Transcript Illinois Maternal & Infant Mortality Summit

Leadership, Legacy, and Community: A
Retreat to Advance Maternal and Child
Health Scholarship and Practice
University of Illinois at Chicago Forum
July 16, 2008
The Sociology of the MCH
Industry: Utilizing Legacy
and Leadership to Build a
Community of Practice
Mario Drummonds, MS, LCSW, MBA
CEO, Northern Manhattan Perinatal
Partnership, Inc.
Presentation Objectives
1. Review Strategic MCH Legacy Moments that
Propelled the Industry to Its Current Position.
2. Provide a Working Definition of MCH
Leadership that Raises Key Theoretical and
Practice Questions The Industry Must Address.
3. Define Community and What It Means to be A
part of a Community of Practice.
2
Legacy…Retreat to
Advance…Return to History
A Strategic Inflection Point is
when the Balance of Forces Shift
in an Industry from the Old
Structure, from the Old Way of
doing Business and the Old Way
of Competing, to the New.
3
MCH Legacy Moments
If You Change the Rules You Change the
Game!
Signal the Beginning of the End for
Certain Industries & Businesses
Opportunity for New Period of Growth
4
MCH Legacy Moments
The History, Legacy, & Role of
African & African-American Granny
Midwifes who became the Only
Newborn Delivery & Healthcare
System in the African American
Communities of the South from the
Early 1820’s to the 1950’s
5
MCH Legacy Moments
• Merging Birthing Skills from Africa with the
Obstetric Skills Learned from Nurses & Doctors
• First Wave in the Fight Against Black Infant
Mortality
• Cared for Poor Black and White Mothers Where
There was No System of Healthcare Throughout
the South
6
MCH Legacy Moments
• Legacy of White Supremacy, Slavery, &
Discrimination…Birthed A New System
of Healthcare for African American
Women and their Families
• Besides Catching Babies, She was a
Healer, A Spiritualist, Public Health
Activist & Community Organizer
7
8
9
10
11
12
13
14
Creation of the Children’s Bureau
in 1912
• President William Howard Taft Signed into
Law a Bill Creating this new Federal
Government Organization in 1912.
• Lillian Wald, of New York’s Henry Street
Settlement House Influenced Congress
through Grassroots Organizing to Pass this
Law starting in 1903.
15
MCH Legacy Moments
• For the First Time the Federal
Government organized an Agency that
was Responsible for Investigating Infant
Mortality, the Birth Rate, Establishing
the National Birth Registry,
Orphanages, Juvenile Courts, Child
Labor Laws and all Legislation Affecting
Children and their Mothers!
16
17
Blue Baby Operations at John
Hopkins University
• Dr. Alfred Blalock and Vivien Thomas, an
African-American Laboratory Technician in
1944 performed the first Blue Baby
Operation on a 15-Month-Old Girl. Cyanosis
is a condition of bluish skin caused by lack of
oxygen in the blood. They theorized that
Cyanosis was due to the tightening of the
pulmonary artery.
18
Blue Baby Operations at John
Hopkins University
• They Perfected an Operation in which a
Branch of the Aorta is Joined to the
Pulmonary Artery Ensuring a Flow of
Blood to the Lungs. The Procedure was
Widely Adopted and Saved Thousands of
Babies Lives In the United States and
Across the World!
19
MCH Legacy Moments
• During the 1960’s American Witnessed a
Growth of Neonatal Intensive Care
Units Across the U.S.
20
21
22
MCH Legacy Moments
• Research Has Shown that HIVPositive Women who Receive AntiRetroviral Therapy During
Childbirth are Less Likely to
Transmit the HIV Infection to
Their Children
23
MCH Legacy Moments
• During the 1980’s & 1990’s States
Began to Adopt Regionalization of
Perinatal Care Plans for Maternity
Hospitals
• 2003’s MCH Life Course Theory
Developed by Dr. Lu!
24
Leading Change
• Leadership is the Self-Defined
Capacity to Communicate Vision and
Values While Providing Programs,
Structures and Core Services that
Satisfy Human Needs and Aspirations
While Transforming People, Your
Organization and Society in the
Process!
25
Leading Change
• Leaders Are Dealers in Hope!
• Leaders Help Organize a People’s or
Department’s Hopes & Dreams!
• Leaders Take the Assets They are Given
Today (People, Structure and Programs) and
Make Them More Valuable Tomorrow.
