Blended Solutions Part 2 A Case Study · 2020. 4. 13. · Blended Solutions, Part 2 A Case Study...

Blended Solutions, Part 2A Case Study

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Daniela Robu, [email protected] B. Lazar, [email protected] 1

© Copyright 2020 Daniela Robu & John B. Lazar. All rights reserved worldwide.


John B. Lazar & Daniela RobuOPWL 560

April 14, 2020



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John B. Lazar, MA, MCCCEO ‐ John B. Lazar & Associates

John is CEO, John B. Lazar & Associates, Inc. John has been an NSPI/ISPI member since 1981 and a consultant and coach since 1983. He consults to companies about performance improvement, leadership and management practices, communications, and organizational change. As an executive coach certified as a Master Coach by ICF since 1999, he works with leaders and their teams, altering their perspectives, engagement, and performance. He received his Masters in Clinical Psychology from University of Illinois at Chicago. John is a lifelong Chicago Cubs fan.

Daniela Robu, MSc, CPT, CRP, CHEDirector, Knowledge Management Technology, System Innovation and Programs ‐ Alberta Health Services

Daniela is a Certified Health Executive, has a Master’s of Science in Biomedical Engineering (U of Calgary), Certification in e‐Learning, Adult Learning (U of Calgary), Performance Technology (ISPI, USA), Return on Investment (ROI Institute, USA) and Executive Leadership Education (U of Calgary, U of Alberta and AHS).

Daniela integrates innovative approaches in her work that aim to solve the current business challenges to increase efficiency and efficacy of core business processes, where knowledge is central to organizational performance.


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01 02 03 04

LORUM IPSUM. HERE IS A GOOD PLACE FOR YOUR EXTRA OR ALTERNATE TEXT. EXAMPLE TEXT HERE.

Setting the Context

YOUR DESIGN

LORUM IPSUM. HERE IS A GOOD PLACE FOR YOUR EXTRA OR ALTERNATE TEXT. EXAMPLE TEXT HERE.

Key ConceptsLORUM IPSUM. HERE IS A GOOD PLACE FOR YOUR EXTRA OR ALTERNATE TEXT. EXAMPLE TEXT HERE.

Blended Solution Approach LORUM IPSUM. HERE IS A

GOOD PLACE FOR YOUR EXTRA OR ALTERNATE TEXT. EXAMPLE TEXT HERE.

Lessons Learned

Agenda


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Participants learn to Map HPT model, tools and methodologies

to the organization context Align knowledge management approaches

to technology and business/organization needs

Approach different engagement interventions with stakeholders during proposal, project and operations

Participants have tools to Select a set of interventions to form a

Blended Solution that would be accepted and successful when implemented

Objectives

Photo by Daria Nepriakhina on Unsplash


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Alberta Health Services Collaborative Sites

Setting the Context01


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http://medialibrary.albertahealthservices.ca/#

Alberta Health Services (AHS)

Alberta Health Services (AHS) is Canada’s first and largest province‐wide, fully‐integrated health system, responsible for delivering health services to more than 4.3 million people living in Alberta, as well as to some residents of Saskatchewan, B.C. and the Northwest Territories

Alberta Health Services (AHS) has over 102,700 employees, 14,100 volunteers, and 11,600 physicians.

__________________

106 acute care hospitals, five stand‐alone psychiatric facilities, 8,483 acute care beds, 27,163 continuing care beds/spaces and 249 community palliative and hospice beds, 2,772 addiction and mental health beds plus equity partnership in 41 primary care networks

Programs and services are offered at over 850 facilities throughout the province, including hospitals, clinics, continuing care facilities, cancer centres, mental health facilities and community health sites. https://www.albertahealthservices.ca/


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Optimize the use of technology to improve information and knowledge flow to increase efficiency and effectiveness for business processes

Problem Statement

Performance Gap

Organizational need for information and knowledge management

Easy find and search of info/knowledge Efficient/effective business processes


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Before ‘look’ – Typical SP Site After ‘look’– New Design & Functions Journey

Our Starting Point & Journey


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Collaborative SitesProject, Implementation in Operations, Post Implementation

Performance Improvement/HPT Model

Key Concepts02


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2015 - 2016 2016 - 2017 2017 - 2020

Agree on pain points with stakeholders

Build informalsupport with leaders

Conduct research and environmental scan

Create project structure Steering Team Working Group -Cross

functional team Decide project approach Design – End-user driven Respond to reporting

needs Project evaluation

Create a new cadre of Business Stewards

Develop education & training resources and delivery

Develop Support Model Develop Service Model Design feedback loop

Pre-Project

Project Implementation to Operations

Post-Implementation

2018 - 2020

Develop post-implementation support for Business Stewards and End Users

Develop business rules that complement technology/functionality ones

Respond to specific business needs

Project Output Functional platform in the format of a Template that integrates AHS licensed technology tools (SharePoint & Tableau) that responds to business needs (access, engage, collaborate, manage, monitor) identified by the stakeholders

