catholic health initiatives spiritual care champions organizational change management (ocm)...
TRANSCRIPT
Catholic Health Initiatives Spiritual Care Champions
Organizational Change Management(OCM)
Presented by: Jerri Brooks
Director, Organizational Change Management
Master Change Agent
1Updated 11/7/2013
Objectives• Making the case for why change leadership is needed and important to success
for Healthcare Spiritual Care Providers• Provide an example of how one system has implemented a systematic
methodology – CAP – CHI Connect and OneCare example (CHI Connect laying people off with compassion for the long term growth of an organization.)
• This is an introduction and will not make you an expert or master change agent• This presentation will provide you with information on a methodology for
initiating and sustaining change successfully and it will provide resource to learn more if you are interested. Prosci Denver based change research company, The Heart of Change Field Guide – Book
• We will suggest implications for Spiritual care and offer an opportunity for questions
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Your Takeaway
• Listen and discern• Investigate the resources within your system
and get connected
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Understanding our Organizational Change Management Approach• What It Is• Where We “Live”•How We “Work”
Understanding and Connecting Our Strategic Intent
“Hard Wiring” Organizational Change Management• Competency Development
Organizational Change Management
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Develop leaders characterized by their abilities to manage legacy, results, relationships and strategic partnerships.
Implement workforce planning and practices to drive strategy, implementation and support a culture of greater consistency and high performance across CHI.
Design, implement and expand effective models for physician alignment and engagement that improve care delivery and affordability, financial performance and market growth.
PEOPLE
Cultivate and advance a ministry culture that forms, supports, and develops the necessary talent to become a leader in healthcare practice and outcomes.
Leadership Formation
Workforce Planning & Practices
Physician Engagement
Quality Stewardship Growth
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PEOPLE
Our ministry calls for exceptional people
“As I look back now….I really believe GE was so successful because we became a factory for leaders, leaders leading change. It was fundamental to the results culture we depended on”.
- From the GutJack Welch (GE)
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The Way Change HappensThe Change Acceleration equation:
E = Q x A3 Effective results (E) are equal to the quality of the solution (Q) times the acceptance (A) and accountability (A) for the implementation and ensuring that stakeholders have the ability (A) to achieve desired outcomes
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62% of quality efforts fail(from lack of attention to the cultural
and people sides of change – the “A”)
Changing Systems & Structures
CurrentState
TransitionState
ImprovedState
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
Leading Change
Organizational Communications
Changing Systems & Structures
CurrentState
TransitionState
ImprovedState
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
Leading Change
Organizational Communications
Brainstorm Prioritize Brainstorm Prioritize
Issues / Barriers Solutions
Work-Out Methodology
CHI’s methodologies for leading change…and producing results
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Change Acceleration Process Methodology
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Changing Systems & Structures
CurrentState
TransitionState
ImprovedState
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
Leading Change
Organizational Communications
Changing Systems & Structures
CurrentState
TransitionState
ImprovedState
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
Leading Change
Organizational Communications
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Leading Change:Having a champion who sponsors the change. Leadership provides the time, passion and focus for the effort.
Changing Systems & StructuresMaking sure that the management practices are aligned to
complement and reinforce the change (staffing, development, measures, rewards, communication, organizational design, resources,
systems).
Creating a Shared Need The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance.
Shaping a VisionThe desired outcome of change is clear, legitimate, widely understood and shared.
Mobilizing CommitmentKey stakeholders are identified, resistance is analyzed, and actions are taken to gain strong commitment from key constituents to invest in the change and make it work.
Making Change LastOnce change is started, it endures and flourishes. Learnings are transferred throughout the organization. There is consistent, visible and tangible reinforcement of the change.
Monitoring ProgressProgress is real. Benchmarks are set and realize. Indicators are established to guarantee accountability.
