embracing change

Something STOPS

is SITUATIONAL

Something STARTS

is EMOTIONAL

Vs.

Without a transition, a change is just a rearrangement of the furniture. William Bridges

Elements in managing change. (at least two)

Three Goals: To look at change differently & be able to articulate:

Tactics for managing resistance. (at least two)

Steps in the change process. (at least two)

5

Healthcare

Reform

Value-Based

Purchasing

Collaborative

Approach

Public Reporting & More Transparency

More

Change!?!?!?

Lower

Reimbursement

Pay for

Performance

Advances in

Technology

New Flow

Models

Higher

Expectations

1. Establish a sense of urgency.

2. Create a guiding coalition.

3. Develop a clear vision.

4. Communicate the vision for buy-in.

5. Empower people to clear obstacles.

6. Create (& celebrate) short-term wins.

7. Don’t let up (relentless attention).

8. Make it stick (becomes the culture).

Vision Skills Incentives

Resources Action Plan

Establish a vision for the change.

Is it… SHARED?

PURPOSE

Write it down to enhance

accountability!

ACTION PERSON DATES COMMENT

ACTION PLANS

Skills Incentives Resources Action Plan Confusion

Vision Skills Incentives Resources Action Plan

Vision Skills Incentives Resources False Starts

Vision Skills Incentives Action Plan Frustration

Vision Skills Resources Action Plan Gradual Change

Vision Incentives Resources Action Plan Anxiety

Managing Complex Change adapted from Delores Ambrose, 1987

Results

1. Establish a vision (include sense of urgency)

2. Ensure everyone has the skills required.

3. Create buy-in and WIIFM for everyone.

4. Ensure the resources are in place.

5. Create a detailed action plan.

6. Manage the process & resistors.

“Prescription” for Managing Change:

Why do many of us resist change?

• Fear of Control

• Fear of Losing Something

• Fear of Uncertainty

• Fear/Aversion to Surprises

• Fear/Concern of More Work

• Fear of Incompetence

FEAR How do we manage resistance?

P.D.A.

Participation from Everyone

(Staff, MDs, RNs, Ancillary, Stakeholders)

Drill Down on the Source of Resistance

(Find out what motivates people)

Address Concerns with Good Planning

(Vision, Skills, Motivation, Resources, Plan)

P

D

A

it’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.”

M. Ferguson

“It’s not so much that we’re afraid of change, or so in love with the old ways, but it’s the place in between that we

fear…

I love change!

? ? ?

?

?

? ?

Questions?

Thank You!! Eric W. Heckerson RN MA FACHE EricHeckerson@gmail.com

Ambrose, D. (1987). Managing complex change. Pittsburgh, PA: The Enterprise Group, Ltd.

Burke, W. W. (2011). Organization change, theory and practice. (3rd ed.). Loa Angeles, CA:

Sage Publications.

Caffarella, R. S. (2002). Planning programs for adult learners, a practical guide for educators,

trainers, and staff developers. San Francisco, CA: Jossey-Bass.

Knowles, M.S., Holton III, E.F., & Swanson, R.A. (1998). The adult learner: The definitive

classic in adult education and human resource development. Houston, TX: Gulf

Publishing.

Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change

their organizations. Boston, Mass: Harvard Business School Press.

Mayer, R.E. (2007). Multimedia learning. New York, NY: Cambridge University Press.

Pink, D. H. (2011). Drive, the surprising truth about what motivates us. New York, NY:

Riverhead Books.

Reynolds, G. (2008). Presentation zen: Simple ideas on presentation design and delivery.

Berkeley, CA: New Riders Publishers.

Simon, C. (2013). Are you memorable: How many slides do people remember? Self-published

white paper. Retrieved from http://www.reximedia.com/research-white-paper.

References