Collaborative Sites


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Human Performance Technology (HPT) Model (Simplified)Information and knowledge

management need

Difficult find & search for info

Easy find & search for info

Domains of complexityChange Management, Performance

Management, Knowledge Management

Interventions

Evaluation during & end of project, during and after implementation


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Intersection of domainsChange Management, Knowledge Management, Performance Management

Blended Solution Approach03


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Change Management Understand the Template value Facilitate individual change adoption Manage resistance Design Communication, training programs Implement incentive strategy

Performance Management

Sustainability of Blended Solution

Knowledge Management

EASY TITLE

Guerra‐Lopez (2007; 2008)

Introduce KM proven approaches: Lessons Learned, Share success stories, Knowledge Cafes, Knowledge base, Communities of Practice, Ask the Expert

Introduce KM emerging approaches: Newsfeeds, Blogs, Discussion Forums, Activity Dashboards

Align with Human PerformanceImprovement Standards

ChallengesStrategic, Project team, Knowledge worker


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Steering Team11 Business Areas

Project Structure

Agile Methodology

Project Approach

Project Team4 Business Areas

IT/Health Information ExchangeIdentity Access ManagementWeb CommunicationsKnowledge Management

Strategic Clinical NetworksClinical Knowledge Content ManagementEnterprise Information ManagementHealth Information ManagementPrimary Health CarePolicy & FormsHealth Information ExchangeIdentity Access ManagementWeb CommunicationsAnalyticsKnowledge Management

Sponsor Knowledge Management


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Domain ofComplexity

SymptomsPerformance Gaps

Complexity ItemsPotential Root Causes

Corrective Actions Potential Interventions

Change Management

Lower productivity Multitasking CoachingTime Management

Partners and stakeholders beyondthe team are affected by competing priorities

Constant change in a complex health environment

SponsorshipProjects focused/in scope

Worry that employees are not equipped to be successful in the change

Insufficient time for learning MicrolearningKnowledge base - findability

Employees revert back to old ways of doing things

Unavailability of resources to respond quickly to the needs

Training; Coaching use experiments, games to forcethinking outside the familiar

Lack in consistency in following the new guidelines, delays in implementation

Misalignment of users/processes to standards: classification, naming, find methods

CommunicationTraining

Users lose their trust as they embark the change

Initial distrust in support structure for implementation

Resistance management- use approaches that encourage interaction with the new and benefit is evident

Lower utilization or incorrect usage of new processes, systems and tools

Complex designLacks courage to try new behaviour

TrainingCoaching – use approaches that encourage alignment between current and new

From Project to Operations Implementation in 19 DepartmentsBlended Solution= Selected set of Interventions


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Domain ofComplexity



Corrective ActionsPotential Interventions

Knowledge Management

Lower utilization of tools if used incorrectly

Insufficient performance tools developed to enable the employee to apply what they learn in the business context

Sponsorship, implementation team - set up mechanisms to showcase output (correct & incorrect) utilization

Resistance to use the new tools to support their processes

Inadequate understanding of how to use the tools to ensure the knowledge flow and improve business processes

Leadership, implementation team – create environments and scenarios that encourage application of tools using day to day examples and pattern recognition for the employees that contribute to the platform and become subject matter experts.

From Project to Operations Implementation in 19 DepartmentsBlended Solution= Selected set of Interventions


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Domain ofComplexity



Corrective ActionsPotential Interventions

PerformanceManagement

Hoarding of resources and information

Ineffective employee culture – Knowledge Holder instead of Knowledge Stewards

Technology platform not structured to support easy flow and analysis of information

Organizational/HR design –create a new cadre to use the platform – Business Stewards

Sponsorship – strategy on content and access to information and knowledge

Delay in implementation Lack of trust on the new process, perceived as more complex than the current ones

Leadership, implementation team – set up processes to showcase efficiency and WIIFM

Reticence to adapt the new platform

Negative reinforcement for memory of prior poorly managed change

Leadership , implementation team– create environment to share lessons learned –show what is the benefit of the new approach

Ultimate utilization is less than anticipated

Slow down of support mechanism during implementation

Leadership, Communication,Training - Continuous collaboration during and after the project to support the users in their learning journey

From Project to Operations Implementation in 5 DepartmentsFrom Project to Operations Implementation in 19 Departments

Blended Solution= Selected set of Interventions


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Ledge Walking – Effort Benefit Matrix

Lazar, Gillum, & Mortenson (2016); Langdon (1992, p. 203)

“When HP technologists use a variety of interventions to meet a performance need, they must logically integrate the interventions.

Integration is required for maximum effectiveness and efficiency on behalf of performers and their organizations.”


