TwowaysredrulePsychologicalsafetyElias HullPorter(Psychologist)Sharing theirmistakesand learningfrom themcreate,reduce,manageFree!HighReliabilityLeadershipAcademyGoal,Reality,Options,WayForwardMorethan250K28strengthsSort, Set,Shine,Standardizeand SustainChooseapproach forengagingpeopleStrengthdeploymentinventory5At RiskBehavior3rd10%Impactnegativeassumptionsbased onprivateinterpretationsproblemsolvingGembaWhathappened?Identity andFeelingsSupervisors,Coordinators,ProgramleadsHRLASharepointKoriGeinert81%LeanLeadershipStylecommitmentto resilienceproactiveapproachto harmpreventionFALSELeads toteamsfeeling moreengaged andmotivatedHumanErrorQualitySafety andValueDepartmentCultureoflearninginvolvementof allstakeholdersSpecific,direct,conciseairlineinterpersonalaskwhyBehaviorask openendedquestionsSBIcommunicationskillsset the toneandacknowledgethat you makemistakesMap thevaluestreamthe placewherevalue iscreatedsafety huddles,visualmanagementsystem, leaderrounding andsafety forumsInsight toadjustyourapproachanalyticalthinkingrules360degreefeedbacksafetyconcerns,roll down,andrecognition90daysNationalCenter forPatientSafetynegativeemotionsCurrentstatezero harmfor patientsandemployeesmotives,conflict,strengths,overdonestrengths4 to5RecklessBehaviorfrontline,management,senior leadershipand executiveleadership voicesKariNelsonand ChrisHayesSDISituationwhat I see,What I'mconcernedabout, what IwantWhatsafetyissuesoccurred?TRUETwowaysredrulePsychologicalsafetyElias HullPorter(Psychologist)Sharing theirmistakesand learningfrom themcreate,reduce,manageFree!HighReliabilityLeadershipAcademyGoal,Reality,Options,WayForwardMorethan250K28strengthsSort, Set,Shine,Standardizeand SustainChooseapproach forengagingpeopleStrengthdeploymentinventory5At RiskBehavior3rd10%Impactnegativeassumptionsbased onprivateinterpretationsproblemsolvingGembaWhathappened?Identity andFeelingsSupervisors,Coordinators,ProgramleadsHRLASharepointKoriGeinert81%LeanLeadershipStylecommitmentto resilienceproactiveapproachto harmpreventionFALSELeads toteamsfeeling moreengaged andmotivatedHumanErrorQualitySafety andValueDepartmentCultureoflearninginvolvementof allstakeholdersSpecific,direct,conciseairlineinterpersonalaskwhyBehaviorask openendedquestionsSBIcommunicationskillsset the toneandacknowledgethat you makemistakesMap thevaluestreamthe placewherevalue iscreatedsafety huddles,visualmanagementsystem, leaderrounding andsafety forumsInsight toadjustyourapproachanalyticalthinkingrules360degreefeedbacksafetyconcerns,roll down,andrecognition90daysNationalCenter forPatientSafetynegativeemotionsCurrentstatezero harmfor patientsandemployeesmotives,conflict,strengths,overdonestrengths4 to5RecklessBehaviorfrontline,management,senior leadershipand executiveleadership voicesKariNelsonand ChrisHayesSDISituationwhat I see,What I'mconcernedabout, what IwantWhatsafetyissuesoccurred?TRUE

Supervisor Week 2024 - Call List

(Print) Use this randomly generated list as your call list when playing the game. There is no need to say the BINGO column name. Place some kind of mark (like an X, a checkmark, a dot, tally mark, etc) on each cell as you announce it, to keep track. You can also cut out each item, place them in a bag and pull words from the bag.


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  1. Two ways
  2. red rule
  3. Psychological safety
  4. Elias Hull Porter (Psychologist)
  5. Sharing their mistakes and learning from them
  6. create, reduce, manage
  7. Free!
  8. High Reliability Leadership Academy
  9. Goal, Reality, Options, Way Forward
  10. More than 250K
  11. 28 strengths
  12. Sort, Set, Shine, Standardize and Sustain
  13. Choose approach for engaging people
  14. Strength deployment inventory
  15. 5
  16. At Risk Behavior
  17. 3rd
  18. 10%
  19. Impact
  20. negative assumptions based on private interpretations
  21. problem solving
  22. Gemba
  23. What happened? Identity and Feelings
  24. Supervisors, Coordinators, Program leads
  25. HRLA Sharepoint
  26. Kori Geinert
  27. 81%
  28. Lean Leadership Style
  29. commitment to resilience
  30. proactive approach to harm prevention
  31. FALSE
  32. Leads to teams feeling more engaged and motivated
  33. Human Error
  34. Quality Safety and Value Department
  35. Culture of learning
  36. involvement of all stakeholders
  37. Specific, direct, concise
  38. airline
  39. interpersonal
  40. ask why
  41. Behavior
  42. ask open ended questions
  43. SBI
  44. communication skills
  45. set the tone and acknowledge that you make mistakes
  46. Map the value stream
  47. the place where value is created
  48. safety huddles, visual management system, leader rounding and safety forums
  49. Insight to adjust your approach
  50. analytical thinking
  51. rules
  52. 360 degree feedback
  53. safety concerns, roll down, and recognition
  54. 90 days
  55. National Center for Patient Safety
  56. negative emotions
  57. Current state
  58. zero harm for patients and employees
  59. motives, conflict, strengths, overdone strengths
  60. 4 to 5
  61. Reckless Behavior
  62. frontline, management, senior leadership and executive leadership voices
  63. Kari Nelson and Chris Hayes
  64. SDI
  65. Situation
  66. what I see, What I'm concerned about, what I want
  67. What safety issues occurred?
  68. TRUE