Leading People Through Change: 7 Critical Success Factors

Transcription

1 Leading People Through Change: 7 Critical Success Factors Claire McCarthy Garets, MA, FHIMSS Dave Garets, FHIMSS April 2014

2 Claire McCarthy Garets Principal, Change Gang, LLC Change Strategist, 30+ years healthcare experience Formerly with Providence Health & Services, Kaiser Permanente, Premier, Inc., Group Health Cooperative Co-author of Effective Strategies for CHANGE, HIMSS 2010 book of the year

3 Dave Garets Principal, Change Gang, LLC Industry Analyst, 24 years healthcare IT experience Formerly CIO and with Gartner, HIMSS Analytics, Advisory Board Company Co-author of Effective Strategies for CHANGE, HIMSS 2010 book of the year HIMSS 50-in-50

4 What goes wrong? Non existent, invisible, or just plain bad leadership People have no idea where the organization is going or why Dishonesty at worst, poor communication at best Passive-aggressive staff behavior and sabotage Fear and resistance built instead of trust and commitment Focus on timeline, budget and technology - not people 4

5 Problems continued Inability / unwillingness to deal with poor performance Behavioral change requirements not defined, people don t know what to do Training is about the technology, not the new job Too many initiatives, inability to prioritize and sequence Environment does not support sustainability IT accountable for project, no business ownership Decision rights unclear 5

6 How do we experience change? Resist, struggle Fatigue Wariness, uncertainty Anger, distrust, cynicism Fear, resentment Spirit and energy depleting 6

7 It doesn t have to be like this There is a better way- 7

8 What is change management? Change management facilitates the human transition from current to future 8

9 Purpose of change management To accelerate the speed at which people move through the change process so that anticipated benefits are achieved faster 9

10 Change management When one door closes another opens, but sometimes it s hell in the hallway. Sandi Bachom 10

11 7 critical success factors 1. Begin with the end in mind 2. Set the stage 3. Build effective leadership 4. Invest in the people 5. Communicate differently 6. Reinforce rigorously 7. Design for the long term 11

12 1. Begin with the End in Mind Define the future state What is the vision? What is the target? Where are you headed? What will it look like when you get there? What will the patient and staff experience be? Describe the so, what?, not the technology. How do you know this is the right destination? What are the risks of not changing? 12

13 2. Set the Stage Create an environment for success Confirm business ownership of the initiative, including the IT component Focus the organization- minimize distractions and competition for resources Understand the risks, mitigate Realistically evaluate past history with change efforts Build organizational change capacity 13

14 3. Build Effective Leadership Establish effective governance and sponsorship Has to be at or near the top of the organization (for an initiative like an EMR implementation), and At or near the top of the priority list for that executive sponsor Set clear decision rights Effective sponsorship is not innate - develop your leaders Set clear expectations - this starts at the top Be clear about non-negotiables 14

15 4. Invest in the People Establish leadership to guide human transition How will you know when you re ready? Create readiness definitions for all levels Prepare middle leaders to drive change What skills are needed? Teach the new job not just technology Engage at the local level, create opportunities for participation in decision making Educate people about change to build capacity Actively manage resistance 15

16 5. Communicate Differently Get people s attention It s a big change, communicate in fresh new ways Tell one story to eliminate confusion, connect the dots Understand your audiences, speak in their voice Establish active feedback loops Be honest and transparent, build trust 16

17 6. Reinforce Rigorously Reinforcement = rewards and consequences If you don t reinforce the change you reinforce staying the same Align incentives with future state vision Reward desired behaviors consistently and immediately Make old or undesirable behaviors harder to do Design reinforcement for maximum impact with cultural appropriateness and personalization 17

18 7. Design for the Long Term Create an environment for sustainability Ensure that vision, sponsor behavior and reinforcement are aligned Plan and resource early for post-implementation optimization, it is not an after thought Stay the path, maintain focus Measure progress toward the desired future state Celebrate success 18

19 Thank you Go alone to go fast, Go together to go farther. African proverb 19

20 Q & A Dave Garets dave.garets@changegang.net Claire McCarthy Garets claire.mccarthy@changegang.net