The foundation of the LMP learning strategy is continuous learning, with UBTs and their leaders playing key roles in coaching the team. The following illustrates the competencies UBT leaders and their teams should build, what behaviors they should engage in and what results can be achieved when they do. 

Co-leads’ competencies include: 

• Coaching; 
• Team building; 
• Communication;
• Employee engagement;
• Change management. 

UBT members’ competencies include: 

• Systems thinking; 
• Teamwork; 
• Assertiveness;
• Results orientation; 
• Accountability; 
• Meeting management;
• Business acumen; 
• Performance improvement. 

New behaviors to engage in: 

• Focus on member/patient;
• Co-leads coaching vs. directing;
• Accountable, highly functioning teams;
• Learning while doing;
• Those closest to the work involved in making improvements;
• Huddles held daily;
• High degree of trust and collaboration;
• Blame-free environment;
• Ability to take risks;
• Teams trying small tests of change;
• Evidence-based decision making;
• Spread of improvements.

Results

• Increased number of employees in unit-based teams. 
• Teams set and achieve goals around the Value Compass. 
• Employees give the work environment a better rating.  

Training assessments 

Each team member brings his or her unique experience to the team. In some cases, your team may need training to build skills to round out these experiences or to standardize basic skills, such as communications, that support the success of the team. The LMP provides learning experiences that allow team sponsors, co-leads and members to rise to their mission and tasks. This includes training about roles and responsibilities, and such specific skills as:

• When to communicate the need for change;
• How to develop an agenda;
• How to use the Value Compass;
• What distinguishes Kaiser Permanente’s care;
• Why it’s important to run a small test of change;
• How to confront cynicism;
• What interest-based problem solving can bring to your team;
• When to celebrate success. 

Before you provide training, evaluate whether team leaders and members are ready to assume their responsibilities by completing a training assessment. 

For more information on training opportunities, visit the Training section of this site. 

Beyond training to learning 

Like other health care organizations, Kaiser Permanente’s workplace is a demanding one, characterized by rapidly changing technology and specialized jargon, with a strong need for sophisticated social skills and clear communication. 

What distinguishes Kaiser Permanente is our Labor Management Partnership. By working in partnership, we aspire to create a workplace that is non-hierarchical, free of blame and threats, and supportive of systems thinking and new and varied ideas—an environment that rewards continuous learning and improvement and critical thinking. 

The LMP core curriculum offers leaders and teams many building blocks to develop learning behaviors, such as:

• Collecting and processing data during the performance improvement process; 
• Seeking feedback;
• Sharing information; 
• Asking for help; 
• Talking about errors and experimenting. 

As partnership becomes fully integrated into KP, these behaviors will define our workplace and the care we give.