creating a cultural blueprint for a highly engaged healthcare organization, a presentation by joe...
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- 1. Creating a CulturalBlueprint for a Highly-Engaged HealthcareOrganizationAONE 46th Annual Meeting & ExpositionJoe Tye, Values Coach Inc.Carol Wahl, Good Samaritan HospitalCopyright 2013, Values Coach Inc. 1
- 2. 2If we dont answer yourquestions or to requestfollow-up information, giveme a card or email:Joe@JoeTye.com
- 3. Question #1When did thehealthcare crisisbegin?3
- 4. 4
- 5. Question #2When will thehealthcare crisisend?5
- 6. 6
- 7. Before we beginlets go on a littlerafting trip7
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- 14. Companies that study employeeengagement* consistently find:~ 25% fully engaged~ 60% not engaged~ 15% aggressively disengaged* e.g. Gallup, HR Solutions, Press Ganey14
- 15. Disengagedpeople, especiallydisengaged managers, are aquality defectJim Clifton: The Coming Jobs War15
- 16. Disengagementnegatively effects16
- 17. Clinical quality17
- 18. Patient safety18
- 19. Patientsatisfaction19
- 20. Productivity20
- 21. Marketingimage21
- 22. Job security22
- 23. But whats evenmore tragic...23
- 24. It has a life-diminishingimpact on the disengaged.24
- 25. Disengagement [is] oneof the chief causes ofunderachievement anddepression.Edward M. Hallowell, M.D. in HBR, 12-1025
- 26. 26
- 27. The journey from mereAccountabilityto a culture ofOwnership27
- 28. Accountable28
- 29. AccountabilityDoing what you are supposedto do because someone elseexpects it of you. It springsfrom the extrinsic motivationof reward and punishment.29
- 30. You cannot hold peopleaccountable for thethings that really matter.30
- 31. Nobody ever changesthe oil in a rentalcar!31
- 32. OwnershipDoing what needs to be donebecause you expect it ofyourself. Ownership springsfrom the intrinsic motivationof personal pride.32
- 33. Who Owns Left Field?33
- 34. InvisibleArchitectureInvisible Architecture is atrademark of Values Coach Inc. 34
- 35. The BlueprintBehindthe Blueprint
- 36. Invisible architecture, notbuildings, determines whetheryou are a good hospital, agreat hospital, or just anotherhospital.36
- 37. Invisible architectureis to the soul of yourorganization whatphysical architectureis to its body.
- 38. Core Values arethe Foundation38
- 39. Core valuesdefine what youstand for andwhat you wontstand for39
- 40. 40People who are clearestabout their personal visionand values are significantlymore committed to theirorganizations.James Kouzes and Barry Posner:A Leaders Legacy
- 41. When a critical mass ofpeople connect withand act upon their corevalues, they will have apositive impact on
- 42. Corporate culture isthe superstructure
- 43. Culture is to theorganization whatpersonality andcharacter are to theindividual.
- 44. SamebusinessDifferentcultures
- 45. Culture eats strategyfor lunch!45
- 46. 46
- 47. If culture eats strategyfor lunch, shouldnt youhave a culture plan tocomplement yourstrategic plan?47
- 48. Culture doesnt changeunless peoplechange, and that isemotionalwork!48
- 49. Emotional attitudeis the interior dcor
- 50. 50
- 51. How would youcalculate theROI on a smilelike this?51
- 52. 52A positive workplaceculture begins withintolerance for toxicemotional negativity.
- 53. 53One toxically negativeperson can drag downmorale and productivityof an entire workunit.
- 54. 54It is a leadershipresponsibility to create aworkplace environmentwhere toxic emotionalnegativity is nottolerated.
