Remind yourself with your gaols and priorities. Close everything ’ need to do your task. (webpages, Mobile, TV) Pomodoro cycles Being busy with other Remove any source of distraction on your working area. issues! Get on with the job: Activity creates a positive cascade of your work to be done. 19  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills The 5 level of Leadership by Maxwell Level 1 — Position The lowest level of leadership—the entry level. After all, anyone can be appointed to a position! While nothing is wrong with having a leadership position, everything is wrong with relying only on that position to get people to follow. Hint: People who remain on the position level may find it difficult to work with volunteers. Why? Because ’ to follow anyone. They truly only follow if they want to. Furthermore, difficult to impact on non-job-related issues. 20  Dr Mohanad Odeh: lecture notes – Pharmaceutical care and Communication skills But the news is not all bad about this level. It is a prime place for you to begin investing in your growth and potential as a leader. Level 2 — Permission Level 2 is based on relationship. At this level, people choose to follow because they want to. In other words, they give the leader Permission to lead them. Level 2 is where solid, lasting relationships are built that create the foundation for the next level. Level 3 — Production The best leaders know how to motivate their people to GTD – get things done! And getting things done is what Level 3 is all about. On this level, leaders who produce results build their influence and credibility. People still follow because they want to, but they do it because of more than the relationship. People follow Level 3 leaders because of the record of accomplishment. Level 3 leadership still need to do the things that make Level 2 happen. They just add Level 3 strategies to the mix. And as they become effective at Level 3, they are ready to layer on the goals of the next levels. Level 4 — People Development Level 4 can be summed up in one word: Reproduction. Your goal at this level is to identify and develop as many leaders as you can by investing in them and helping them grow. The more you raise up new leaders, the more you will change the lives of all members of the organisation. ’ And as an added bonus, some of those mentoring relationships are likely to last a lifetime. Level 5 — Pinnacle The highest level of leadership is also the most challenging to attain. It requires longevity as well as Y ’ 5 r life into the lives of others. But if you stick with it, if you continually focus on both growing yourself at every level, and developing leaders who are willing and able to develop other leaders, you may find yourself at the Pinnacle. Level 5 leaders often transcend their position, their organization, and sometimes their industry. 21