Joy in Work: Challenges and Successes of Adapting a New Framework

Guided by the IHI Framework for Improving Joy in Work (Perlo et al., 2017), our team aimed to explore ways to reduce feelings of burnout through improved employee engagement. Initially, we believed that our internal Connect to Wellness activities aligned closely with the IHI Joy in Work framework. However, we quickly realized that Joy in Work encompasses more than simply building connections, it's a cultural shift designed to foster a culture of workplace wellbeing. The framework emphasizes creating a sense of purpose and autonomy while supporting systems that enable growth and sustained wellbeing. Our primary goal became gaining leadership support to lay the foundation for Joy in Work implementation. We engaged leaders in multiple conversations to introduce the framework and explore its alignment with organizational goals. While leaders supported the overall concept, we encountered some resistance to adopting the framework formally. Key lessons include the importance of taking an iterative approach to leadership engagement. Securing leadership buy-in is a foundational and often underestimated part of culture change. While engaging leaders, we learned the value of patience, flexibility, and dialogue. Aligning the Joy in Work framework with strategic priorities and clarifying how it complements, not duplicates, existing efforts was a key step in moving forward. These foundational efforts ultimately led to support for a small-scale pilot with the ONDT Education Team to test the feasibility of the framework in a smaller setting. This pilot will serve as a testing ground for broader implementation across ONDT. Citation: Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. IHI Framework for Improving Joy in Work. Cambridge, MA: Institute for Healthcare Improvement, 2017.

JOY IN WORK: Building on Success in Support of Work Wellness Office of Network Development and Telehealth Allie Evans, BSN, RN; Cindy Spangler, MEMS, ASQ LSSBB Figure 2 compares the Connect to Wellness activities and the IHI Joy in Work Initiative, which integrates to deepen wellness and connection. BACKGROUND The Office of Network Development and Telehealth (ONDT) organizes outreach across the Mountain West Description region. Our mission at ONDT is to help patients receive excellent health care, how, when, and where they need it. We Connect to Purpose through this mission statement Goal Connect to Wellness “ “ We are "Better Together" & we prove it every day. In early 2024, our team launched Connect to Wellness, which aimed to build connections and lessen feelings of burnout through improved employee engagement. Our October 2024 Better U Survey results showed a 25% improvement in burnout scores and an 8% improvement in belonging scores year over year, 23% of the qualitative Strategy Leaders Strategy Team Strategy Content Support for ONDT Value(s) Measure and Report Organizational Values Joy in Work ONDT believes in promoting workplace wellness. Build connections among team members through wellness events Foster a culture of workplace well-being through continuous improvement initiatives Initial leadership involvement to plan events Continuous leadership involvement - this is necessary for long-term impact and success and use it as a driving force in our everyday work. Figure 1, below, quotes the ONDT motto, capturing the heart of our goals and mission. Figure 3 outlines the program feedback from leaders. Top-down planning - the committee has a member from each ONDT team Bottom-up planning - the entire ONDT team contributes to and directs initiatives Events chosen by a planning committee Initiatives self-selected and self-directed based on surveys and feedback Deeper connection and engagement Participation and recognition Challenges • “Joy” might be seen as too abstract for some • Duplicate events • ONDT is already holding Connect to Wellness events • More events may overwhelm teams • Similar to the Better U Survey • Survey fatigue • Leaders address culture and team issues – they may perceive this as redundant • Time Constraints • Collecting honest feedback – some people may not feel comfortable or may feel too vulnerable to share • Uncontrollable circumstances Continuous improvement • The program cannot address the root cause of external challenges Monitoring tests of change, presenting findings to the team, and working on new projects together By integrating a structured improvement science approach into a department’s culture, Joy in Work can provide actionable strategies without overwhelming teams. feedback noted Connect to Wellness. Using this approach, ONDT leadership agreed to a pilot We concluded that Connect to Wellness was a success program to test the concept, evaluate the practical benefits, and more could be done to build on the program. THE “SMART” GOAL and build confidence in the program's value. By January 1st, 2025, the ONDT Joy In Work facilitators will secure executive approval and senior leadership buy-in, ensuring alignment and support for JIW. Ultimately, leaders saw the initiative's value, and it was agreed that Joy in Work would complement and enhance wellness activities rather than compete with them. TACTICS: LEADERSHIP BUY-IN CONCLUSION Joy in Work requires the support of senior leaders, who play a pivotal role in Proactively engaging senior leaders creates an creating a workplace culture of trust, improvement, and joy. understanding of the IHI Joy in Work goals and framework, OUR APPROACH aligning with organizational goals. Clarifying roles and Presentation to Senior Leaders: The Joy in Work facilitator and Quality Manager responsibilities encourages early buy-in, accelerates the introduced the plan at a recurring weekly executive meeting. We began by initiation of the work, and empowers facilitators to drive sharing our personal connection to Joy in Work, highlighting its importance. meaningful change. • Key Points Covered: INTRODUCTION TO JOY IN WORK Joy in Work encompasses more than simply building • Why it Matters: The value for ONDT leaders and team members. • How it Works: A roadmap for success and the "What Matters to You" survey. • Next Steps: Applied improvement science for continuous growth. connections, which is the goal of Connect to Wellness — Measure Engagement and Address Feedback: Over three meetings, we saw it is an effort to foster a culture of workplace well-being. strong support for the program’s core principles, with some resistance emerging Complimenting the Better U survey, Joy in Work focuses when seeking full buy-in. on actionable steps to align priorities, enhance internal communication, and deepen the sense of purpose. MITIGATION OF CHALLENGES Figure 2 represents the differences and progression of Leaders shared a commitment to employee well-being. They expressed concerns strategies across the two well-being programs. regarding the use of “joy” and duplication of existing initiatives. Figure 3 details the feedback from ONDT leaders. LESSONS LEARNED NEXT STEPS • An Iterative Approach Matters: Integrating continuous feedback allowed us to refine our efforts, gaining valuable leadership buy-in. • Launch a small-scale pilot with the ONDT Education Team, aiming to demonstrate the feasibility and effectiveness of the IHI framework. • Gaining Buy-In Takes Time: By staying flexible and allowing extra time to engage leadership, we ensured alignment with the IHI framework and secured support for the pilot. • Establish a new SMART goal that aligns with our targeted Joy in Work components discovered from the What Matters to You conversations. • Aligning with Organizational Priorities is Key: Clearly linking project outcomes to organizational priorities significantly enhances alignment and fosters long-term sustainability. Demonstrating this alignment increased leadership buy-in, which is essential for our pilot’s support. • Continue to work closely with ONDT senior leaders as we carry out the pilot, ensuring engagement with the project. References: Perlo J, Balik B, Swensen S, Kabcenell A, Landsman J, Feeley D. IHI Framework for Improving Joy in Work. Cambridge, MA: Institute for Healthcare Improvement; 2017. Joy in Work Project Sponsored by the Resiliency Center