- 55. 55
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- 57. 57
- 58. 58Harlan CountyHospitalBrodstoneMemorialHospital
- 59. Alverno Clinical Laboratories 59
- 60. White RiverHealth System 60
- 61. Star Valley Medical Center61
- 62. Battle Creek VA Medical Center62
- 63. Building aculture ofownership63
- 64. Do you have to start with theright people on the bus?64
- 65. You cant alwayschoose who you haveon the bus!65
- 66. 66
- 67. You cant just throwall the wrongpeople off the bus!67
- 68. 68
- 69. You can create a bus thateveryone wants to ride69
- 70. That is the sort ofculture Carol Wahland her team areworking toward at70
- 71. Good Samaritan HospitalKearney,Nebraska71
- 72. CHI/GSH Core Values Core Values (RICE) Respect Integrity Compassion Excellence72
- 73. GSH Culture Connection. . .making thestory of the GoodSamaritan a livingreality.73
- 74. Living the StoryCreateAlignmentCreateConnections74
- 75. Our PrioritiesPersonalCare DeliveryService StandardsCHI/GSH Core Values75
- 76. Triple Aim + OneA sustainable health care systemneeds to be:Good for patients (theexperience of care)Source: Blue Shield California76
- 77. Triple Aim + OneA sustainable health care systemneeds to be: Good for the community(population health)Source: Blue Shield California77
- 78. Triple Aim + OneA sustainable health care systemneeds to be: Good for the economy(affordable)Source: Blue Shield California78
- 79. Triple Aim + OneA sustainable health care systemneeds to be: good for providers(business model, career)Source: Blue Shield California79
- 80. Our Timeline:Core Action Values TrainingSenior Team support (April 2009)Leadership retreat (July 2009)Open staff presentations (May &August 2010)80
- 81. Our Timeline:Core Action Values TrainingSpark Plug training (Jan 2011)Distributor Cap leadership todepartmentsDSER maintain the momentum(2012)81
- 82. From Authenticity toLeadership, these valuesreflect who we want tobe as an organizationand as individuals
- 83. Hospital ActivitiesCulture CouncilThe things that can be counted dontalways count and the things that countcant always be counted.Einstein84
- 84. Hospital ActivitiesRural Health ValuesCollaborative85
- 85. Hospital ActivitiesCommunityEducation throughthe Chamber ofCommerce 87
- 86. Hospital Activities88Daily overheadreading of promisesfrom The Self-Empowerment Pledge
- 87. Hospital ActivitiesPatient andemployee stories89
- 88. Department ActivitiesUnit-based councils90
- 89. Department Activities91
- 90. Department ActivitiesDSER groupBottom-up innovation tends tobe chaotic but smart. Top-downinnovation tends to be orderly butdumb. -- Rich Carlson, SRI92
- 91. The 6 Es of Employee Engagement1. Expect2. Educate3. Enable4. Energize5. Evaluate6. Elevate93
- 92. Key lessons wevelearned through ourwork on culturaltransformation94
- 93. Lesson #1aLaunching a movement is alot harder than starting aprogram it is also muchmore likely to achieve alasting positive impact95
- 94. 96Lesson #1bAchieving critical massrequires approximately 30%population commitment
- 95. Lesson #1cYou need enough peoplemoving fast enough toescape negativity,pessimism, cynicism, andinertia of the past97
- 96. Lesson #2aTop down direction andsupportANDBottom up passion andinnovation98
- 97. Lesson #2bPeople must believesenior leadershipbelieves in and iscommitted to thecultural vision
- 98. Lesson #2cMiddle managements meresupport is not enough they must be gung hochampions for change
- 99. Lesson #3You need a blueprint foryour Invisible Architectureand a culture plan tocomplement your strategicplan
- 100. The Culture Blueprint102
- 101. The Culture PlanUse the Culture MappingSchematic to map out plansfor actions you can take topromote a stronger culture ofownership.103
- 102. 104
- 103. Lesson #4aStart from where yourculture is and align andevolve
- 104. Lesson #4bAvoid identification of thechange process with anysingle individual orprogram.
- 105. Lesson #4cCreate initiativecoherence by being clearabout how variousprojects reinforce oneanother
- 106. Lesson #4dCelebrate successesthrough stories
- 107. Lesson #5Proceed untilapprehended!
- 108. WWFD?Build a Culture of Ownershipon aFoundation of ValuesTransforming People through the Power of ValuesTransforming Organizations through the Power of People
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