COE Organizational Wellness

February 28, 2024

By developing an understanding of parallel process and its role in organizational wellness in recovery settings, with a focus on using a strength's-based orientation, healthcare team members will gain knowledge and techniques they can use to address strains on organizational wellness. Healthcare teams will also learn strategies for staff recruitment, support, development, and retention.

Agenda: 

  1. Introduction
  2. We are PRO-A
  3. Objectives
  4. Parallel process in human service organizations
    1. Parallel process
      1. Parallel process definition
    2. Transference and counter-transference
      1. The basis of parallel process:
        1. Transference and counter-transference examples
    3. Why focus on parallel process
      1. Healing does not occur in a vacuum
    4. Parallel process
      1. Effective leadership
    5. Strength-based orientation
      1. Walking our talk
    6. Shifting our focus
      1. New ways of looking at parallel process
    7. Positive Childhood Experiences and Adult Mental and Relational Health – JAMA 2019
    8. Lessons from the field
      1. Play at the CORE (Collective Organizational Resilience through Empathy)
        1. Know your power
        2. Target your pain
        3. Live your purpose
  5. Strains on organizational wellness
    1. The healing environment
    2. Historic trauma
    3. Environment
    4. High turnover...
    5. Meets high demand
    6. Changing labor market
    7. So, who does this work?
  6. Recruitment strategies
    1. Observation on workforce studies
    2. Clear role delineation
    3. Where do we look
    4. Engage the recovery community
    5. Recruitment and interviews
    6. Develop prospective peer workers
    7. Fit of position
  7. SUD Peer staff development
    1. Strengthen career pathways
    2. Mentoring
    3. Supervision
    4. Tuition reimbursement
    5. Augment training
  8. Retention strategies
    1. Wellness
    2. Mutual staff support and accountability
    3. Inclusion
    4. Practice to support retention of CRSs
    5. Systematic strength-based orientation
    6. Recognize people
    7. Support multiple pathways of recovery
  9. Follow up

 

Target Audience

  • Nurse
  • Physician
  • Social Worker

Learning Objectives

- Describe the dynamics of parallel process and how to consider parallel process in organizational wellness.
- Gain insight into workforce recruitment and retention strategies with an emphasis on a strength's orientation.
- Examine effective strategies for supporting staff under strain / including persons in recovery.
- Discuss the value of shifting organizational culture to a wellness orientation.

Additional Information

AttachmentSize
File Audience Disclosure slides (1.25)_40.pptx51.52 KB
File Organizational Wellness_Objectives_Agenda_Questions_References_0.docx35.97 KB
PDF icon 00 Walking the Talk – Human Service Organizational Wellness Now & Into the Future.pdf9.97 MB
Course summary
Available credit: 
  • 1.25 AMA PRA Category 1 Credit™
    The University of Pittsburgh School of Medicine is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.
  • 1.25 ANCC
    UPMC Provider Unit is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center’s Commission on Accreditation
  • 1.25 ASWB
  • 1.25 Attendance
Course opens: 
02/28/2024
Course expires: 
05/31/2024
Event starts: 
02/28/2024 - 12:00pm EST
Event ends: 
02/28/2024 - 1:30pm EST
Add to calendar: 

By developing an understanding of parallel process and its role in organizational wellness in recovery settings, with a focus on using a strength's-based orientation, healthcare team members will gain knowledge and techniques they can use to address strains on organizational wellness. Healthcare teams will also learn strategies for staff recruitment, support, development, and retention.

Agenda: 

  1. Introduction
  2. We are PRO-A
  3. Objectives
  4. Parallel process in human service organizations
    1. Parallel process
      1. Parallel process definition
    2. Transference and counter-transference
      1. The basis of parallel process:
        1. Transference and counter-transference examples
    3. Why focus on parallel process
      1. Healing does not occur in a vacuum
    4. Parallel process
      1. Effective leadership
    5. Strength-based orientation
      1. Walking our talk
    6. Shifting our focus
      1. New ways of looking at parallel process
    7. Positive Childhood Experiences and Adult Mental and Relational Health – JAMA 2019
    8. Lessons from the field
      1. Play at the CORE (Collective Organizational Resilience through Empathy)
        1. Know your power
        2. Target your pain
        3. Live your purpose
  5. Strains on organizational wellness
    1. The healing environment
    2. Historic trauma
    3. Environment
    4. High turnover...
    5. Meets high demand
    6. Changing labor market
    7. So, who does this work?
  6. Recruitment strategies
    1. Observation on workforce studies
    2. Clear role delineation
    3. Where do we look
    4. Engage the recovery community
    5. Recruitment and interviews
    6. Develop prospective peer workers
    7. Fit of position
  7. SUD Peer staff development
    1. Strengthen career pathways
    2. Mentoring
    3. Supervision
    4. Tuition reimbursement
    5. Augment training
  8. Retention strategies
    1. Wellness
    2. Mutual staff support and accountability
    3. Inclusion
    4. Practice to support retention of CRSs
    5. Systematic strength-based orientation
    6. Recognize people
    7. Support multiple pathways of recovery
  9. Follow up
Zoom Meeting
Pittsburgh, PA
United States

Bill Stauffer, PRO A

In support of improving patient care, this activity has been planned and implemented by the University of Pittsburgh and The Jewish Healthcare Foundation. The University of Pittsburgh is jointly accredited by the Accreditation Council for Continuing Medical Education (ACCME), the Accreditation Council for Pharmacy Education (ACPE), and the American Nurses Credentialing Center (ANCC), to provide continuing education for the healthcare team.
As a Jointly Accredited Organization, University of Pittsburgh is approved to offer social work continuing education by the Association of Social Work Boards (ASWB) Approved Continuing Education (ACE) program. Organizations, not individual courses, are approved under this program. State and provincial regulatory boards have the final authority to determine whether an individual course may be accepted for continuing education credit. University of Pittsburgh maintains responsibility for this course. Social workers completing this course receive 1.25 continuing education credits.

Physician (CME)
The University of Pittsburgh designates this live activity for a maximum of 1.25 AMA PRA Category 1 Credits™. Physicians should claim only the credit commensurate with the extent of their participation in the activity.

Nursing (CNE)
The maximum number of hours awarded for this Continuing Nursing Education activity is 1.25 contact hours.

Social Work (ASWB)
The maximum number of hours awarded for this Continuing Social Work Education activity is 1.25 contact hours.

Other health care professionals will receive a certificate of attendance confirming the number of contact hours commensurate with the extent of participation in this activity.

Available Credit

  • 1.25 AMA PRA Category 1 Credit™
    The University of Pittsburgh School of Medicine is accredited by the Accreditation Council for Continuing Medical Education to provide continuing medical education for physicians.
  • 1.25 ANCC
    UPMC Provider Unit is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center’s Commission on Accreditation
  • 1.25 ASWB
  • 1.25 Attendance
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