addressing care challenges for mental health
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Because everyone matters. IBM Health and Social Programs Summit, October 2014 Nicoletta Tessler, Psy.D., M.B.A. Vice President & Chief Administrative Officer Jackson Behavioral Health Hopsital Bill Emmet Executive Director The Kennedy Forum Pete Early Best selling author journalist & mental health advocateTRANSCRIPT
© 2014 IBM Corporation
Tuesday, October 21
2:00-2:45
Addressing Care Challenges for Mental Health
2
Nicoletta Tessler, Psy.D., M.B.A.Vice President & Chief Administrative Officer
Jackson Behavioral Health Hopsital
Addressing Care Challenges for Mental Health
3
Bill EmmetExecutive Director
The Kennedy Forum
Addressing Care Challenges for Mental Health
4
Pete Early
Best selling author journalist & mental health advocate
Addressing Care Challenges for Mental Health
© 2014 IBM Corporation
Nicoletta B. Tessler, Psy.D., M.B.A.
Vice President & Chief Administrative Officer
October 21, 2014
How Do We Define the Future of Behavioral Healthcare?
ACCELERATE
CHANGE
CHANGE IS HARD70 percent
of all change efforts fail!
ChangeFatigue
A True Sense of Urgency is a Prerequisite for
ChangeWhen do we know we are there?
• We are aware of looming hazards and great opportunities around us.
• We feel a sense of urgency.
• We have a powerful desire to make changes and win – NOW!
Step 1:
Establish Our Sense of Urgency
Complacency and false urgency are buzz kills
We are urgent about what,
exactly?
Step 2:
Create Our Guiding Coalition
We are better as a team than we are as individuals
A diverse many, not a limited few
Power of Change Volunteerism! “Want To and Get To”
Step 3:
Develop Our Change Vision
Change never happens through authoritarian decree or
micromanagement
Step 4:
Communicate our Vision for Buy-In
BH needs to understand what’s in it for us once we’ve
successfully achieved the vision
Step 5:
Empower Broad-Based Action
We need to identify common barriers
that stand in our way of our change vision
What are our barriers?
Step 6:
Generate Short-Term Wins
We need compelling evidence of change – immediately!
Where and how will we publicize our
successes?
Step 7:
Never Stop Fighting
• Maintain momentum• Maintain a sense of urgency • Continue learning from
experience
Does our problem still feel urgent and
relevant?
Step 8:
Incorporate Change into The Culture
Everyone needs to believe in it
The Change Becomes
“The way we do things around
here,” says BH.
PLAYING TO WIN
Overview of Playing to Win
#1 Our strategy is about making choices
#2 Our strategy is about increasing the odds of success
#1 Our Strategy Is About Making Choices
To win, JBHH must choose to do some things and not others
#2 Our Strategy Is About Increasing the Odds of SuccessThere is no such thing as a PERFECT strategy
JBHH Strategy
How willwe win?
What is our winning aspiration?
What capabilities must we have?
Where will we play?
JBHH Strategy Cascade
How willwe win?
What is our winning aspiration?
What capabilities must we have?
Where will we play?
What Is Our Winning Aspiration?
A winning aspiration is a future-oriented statement about the guiding purpose of the organization: • What does JBHH exist to do?• What does winning mean for
us?
JBHH Strategy Cascade
How willwe win?
What is our winning aspiration?
What capabilities must we have?
Where will we play?
Where Will We Play?
This choice defines the playing field on which we choose to compete: • Care integration• Our catering business• Expanding reach• Clinical expansion
It is also about where NOT to play
JBHH Strategy Cascade
How willwe win?
What is our winning aspiration?
What capabilities must we have?
Where will we play?
Playing to Win versus Playing to Play
• Doesn’t have a winning element but focuses on simply serving a customer segment
PLAYING TO PLAY
• Starts with patients rather than money—what does it mean to win with JBHH customers?
PLAYING TO WIN
How Will We Win?
This choice is about how we will win on the playing field we’ve chosen.
What is our competitive advantage?
The Two Fundamental Ways to Win
• Achieve financial strength• Ensure care is effective and
efficient• Commit to evidence-based
practices• Drive innovation
LOW COSTDIFFERENTIATI
ON
Sustainable
Competitive
Advantage
JBHH Strategy Cascade
How willwe win?
What is our winning aspiration?
What capabilities must we have?
Where will we play?
Which Capabilities Must We Have?
Capabilities are the activities that enable JBHH to bring the where-to-play and how-to-win choices to life.
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Nicoletta Tessler
Bill Emmet
Pete Earley