3
We are resource to help our clients position themselves for
sustainable success in a rapidly changing environment.
www.tsphealthcare.com
4
The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic
Peter Drucker
◦Culture of “change readiness”
◦Goal alignment among stakeholders
◦Well developed Strategic Plan
◦ Leadership at all levels
7
◦ Respond to changes in a way that minimize risk
◦Create advantages
◦ Facilitate sustainable success (key)
8
9
Behaviors that are rewarded or punished
What our team members think and believe
o Values that establish the norm for
behavior
10
Currently, do our behavioral “norms” (all levels of the organization)
◦ Allow us to respond to change constructively and timely to minimize risk
◦ Create advantages for the organization (and our customers)
◦ Provide a foundation for sustainable success
11
Policy ◦ Statement about our intent
“Employees are key stakeholders, and their feedback is vital to our success”
“Customer service is #1 priority”
Cultural aspect◦ What actually occurs routinely?
◦ Which team members are rewarded?
12
Can the CEO or “C-Suite” alone position the organization for sustainable success in a rapidly changing environment?
◦ Who must predominantly execute change successfully?
15
C = D x V x F > R
C = Change
D = Dissatisfaction with the current state
V = (Positive) vision for the future
F = First concrete steps toward the vision
R = Resistance to change
Source: Richard Beckhard and David Gleicher, refined by Kathie Dannemiller
16
An individual’s perception of the organization’s readiness for change can impact their involvement in implementing change initiatives
Fear of failure creates a fear of learning, which parallels a fear of change
◦ Many staff members may believe change implies a loss of the security that goes with a specific job
Source: (organizational readiness for change: an empirical investigation – journal of personal selling and sales management)
17
Leadership’s role
◦ Communicate the need to become change ready
◦ Communicate the vital role the team plays in developing and executing the strategy
◦ Demonstrate commitment (change is tough)
18
Tendency of leadership to look for quick fixes in lieu of taking a longer term perspective**
Implementing piece-meal solutions in lieu of a systems perspective**
Does our culture reward intelligent risk taking?
** Source: (organizational readiness for change: an empirical investigation – journal of personal selling and sales management)
19
Detrimental Change
Change for the sake of change
Change based primarily upon fear
Constructive Change
Decisions are made from relevant facts
Communication across all levels
Recognize & acknowledge
20
Change for the sake of change
If it ain’t broke don’t fix it
Culture
C suite
Board
Staff
Managers
Reactive
Resistance
21
Strategic Consideration
Can we execute on the change?
Do we need help?
Communication across the organization should answer these key questions
23
A first step toward change readiness – assess your team’s beliefs (Board through staff)
Reconcile perceptions
Subjective process – but important
25
Different questions may apply to different groups
◦ Board vs. management vs. staff
Scale 1 – 10, and include “don’t know” as an option
26
Sample operations question
◦ Departments do not operate in “silos,” rather, operational decisions are made in consideration of the organization overall
Managers, staff
27
Our physicians / providers believe they have a leadership role in positioning our organization for success under ACA payment reform
28
Sample Board Governance question
◦ The Board understands its fiduciary requirements as outlined by the OIG with regard to quality, patient safety and compliance
◦ The Board believes it has the resources necessary to assist in preparing the organization for the future
29
Compute an average score for each question
Pay attention to variance between high and low scores (perception gap)
Share results with stakeholders and discuss next steps
30
A quick and fun exercise you can perform with your staff
What is our initial perspective about change?
32
Leadership is not a position on the organization chart, it’s an attitude (i.e. some leaders are not decision-makers)
Ratio of leaders required during times of rapid change
33
Leadership:
• Presses for change
• Deals with change
Management:
• Promotes Stability
• Deals with Complexity
Leadership Actions
• Setting Direction
• Aligning
• Communicating
• Motivating and Inspiring
Management Actions
• Planning
• Organizing & Staffing
• Problem Solving
34
Organizations follow where their cultures lead, not the other way around.
Are your leaders equipped to positively influence your organizational culture?
35
What about your culture?
◦ Allow us to respond to change constructively and timely to minimize risk
◦ Create advantages for the organization (and our customers)
◦ Provide a foundation for sustainable success
Top Related