2009 Annual Fall Technology Conference HIMSS Midwest Area Chapters

Transcription

1 2009 Annual Fall Technology Conference HIMSS Midwest Area Chapters 1

2 Vote early and often This phrase is variously attributed to three different Chicago sources: William Hale Thompson, mayor & Al Capone, gangster Richard J. Daley, mayor

3 Importance of communications for a technology project! Must communicate early and often so end users embrace change.! End users can sabotage a project leaving it for dead.! Bring end users along to accelerate adoption rates. A 2008 IBM study showed that 59% of projects missed at least one objective or failed entirely. And, the disparity between expecting change and feeling able to manage it the Change Gap nearly tripled between 2006 and

4 How do you handle change?! Take the change readiness quiz.! Two copies in your packages.! Complete both quiz copies identically.! Turn in one copy and keep the second to self-grade. 20% Change friendly 50% Fence sitters 30% Change resistant 4

5 Evolution of change management! Early 20 th Century: Psychologist Kurt Lewin s Freeze Phases: Unfreeze - Transition Refreeze! 1969: Kubler-Ross Model On Death and Dying: denial, anger, bargaining, depression, acceptance! 1978: McKinsey 7-S Framework created by Tom Peters and Robert Waterman! 1996: 8-stage process of Leading Change by Harvard Business School Professor John Kotter! 1990s: Prosci ADKAR model: awareness, desire, knowledge, ability and reinforce. Change is a journey...not a simple step. 5

6 The goal: Not wallow in the Valley of Despair ENDING Denial Individual Response to Change NEW BEGINNING Enthusiasm P R O D U C T I V I T Y Anger Shock Fear Frustration Confusion Stress Circle of Chaos VALLEY OF DESPAIR Anxiety Hope Impatience Acceptance Skepticism Creativity T I M E 6

7 Key influentials in an EHR change! Executive Sponsor " CEO, CMIO, CCIO or CIO! Front Line Managers and Supervisors " Department heads or shift supervisors! Champions " Peers to end users who are natural leaders and respected and adapt to change well. At least one champion for each group, especially physicians. Change is made one person at a time. 7

8 Communicate-Change methodology: 5 stages and continuous loop of activity 8

9 A customized, structured approach! Custom 5-phase plan " A change communication plan should be customized to the project, organization s culture and people.! Ongoing, consistent messaging " Coach senior leadership and front-line managers and supervisors and develop specific activities for them on a regular basis.! Continuous assessment, measurement, feedback " A continuous loop to assess, measure and obtain feedback starts when the project starts and ends postdeployment. ASSESS FEEDBACK COMMUNICATE MEASURE 9

10 Integrates with IT project life cycle stages 10

11 Overcoming adoption barriers Individual Financial Organizational Barriers to EHR adoption Technical Attitudinal & Behavioral Social Source: DOQ-IT 11

12 Start early! Wholistic, (as in whole) integrated plan that goes 3-6 months beyond the deployment date.! Sit with the project team during the Business Requirements phase to create the communicate plan and integrate it with IT project milestones.! If a total EHR implementation is multiple years, consider breaking it up into separate sub-projects with shorter time frames. One basic rule in project management is that a project shouldn t last more than one year.! Communications Lead should report directly to the CEO or Executive Sponsor with matrixed reporting to other functions within the team and throughout the organization. 12

13 Typical IT project organization Diagram 1. Basic organization structure with a communications professional dedicated to IT C-Suite Executive Sponsor CIO PMO Project Manager Com Training Project Lead QA HR (OD, CM) Acronyms: CIO: Com: CM: CMO Chief Information Officer Communications Change Management Chief Marketing Officer IT SPHERE HR: Human Resources MarCom: Marketing Communications OD: Organization Development PMO: Project Management Office QA: Quality Assurance CorpCom CMO MarCom 13

14 Communicate often! Consistent message! Brand strategy! Create milestones! Don t communicate hollow messages and fluff. Always be authentic and targeted.! Use assortment of feedback mechanisms:! Meetings! replies! Dedicated web site/intranet site! Surveys! Focus groups! Feedback and visioning sessions 14

15 Communicate personally: One-on-one! Communicate personally means developing messages that resonate individually. Think from the end user s perspective not the technology.! Use market segmentation techniques to segment end users into small groups of people with natural alliances and create a database with this segmentation. It s your foundation for a good communications program.! Understand how work groups, departments, specialties, functions, etc. will use what aspects of the technology and segment by technology.! Segmentation is one of the most difficult tasks for an EHR project because of the complexity of different internal and external groups, including patients. 15

16 Segmentation is breaking into smaller groups Group & Sub- Groups Department Location Key Motivation Launch Date Primary Comm Channel Change Readiness Technology Impact Business Process Impact Secondary Comm Channel Training Date Deployment Date 16

17 Stage 1: Discovery & Planning activities! Core " Change readiness assessment of end users " Interviews with project team leaders and key members " Literature review of technology " Communications channels audit and measurement " Messaging formulation " Communications budget " Communications vehicle templates " Leadership coaching, messaging & talking points " Custom communications plan and measurable objectives Discovery & Planning Idea: Form a Communications Advisory Council representing all user groups for planning and feedback. 17

18 Stage 2: Awareness activities! Core " End user segmentation analysis " User distribution database " Action plan and timeline " Develop dedicated project resourcing with response mechanism " Project knowledge & attitude benchmark survey " Front-line manager coaching and talking points. " FAQs (ongoing) " Progress dashboard introduction " End user launch activity (e.g. road show, webcast) Awareness Idea: The launch activity is equivalent to a first impression. Make sure the Executive Sponsor leads it. 18

19 Stage 3: Understanding activities! Core " Post-launch knowledge and attitude measurement " Day 1 visioning analysis " Pre-training action plan and timeline of activities " Launch of ongoing communication vehicles by segment " Sponsor activity/message " Front-line manager activity " Glossary of project terms and acronyms " Progress dashboard review Understanding Idea: Conduct special information and training workshop for front-line managers and supervisors. 19

20 Stage 4: Acceptance activities! Core " Post-training knowledge and attitude measurement " Visioning reassessment " Training and post-training action plan and timeline of activities " Front-line manager training and process review with end users " FAQ updates from training feedback " Key training tips by segment " Ongoing communications by segment " Progress dashboard refresh Acceptance Idea: Use post-training assessment to develop a series of tips by segment. 20

21 Stage 5: Engagement activities! Core " End user feedback on deployment by group and individually with key users " End user testing of technology use and benefits " Deployment and post-deployment action plan and timeline of activities " Lessons-learned assessment Engagement Idea: Conduct focus groups and feedback sessions one month after deployment to assess adoption rate. 21

22 Bottom line result: People embrace change! Leverage leadership to lead change! Ensure project success by meeting ROI goals! Reduce work-arounds! Mitigate people risks of a critical IT project! Reduce slippage of deadlines! Accelerate adoption of change by end users at deployment Research by McKinsey shows that adoption rates can be as low as 35 percent of goal if change is handled poorly or as high as 145 percent of goal if handled well. 22

23 Group aggregate of change readiness quiz 1. Strongly resistant 2. Somewhat resistant 3. Fence sitter 4. Somewhat friendly to change 5. Change friendly This is considered the norm. How did our group do? 23

24 Communicate-Change: Results oriented 24

25 Recap! Communicate early! Communicate often! Communicate personally: One-on-one Result: End users adopt and embrace change. 25

26 QUESTIONS? Visit our web site at for additional resources and references. Contact us:! Martha Hudak at Mark Menarik at Joy Brasher at 26