Change Is Constant: The Next Wave Of Clinical Technology

Transcription

1 Change Is Constant: The Next Wave Of Clinical Technology December 3, 2015 at 2:00pm EST Presented By: Darrell Cunningham, MPPA, Community Resources Division Director at Mecklenburg County Department of Social Services Sharon Hicks, Senior Associate, OPEN MINDS York Street, Gettysburg, Pennsylvania Phone: info@openminds.com

2 Learning Objectives I. Understanding change management and why change is important for your patients and practice II. III. Outline the stages of change management What a successful implementation using change management models looks like 2

3 Change Management: What Is It? Why Does It Matter? One of the most misunderstood components of EHR selection and implementation is the amount of change that is involved. If we do it right, it s more than just learning how to use a new system, it is also changing the way that we approach the care that is provided and the team that is providing the care How to include change management in all facets Why? Because workflow redesign is endemic to new system implementation. You can t separate them. You have to help your team embrace them! So we recommend that you build change management principles and practices into the project team and project plan from the very beginning. 3

4 Change Models Kurt Lewin, known as one of the modern pioneers of social, organizational and applied psychology, developed a change model involving three steps: Unfreezing Creating the perception that change is needed and setting the vision for the future Changing Applying the new models and refining them Refreezing Reinforcing and solidifying the new state after change is implemented Many who study change management now feel that the concept of refreezing is no longer pertinent since change happens daily. 4

5 Refining The Model John Kotter, the Konosuke Matsushita Professor of Leadership, Emeritus at Harvard Business School, has written extensively on change management His model also has three components: Creating a climate for change Engaging and enabling the organization for change Implementing and sustaining the changes In Dr. Kotter s writing however, he does address the fact that, in some ways, change is never ending In our next slide, we see how Dr. Kotter has further expanded the three phases into a cycle. 5

6 The Cycle Of Change Institute change Create a sense of urgency Build a guiding coalition Sustain new models of action BIG IDEA Form strategic vision 6 Generate short terms wins Enable action by removing barriers Enlist assistance

7 Creating A Climate For Change Establishing a sense of urgency What could be improved from our current state? What is better about the future state? Why do we have to change NOW? Building a guiding coalition Who are the natural leaders (champions) for this change initiative? What team building is needed to form a cohesive team? Creating a vision for the future state What will life be like in the future state for the people we serve? For our staff? For ourselves? 7

8 Engaging & Enabling The Organization Communicate the future state Be innovative Incorporate ceremony Empower others to take action toward accomplishing the future state Ensure that staff have a clear understanding of the authority you are giving them Delegate leadership roles for training scheduling and workflow redesign Plan for and create short-term wins Recognize high levels of achievement and promote good ideas 8

9 Implementing & Sustaining The Changes Using your guiding team (internal champions) to: Continue to focus on problem areas To promote solutions using new tech Train, retrain, and offer technical assistance to rapidly address problems Celebrate the successes as often as you can DON T GIVE UP! 9

10 Resistance To Change (Or Being Human ) Change creates uncertainty and people hate that Even when everyone agrees that what you are doing now is not optimal, people will fight to retain the status quo But people also love to feel as they have a stake, so one way to help people through the general resistance is to engage them in the process Let them help with the vendor selection/creating RFP criteria/creating the future vision, etc. Find your champions early and use them consistently A good part of resistance to change is fear based so address how people are feeling instead of what they are directly saying Results speak volumes so celebrate all success, create events, have fun, and be inclusive 10

11 How Mecklenburg County Successfully Implemented a New EHR Solution Darrell Cunningham, MPPA, Community Resources Division Director at Mecklenburg County Department of Social Services

12 How We Created A Climate Of Change Communication, communication, communication Ensured that everyone could see the bigger picture Hosted change management sessions for supervisors and managers Empowered leaders to be the change champions Made sure everyone had access and dedicated time to the change management team 12

13 How We Engaged & Enabled The Organization For Change Testing Include employees that will be doing the work Managing the frustration Help others cope with change by launching staff led teams Training before implementation Should have included real life situations 13

14 How We Implemented & Sustain The Changes Break up items into phases Assess and refresh staff led teams as necessary 14

15 Q&A