the placewherevalue iscreatedGembaElias HullPorter(Psychologist)askwhywhat I see,What I'mconcernedabout, what IwantproblemsolvingInsight toadjustyourapproachset the toneandacknowledgethat you makemistakesSpecific,direct,conciseSharing theirmistakesand learningfrom themLeads toteamsfeeling moreengaged andmotivatedmotives,conflict,strengths,overdonestrengthsTwowaysKoriGeinertinterpersonalcommunicationskillsSituationrulesproactiveapproachto harmpreventionredrulesafety huddles,visualmanagementsystem, leaderrounding andsafety forumsSBIairline5involvementof allstakeholdersFree!Impactnegativeemotions10%Whathappened?Identity andFeelings3rdMap thevaluestreamcommitmentto resilienceLeanLeadershipStyle81%negativeassumptionsbased onprivateinterpretationszero harmfor patientsandemployeesfrontline,management,senior leadershipand executiveleadership voicesQualitySafety andValueDepartmentSort, Set,Shine,Standardizeand SustainHRLASharepointNationalCenter forPatientSafetysafetyconcerns,roll down,andrecognitionCurrentstateFALSESDIask openendedquestionscreate,reduce,manageSupervisors,Coordinators,ProgramleadsStrengthdeploymentinventory28strengths360degreefeedbackHumanError90daysBehaviorKariNelsonand ChrisHayesanalyticalthinkingHighReliabilityLeadershipAcademyRecklessBehaviorGoal,Reality,Options,WayForward4 to5Chooseapproach forengagingpeopleMorethan250KCultureoflearningAt RiskBehaviorTRUEWhatsafetyissuesoccurred?Psychologicalsafetythe placewherevalue iscreatedGembaElias HullPorter(Psychologist)askwhywhat I see,What I'mconcernedabout, what IwantproblemsolvingInsight toadjustyourapproachset the toneandacknowledgethat you makemistakesSpecific,direct,conciseSharing theirmistakesand learningfrom themLeads toteamsfeeling moreengaged andmotivatedmotives,conflict,strengths,overdonestrengthsTwowaysKoriGeinertinterpersonalcommunicationskillsSituationrulesproactiveapproachto harmpreventionredrulesafety huddles,visualmanagementsystem, leaderrounding andsafety forumsSBIairline5involvementof allstakeholdersFree!Impactnegativeemotions10%Whathappened?Identity andFeelings3rdMap thevaluestreamcommitmentto resilienceLeanLeadershipStyle81%negativeassumptionsbased onprivateinterpretationszero harmfor patientsandemployeesfrontline,management,senior leadershipand executiveleadership voicesQualitySafety andValueDepartmentSort, Set,Shine,Standardizeand SustainHRLASharepointNationalCenter forPatientSafetysafetyconcerns,roll down,andrecognitionCurrentstateFALSESDIask openendedquestionscreate,reduce,manageSupervisors,Coordinators,ProgramleadsStrengthdeploymentinventory28strengths360degreefeedbackHumanError90daysBehaviorKariNelsonand ChrisHayesanalyticalthinkingHighReliabilityLeadershipAcademyRecklessBehaviorGoal,Reality,Options,WayForward4 to5Chooseapproach forengagingpeopleMorethan250KCultureoflearningAt RiskBehaviorTRUEWhatsafetyissuesoccurred?Psychologicalsafety

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