Leading People Through Change: 7 Critical Success … critical success factors 1. Begin with the end...
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Leading People Through Change: 7 Critical Success Factors Claire McCarthy Garets, MA, FHIMSS Dave Garets, FHIMSS April 2014
Transcript of Leading People Through Change: 7 Critical Success … critical success factors 1. Begin with the end...
Leading People Through Change: 7 Critical Success Factors
Claire McCarthy Garets, MA, FHIMSS
Dave Garets, FHIMSS
April 2014
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
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
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
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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
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How do we experience change?
• Resist, struggle
• Fatigue
• Wariness, uncertainty
• Anger, distrust, cynicism
• Fear, resentment
• Spirit and energy depleting
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It doesn’t have to be like this…
There is a better way-
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What is change management?
Change management
facilitates the
human transition
from current to future
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Purpose of change management
To accelerate the speed at which
people move through the change
process so that anticipated
benefits are achieved faster
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Change management
“When one door closes another
opens, but sometimes it’s hell
in the hallway.”
Sandi Bachom
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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
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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?
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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
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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
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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
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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
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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
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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
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Thank you
Go alone to go fast,
Go together to go farther.
African proverb
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