Title : How can new leaders use evidenced-based practice, inclusive, reflective, and generative methods of problem-solving to establish collaborative synergy and tangible trust with pre-existing teams?
Abstract:
Background: Many leaders in new positions experience challenges in gaining support and collaboration from their recently acquired teams when dealing with problems and implementing solutions. In attempts to break those barriers, many spotlight their qualifications, move to spearhead decisions, and rush to establish authority to gain credibility, support, and collaboration (Ciampa, 2018; De Cremer & Van Knippenberg, 2004). This approach draws them away from focusing on the team’s capabilities and increases the time frame to establish trust and synergy with their team members (Dirks et al., 2021). To achieve this goal, leaders need a method of intentional interaction with their team members and (Bartz et al., 2019; Crane, 2022; Goodyear & Golden, 2008) while identifying viable solutions.
Purpose/Aims: The LORNA Model provides an opportunity to implement techniques to establish/improve collaboration and synergy between leaders and pre-existing teams via an experiential and research-based prescriptive problem-solving model. It aims to assist leaders in increasing communication, collaboration, and solutions suited to their specific team members and workplace environment.
Methods/Approach: The ‘LORNA’ Model represents an acronym of the stages: (L) looking and listening for contributing factors, (O) observation and objectivity of the data, ( R ) research for EBP and identifying resources, (N) networking and negotiating (A) action and assessment. The stages include techniques of an inclusive culture, reflective observation, generative thinking, emotional intelligence, appreciative inquiry, servant/transformational/adaptive leadership, which support collaboration and synergy (Dirks et al., 2021; Floris & Cuganesan, 2019; Northouse, 2016). The model was presented to a convenience sample of multi-organizational leaders via seminar. Data was collected via anonymous submission using an online questionnaire of 15 Likert-scale questions on the model implementation/team involvement and six questions (multiple choice and open-ended) for demographic data.
Results: 100% of the leaders attempted to use the LORNA Model for problem-solving. The model was easier to use in industries with easily accessible and established resources for research, e.g., associations, data banks, and regulatory institutions. Those industries included healthcare and corporate business operations, 60% of the sample, whose leaders remembered the acronym and utilized all the stages of the model. Leaders in other industries reported utilizing only some stages, yet all sample leaders stated increased team collaboration.
Conclusion: Per the data collected, the LORNA model is an option for leaders to consider for problem-solving. Those working in industries with governmental oversight or guidelines utilized the model with greater completeness and better collaborated with team members, networks, and other stakeholders. They readily searched for/implemented EBP with successful solutions.
Implications for Practice: The LORNA model provides problem-solving techniques that create collaboration and synergy amongst new leaders and pre-existing teams, whether partially or fully implemented. This increases staff satisfaction, increases staff retention, and decreases turnover rates. In healthcare, it facilitates EBP utilization, which provides viable solutions that satisfy benchmarks, KPIs, and guidelines established by state healthcare and national accreditation associations. It offers the potential to obtain solutions that increase positive survey results and patient safety, match or supersede national/global operational standards, or decrease financial loss due to damages from inappropriate interventions.
Audience Take Away Notes:
- New leaders will learn techniques to create lasting collaboration and synergy with pre-existing teams.
- Leaders will be able to identify different biases that can hinder collaboration and solutions.
- Individuals will learn to incorporate evidenced-based practice to achieve problem-solving solutions equivalent to or greater than national/global standards/benchmarks.
- Leaders will learn techniques that foster team relationships.