CAP Model
Leading
Change
Systems
&
Structures
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Issues and Barriers Solutions
Opening and Set-up
Planning &
Scoping
Before the Work-Out
During the Work-Out
Report outWrap up
Follow-upSummary
After the Work-Out
Diverge Converge Diverge Converge
Work-Out Basics The Process of a Work-Out
“Double Diamond”
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A proven formula for results
CAP OverviewEffective Results (E) are equal to the Quality (Q) of the solution times the Acceptance (A) of the
idea and Accountability (A) and Ability (A) for the implementation
Q x A3 = E
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Where Organizational Change Management “Lives”
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Patricia G. WebbExecutive Vice President and Chief Administrative Officer /
Chief Human Resources Officer
Carol KeenanVice PresidentNational and
Corporate Services
Nada VanousVice President
Employee Benefits and Wellness
Regina HutchinsonVice President
Learning and Chief Learning OfficerEnterprise HR Executive Leader
Clarence HauerVice President, HR Strategy and Operations
Enterprise HR Executive LeaderHR Strategic Services and Service Delivery Model
Development
Marilyn Jones-DavisSenior Director
Organizational Change Management
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How Organizational Change Management “Works”
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Certified Master Change Agents
Teaching &
Training
Priority(Chartered)Initiatives
Marilyn Jones-Davis Senior Director
Organizational Change Management
Carolyn FossDirector
Misty FrymanExecutive Assistant
Gary AltmanDirector
Jerri BrooksDirector
JudyAnn Mundis StephenDirector
Teri CloughDirector
Lisa ChapinManager
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LER
Change Management competency is “hard wired” into CHI’s leadership
development and assessment
Annual Leadership Effectiveness Review
Performance Culture Assessment
Leadership Development
Executive Assessment Organizational Report
John Smith
Catholic Health Initiatives
July 2009
Executive Assessment Organizational Report
John Smith
Catholic Health Initiatives
July 2009
Assessment Areas
Work Style
Ambition
Reasoning and Decision Making
Leadership Effectiveness
Self Management
Assessment Areas
Work Style
Ambition
Reasoning and Decision Making
Leadership Effectiveness
Self Management
Career Ambition
Emotional Resilience
Problem Solving
Change Leadership
Work Approach
Opportunity for Development
Strengths
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Sue
2
Bill
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John
Career Ambition
Emotional Resilience
Problem Solving
Change Leadership
Work Approach
Opportunity for Development
Strengths
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Sue
2
Bill
1
John
1. Integrity
2. Vision
3. Inspirational Leadership
4. Accountability
5. Innovation
6. Coaching & Developing Others
7. Rewarding Performance
8. Change Leadership
9. Collaboration & Teamwork
10. High Performance
Challenges the status quoChallenges the status quo
Q36. Takes personal ownership for leading change to deliver better results
Q38. Understands and applies Catholic Health Initiatives change management practices
Q36. Takes personal ownership for leading change to deliver better results
Q38. Understands and applies Catholic Health Initiatives change management practices
Change Leadership Aptitude / Experience
360o
PCA
Executive Assessment Recruitment
Annual Talent Reviews
Our ministry calls for exceptional people
Organizational Change Management Vision & Elevator Speech
Vision: Ingrain a change management culture where leaders at all levels across the enterprise use and apply the Change Acceleration Process (CAP) as the foundation for leading change and utilize CAP & Work-Out tools in their everyday activities to support the accelerated pace, success and sustainment during the increased magnitude of change initiatives in healthcare.
Elevator Speech: OCM is about hardwiring change management as a critical success factor to build the acceptance, accountability and ability across the organization to reach success and insure sustainment of changes; Developing a change management culture and preparing leadership through leadership development, training, coaching and guidance for usage and measurement of CAP (Change Acceleration Process) and Work-Out. This is important because with the accelerated pace and increased magnitude of change within healthcare, leaders need strong change management competencies based on a common approach and language focused on the people side of change to manage the change and reach successful outcomes faster. We need your support and full engagement by applying change management into every aspect of your daily work.
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What Questions do you have?
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