26
Leading Change
• Leaders Stretch Their
Organizations Beyond Their
Current Capabilities and
Structure by Challenging
Everyone to Do What They Think
is Impossible to do.
27
Leading Change
• Leaders Have a Unique Interaction
with Dangerousness as They Battle
Against the Status Quo in Their
Industry By Raising the Right
Theoretical Questions, Proposing
New Programmatic Solutions to Old
Problems While Riding the Wave
Towards Change.
28
To Advance Maternal & Child Health Scholarship &
Practice-You in This Audience Must Re-Invent MCH
• Racism & Stress on Birth Outcome
Studies
• Social & Environmental Influences on
MCH
a. Built Environment Studies
b. Demographic Changes in MCH
Population
29
Leading Change
• Moving From Studying Health
Disparities to Coming Up with
Solutions to Achieve Health Equity !
30
31
Leading Change
• Perfecting & Operationalizing Life Course
Theory
a. Perfecting Theory-Setting Research
Agenda
b. Determine and Outline Policy
Implications
c. Deciding On the Education &
Training Needs
32
Leading Change
d. What is to be Done?
Organizational Implications
Practice
33
Leading Change
• To Reinvent MCH A Ship Must
be Built By Leaders &
Followers to Make the Voyage
34
Building a Community of Practice
• Where Community Exists it Confers Upon its
Members Identity, Values, a Sense of
Belonging, a Measure of Security
• A Department’s Values are the Link Between
Emotion and Behavior. They are the Link
between What Staff Think and What They Do
35
Communities are the Generators and
Preservers of Value Systems:
Vision, Respect, Commitment,
Teamwork, Results!
1. To perform up to the highest measure of
competence, always.
2. To take initiatives, ask questions, absorb
risks.
3. To adapt to change.
36
Building a Community of Practice
4. To prevent disease, prolong life and
promote health.
5. To publish research findings so others can
learn!
6. To make decisions.
7. To work cooperatively as a team.
37
Building a Community of Practice
8. To be open, especially with information,
knowledge, and news of forthcoming or
actual problems.
9. To trust, and be trustworthy.
10.To respect others (customers, vendors and
colleagues) and oneself.
38
Building a Community of Practice
11.Show a willingness to fail and be wrong.
12.To answer for our actions, to accept
responsibility.
13.To judge and be judged, reward and be
rewarded, on the basis of our performance!
39
Building a Community of Practice
• Members of a Community of
Practice Deal with Each Other
Humanely, Respect Individual
Differences and Value the
Integrity of Each Person.
40
Building a Community of Practice
• A Community of Practice Should
Have a Sense of Where it Should
Go (Vision-Strategy-Core
Competencies) and What it Might
Become (Organizational Change).
41
Building a Community of Practice
• A Community of Practice at a University,
a Health Department or a local MCH
Organization all Have Foreign Policies
or Protocols to Interact with
Representatives of Government, the
Private Sector and the Local
Communities They Have to Interact
With Daily.
42
Building a Community of Practice
• A Community of Practice Abandons
Policies, Theories and Practices that
Fails to Achieve Measurable Outcomes
for Mothers and Babies and Strives to
Set the Agenda to Seek New Answers to
Old Problems Despite Opposition from
Higher Powers.
43
Building a Community of Practice
• Finally a Community has the Power to
Motivate Their Members to Exceptional
Performance. The Community Can Tap
Levels of Emotion and Motivation that
Often Remains Dormant. It Sets
Standards of Expectation for the
Professional and Nurtures a Climate
Where Great Things Happen.
44
CODA
• The MCH Industry’s Legacy
Achievements Outlined in This Speech
Can Serve as a “Burning Platform” to
Push the Industry to Greater
Achievements in Research & Practice.
45
Building a Community of Practice
• The MCH Leader’s Job is to Transform
and Empower Followers by Being the
Change They Wish to See in the World,
Acting with Deep Integrity, Consistency,
and Transparency.
46
Building a Community of Practice
• Building a Community of Practice Is
Hard Work. However, If it is Executed
Correctly, the University, Health
Department or Local MCH Organization
Will Honor Their Leadership Mandate
Which is to Unlock the Vast Potential in
Your Organizations and Built Lasting
Capabilities.
47
For more information contact:
Mario Drummonds, MS, LCSW, MBA
Executive Director/CEO
Northern Manhattan Perinatal Partnership
127 W. 127th Street
New York, NY 10027
(347)489-4769
[email protected]
48