Health 2.0 pre ga slides day 1 & change management
-
Upload
salmaan-sana -
Category
Education
-
view
473 -
download
0
description
Transcript of Health 2.0 pre ga slides day 1 & change management
Ground Rules
Keep Phones ON!
Agenda Presentation
Agenda
Feedback
Introduction to Technologies
Introduction to Technologies
Photo/Video
Introduction to Social Media
“Nameshapers model”
the Steps
Confusion
Concerns
Create
Customise
Communicate
Communicate
Control
Confusion
Create
CustomiseCommunicate
Control
Concerns
Why use it?
Why use it?
Communicate
tweet
#hashtag
retweet
Photo
link
Control
Control
My organization must change/adapt/do things differently to remain competitive.
My organization must change/adapt/do things differently to remain competitive.
My organization will become irrelevant if it does not change.
My organization must change/adapt/do things differently to remain competitive.
My organization will become irrelevant if it does not change.
My organization approaches change effectively.
My organization must change/adapt/do things differently to remain competitive.
My organization will become irrelevant if it does not change.
My organization approaches change effectively.
I will become irrelevant if I do not change.
My organization must change/adapt/do things differently to remain competitive.
My organization will become irrelevant if it does not change.
My organization approaches change effectively.
I will become irrelevant if I do not change.
I will be less competitive as a doctor if I do not change.
My organization must change/adapt/do things differently to remain competitive.
My organization will become irrelevant if it does not change.
My organization approaches change effectively.
I will become irrelevant if I do not change.
I will be less competitive as a doctor if I do not change.
I manage change effectively.
Resisting Change?
Why does change occur?
Change =(Dissatisfaction x Vision x Process)
(Collins & Devanna 1992)
Why does change occur?
Kotters 8 Elements
Create UrgencyIdentify potential threats, and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
Form a Powerful Coalition
Identify the true leaders in your organization.
Ask for an emotional commitment from these key people.
Work on team building within your change coalition.
Check your team for weak areas, and ensure that you have a good mix of people from
Create a Vision for ChangeDetermine the values that are central to the change.
Develop a short summary (one or two sentences) that captures what you "see" as the future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can describe the vision in five minutes or less.
Practice your "vision speech" often.
Communicate the Vision
Talk often about your change vision.
Openly and honestly address peoples' concerns and anxieties.
Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision.
Lead by example.
Remove ObstaclesIdentify, or hire, change leaders whose main roles are to deliver the change.
Look at your organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's needed.
Take action to quickly remove barriers
Create Short-term Wins
Look for sure-fire projects that you can implement without help from any strong critics of the change.
Don't choose early targets that are expensive. You want to be able to justify the investment in each project.
Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with an early goal, it can hurt your entire change initiative.
Build on the Change
After every win, analyze what went right and what needs improving.
Set goals to continue building on the momentum you've achieved.
Learn about kaizen, the idea of continuous improvement.
Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
Anchor the ChangesTalk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions.
Human behavior and phases in change
Process
Why are people “Stability Seeking?”
4 phases of a Change Process
Alertness
Understanding
Acceptance
Action
you need to focus on becoming a manager of each phase
The Change Process
Information Concerns
Personal Concerns
Management/Implementation Concerns
Impact Concerns
Collaboration Concerns
Refinement Concerns
Information concerns
What is the change?
Why is it needed?
What is wrong with the way things are now?
How much and how fast does the institution need to change
Personal Concerns
How will the change impact me personally
Whats in it for me?
How will i find the time to implement the change?
How it will affect my role in the institution
Do i have to learn new skills
Management/Implementation
What do i need to do? (in what sequence)
Do we have the resources?
What happened if it doesn’t work out as planned? (who can help?)
What other processes and systems will change?
Is what we are experiencing typical?
Is the timeline appropriate?
Impact Concerns
Are we making progress? Are things getting better? In which areas?
Is the effort worth it?
Collaboration Concerns
Who else should be involved?
What more can I do to help implement change?
How can we involve others in what we are doing?
Refinement Concerns
How can we make the change even better?
What else can we change to get even more benefits?
Successful Change Happens when....
Successful Change Happens when....
People have an opportunity to express their concerns and influence how the change is
Your Role?
Your Role?
Information Provider
Role Model
Facilitator
Assessor
Planner
Resource Developer
and one more....
and one more....
Change Agent ;o)
Members of a Change team
Problem knowers
Problem Solvers
Resource Controllers
Decision Makers
Problem Knowers
Individuals familiar with the people and processes, situations, history etc.
Critical in helping define and clarify the precise nature of the problem that requires change
Often intimately invested in what needs to be changed, so they may not always be supportive of change
Problem Solvers
People with creativity and innovative thinking
Generate ideas and possibilities-Brainstorming
Often valuable to have people from outside the domain
Resource Controllers
People with access to or control over resources needed for implementing a solution
teachers, space, money, expertise, technology, coordination
Decision makers
the people who have final authority or approval
Can kill months of works in a few minutes
Keep them involved and informed
Leading the Change
Get the right people on the team
Pay attention to the interpersonal dynamics of the team
Communicate communicate, communicate