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Change Management Models

Kotter

https://www.managementstudyguide.com/kotters‐8‐step‐model‐of‐change.htm

https://www.mindtools.com/pages/article/newPPM_94.htm

Unfreeze

Change

Refreeze

Change management competencies of an" Individual" within an organization

Change management with the implementation of new initiatives within an organization

ADKAR model

Prosci ADKARLewin


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Change Management Models

Demonstration Project

Complex

Innovative

Urgent

Uncertain

High‐Touch Team

Cross‐functional – small (10 members)

Iterative work (sprints every 4 weeks)

Regular feedback to the Steering Team

Deliver as you go

How it works

Team discusses requirements and objectives with stakeholders

Team commits to deliver a working feature/component of the prototype at the end of each sprintAt the end of each sprint the prototype is reviewed in a Conference Room Pilot and feedback is incorporated in the next sprintCommon tools and processes are used by the team – scrum meetings, working items log, working plan

Prosci ADKAR, Kotter, Lewin


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CollaborativeSiteDesign

Best PracticeOrganizations

Proven &EmergingApproaches


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Business Stewards – Education & Training Path

ADDIE modelInstructional Design

Micro‐learning


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Evaluation

ROI Methodology


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Lessons Learned04


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Lessons Learned

Photo by Joshua Eckstein on Unsplash

Integrate knowledge management approaches and tools to respond to business needs following a user-directed design when implementing technologies

Develop a knowledge sharing platform (Collaborative Sites) that is easy to use and attractive for non-technological staff

Integrate knowledge tools that enhance knowledge worker’s experience, efficiency and effectiveness in their day-to-day work

Adopt new technology even when its increased efficiency and effectiveness requires significant cultural change

Design clear roles and responsibilities for the usage of the platform

Develop support model for users to increase adoption

Users and leaders need to see WIIFM and business value

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References (1 of 3)• Anderson, D., and Ackerman Anderson, D. (2001). Beyond change management. San Francisco: Jossey‐Bass/Pfeiffer.

• Carucci, R.A., and Pasmore, W.A. (2002). Relationships that enable enterprise change. Gilbert, T.F. (1978). Human competence: Engineering worthy performance. New York: McGraw Hill.

• Gilmore, E.R. (2008). An evaluation of the efficacy of Wile’s taxonomy of human performance factors. Dissertation, Indiana University. Retrieved from https://search.proquest.com/docview/304606414

• Green, A. (2013). Making it real: Sustaining knowledge management, adapting for success in the knowledge based economy. UK: Academic Conferences and Publishing International Limited. Available from www.academic‐bookshop.com

• Guerra‐Lopez, I. (2007). Evaluating impact: Evaluation and continual improvement for performance improvement practitioners. Champaign, IL: Human Resources Development Press.

• Guerra‐Lopez, I.J. (2008). Performance evaluation. San Francisco: Jossey‐Bass.

• Haines, S.G., Aller‐Stead, G., and McKinlay, J. (2005). Enterprise‐wide change. San Francisco: Pfeiffer.


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References (2 of 3)• Hackman, J.R. (2002). Leading teams: Setting the stage for great performances.

Boston: Harvard Business Press. • Hubert, C., and Trees, L. (2016). Breaking barriers and influencing behaviours.

Steps towards a knowledge sharing culture. KM Conference, American Productivity Quality Council, Houston, TX, USA.

• Kotter International (2015). 8 steps to accelerate change. E‐book. Retrieved from http://www.kotterinternational.com/ebook/eBook‐Final‐Copyright‐2015.pdf

• Langdon, D.G. (1992). Human performance technology in action: Application examples. In H.J. Stolovitch and E.J. Keeps (Eds.), Handbook of human performance technology. San Francisco: Jossey‐Bass, 188‐207.

• Lazar, J.B., Gillum, T., and Mortenson, K. (2016, September). Changing the game. Game‐changing strategies that unleash performance improvement. Pre‐conference workshop presentation at ISPI EMEA conference, Bonn, Germany.

• Lazar, J.B., and Robu, D. (2015). Accelerating the development of learning organizations: Shifting paradigms from current practice to human performance improvement. Theoretical and Applied Economics, XXII (1/602), 259‐274.

• Malopinsky, L.V., and Osman, G. (2006). Dimensions of organizational change. In J.A. Pershing (Ed.), Handbook of human performance technology. (3rd ed.). San Francisco: Pfeiffer, 262‐286.


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References (3 of 3)

• McCauley, C., and Fick‐Cooper, L. (2015). Direction, alignment, commitment: Achieving better results through leadership. Greensboro, NC: CCL Press.

• Phillips, P.P., Phillips, J.J., Stone, R.D., and Burkett, H. (2007). The ROI field book. Burlington, MA: Butterworth‐Heinemann

• Robu, D., and Lazar, J.B. (2016, September). Innovative approach to a virtual collaboration platform. Presentation at ISPI EMEA conference, Bonn, Germany.

• Rosenberg, S., and Mosca, J. (2011). Breaking down the barriers to organizational change. International Journal of Management & Information Systems, 15(3).

• Trees, L. (2015). Choosing the right knowledge transfer approach. White paper. Houston, TX, USA, American Productivity Quality Council, USA. Retrieved from https://www.apqc.org/knowledge‐base/documents/choosing‐right‐knowledge‐transfer‐approach

• Van Tiem, D.M., Moseley, J.L., and Dessinger, J.C (2012). Fundamentals of performance improvement through people, processes, and organizations. San Francisco: ISPI Wiley.

Blended Solutions Part 2 A Case Study · 2020. 4. 13. · Blended Solutions, Part 2 A Case Study...

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