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National Oncology Conference



Highlights from Orlando

The ACCC 36th National Oncology Conference, October 30-November 1 brought together hundreds of cancer care professionals and thought leaders. Over three days, attendees were encouraged to share insights, experience, and strategies for elevating the delivery of exceptional patient care and empowering the professional well-being of the entire care team.

Seven cancer programs were presented with the ACCC Innovator Award for their innovative and replicable solutions to common problems facing oncology care today.



WATCH: Joe Mull's No More Team Drama—LIVE at #ACCCNOC!

WATCH: The 2019 ACCC Innovator Award Winners


The Importance of the ACCC’s Focus on Compensation With Ali McBride as President


36th National Oncology Conference Opener: "How To's" for Deconstructing Team Drama

November 01, 2019
ACCC 36th National Oncology Conference opening speaker, Joe Mull, MEd, CSP, had an enthusiastic audience for his “No More Team Drama” kick-off presentation on Thursday, Oct. 31, in Orlando.  Mull deconstructed team drama—the debilitating sturm und drang—that disrupts the workplace, sinks morale, and drains productivity.

Addressing team drama is well worth the effort, Mull emphasized. Creating a work environment where behaviors that fuel drama happen less often can yield a happier staff, greater patient satisfaction, and improve outcomes. In our healthcare environment where burnout and staffing shortages are national concerns, increasing attention is being given to the workplace culture and environment. 

Transforming the healthcare workplace culture has become a national priority and a focus of the National Academy of Medicine and many healthcare provider organizations, including ACCC, in response to rising rates of clinician and workforce burnout.

Mull level-set the conversation by defining team drama and how it often erodes the workplace environment. Team drama encompasses interpersonal actions, interactions, reactions harmful to team morale in the workplace, he said. When he asked attendees to name some things that fuel team drama, he didn’t have to ask twice: Cattiness, passive aggressiveness, micro-aggression, pot-stirring, backstabbing, micro-managing, passive aggressive, "My way or the highway," triangulation. . . the list goes on.

“Team drama shows itself in very subtle behavior common on most teams,” Mull said, “. . . the eye roll followed by a sigh, the ‘meeting’ after the meeting” where some team members validate each other’s perceptions of the poor behaviors and intention of other staff.

A basic driver of team drama is a person’s reaction to their perception of how they were treated by someone else, Mull told attendees. Put in simple terms, our human brains are basically hardwired to believe that we are really good people doing a really good job every day (as known as “illusory superiority bias”).  But we’re not hardwired to make the same assumption about others. In fact, we tend to assume the best in ourselves but the worst in others (known as a "fundamental attribution error”), he said. Driving the point home, Mull quoted Stephen Covey: “We judge ourselves by our intentions; we judge everyone else by their behavior.”

“We carry this bias with us,” Mull added, illustrating with all-too-relatable examples from every day life: how we behave in response to the stories we tell ourselves about the drivers who cut us off in traffic, or the colleague who is late for work or who we perceive as less productive than ourselves.

A side effect of this is erosion of empathy, Mull said.  

Given these pre-programmed patterns, what can be done to neutralize team drama? Mull suggests a four pronged-approach: Courtesy, Comaradarie, Conflict, Cause.

Courtesy and respect establish an no-drama framework. To be effective, leaders have to define what these terms mean by having “specific conversations about what behaviors are expected and what behaviors are not accepted and have no place in the workplace,” Mull said. One of the biggest obstacles to courtesy and respect in the workplace is the “it’s not me, it’s them” response.

Camaraderie, or closeness among the team, helps staff get to know each other as individuals (the opposite of the depersonalization of the other drivers in traffic). As team members begin to know each other as people, making connections through finding some common ground, the tendency is to give that other individual the benefit of the doubt. Workplace events that provide opportunities to find things in common such as potlucks and birthday celebrations are better strategies than happy hours or “jeans days,” he said.

Conflict. It's not synonymous with drama. In fact, conflict can be productive and lead to consensus if the team can move toward it in a healthy way, Mull told attendees. The problems crop up when conflict leads to triangulation. He suggests disrupting this predictable, unproductive pattern with two behaviors: assume good intent (ask yourself what would make a good person act this way?) and going to the source rather than a second party for validation.

Cause. Teams that have a purpose that they perceive as worth their efforts are more likely to rise above the noise and conflict fueling team drama, said Mull. Leaders can help articulate this by becoming better storytellers, sharing with their teams the difference their work makes in the lives of others. “What’s your cause? How are you telling stories to your team?”

Stay tuned for more "how to" transformative strategies from ACCC's National Oncology Conference.

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CME/CE Accreditation and Credit Designation Statements

For Physicians

This activity has been planned and implemented in accordance with the Essential Areas and policies of the Accreditation Council for Continuing Medical Education (ACCME) through the joint providership of the Institute for Medical and Nursing Education (IMNE) and Association of Community Cancer Centers (ACCC).

IMNE designates this live educational activity for a maximum of 8.25 AMA PRA Category 1 Credits.™ Physicians should only claim credit commensurate with the extent of their participation in the activity.

For Nurses

IMNE is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center’s (ANCC’s) Commission on Accreditation. This educational program provides 8.25 contact hours of continuing nursing education credit. If you have any questions regarding the CME or CE credit being offered for this meeting, please contact IMNE at info@imne.com.

Disclaimer: The information presented in this activity represents the opinion of the faculty and is not necessarily the official position of ACCC, its members, or IMNE.


logo-CEAP-136x128This program is Approved by the National Association of Social Workers (Approval # 886550915-2580) for 10 continuing education contact hours.


Learning Objectives

After attending the ACCC 36th National Oncology Conference, participants will be better able to:

  • Evaluate recent and emerging trends and strategies designed to improve the quality of cancer care
  • Utilize relevant staff educational materials and resources in specific areas of cancer management to achieve coordinated and effective cancer care delivery and overcome common challenges that hinder operational efficiency
  • Demonstrate innovative strategies designed to promote efficiency in all aspects of cancer care, including the strategic planning process, pharmacy pre-certification and denials management, schedule optimization, and care coordination, resulting in an overall improvement of the patient experience
  • Discuss the impact of whole-person care for the management of mental, cognitive, and physical health in patients diagnosed with cancer
  • Employ technology to deliver cancer care through non-traditional avenues, including telehealth to reach at-risk populations, virtual tumor boards to facilitate prospective clinician planning, and apps to allow patients on-demand access to disease- and treatment-specific education
  • Analyze lessons learned under the first oncology-specific alternative payment model (the OCM) to help programs successfully complete the transition to value-based care
  • Summarize how to make an effective business case for adding and/or growing comprehensive cancer care services

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This program is supported by educational grants from Abbvie, Inc., AstraZeneca Pharmaceuticals LP, Daiichi Sankyo, Inc., Novartis, and Pfizer, Inc.

What Others are Saying

begin-quoteNetworking, idea sharing, and learning practical programs and innovations that I can bring back to my cancer center. These are the things that I value most about this conference.

—  Justin Drew, MSN, RN, NEA-BC, Director, Cancer Center, Middlesex Health Cancer Centerend-quote