Catholic Health Initiatives Spiritual Care Series. Organizational Change Management (OCM)

Transcription

1 Catholic Health Initiatives Spiritual Care Series Organizational Change Management (OCM) Presented by: Jerri Brooks Director, Organizational Change Management Master Change Agent Updated 11/7/2013 1

2 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 2

3 Your Takeaway Listen and discern Investigate the resources within your system and get connected 3

4 Understanding and Connecting Our Strategic Intent CHI Human Resources Organizational Change Management Understanding our Organizational Change Management Approach What It Is Where We Live How We Work Hard Wiring Organizational Change Management Competency Development 4 4

5 PEOPLE Quality Stewardship Growth 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 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. 5 5

6 PEOPLE Our ministry calls for exceptional people 6

7 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 Gut Jack Welch (GE) 7

8 The Way Change Happens The Change Acceleration equation: E = Q x A 3 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 62% of quality efforts fail (from lack of attention to the cultural and people sides of change the A ) 8

9 Change Acceleration Process Methodology Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Current State Transition State Improved State Making Change Last Monitoring Progress Changing Systems & Structures Organizational Communications Work-Out Methodology Issues / Barriers Solutions CHI s methodologies for leading change and producing results Brainstorm Prioritize Brainstorm Prioritize 9 9

10 Leading Change Creating a Shared Need Shaping a Vision Current State Mobilizing Commitment Transition State Making Change Last Monitoring Progress Improved State Changing Systems & Structures Organizational Communications 10

11 CAP Model L e a d i n g C h a n g e Leading Change: Having a champion who sponsors the change. Leadership provides the time, passion and focus for the effort. 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 Vision The desired outcome of change is clear, legitimate, widely understood and shared. Mobilizing Commitment Key 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 Last Once change is started, it endures and flourishes. Learnings are transferred throughout the organization. There is consistent, visible and tangible reinforcement of the change. Monitoring Progress Progress is real. Benchmarks are set and realize. Indicators are established to guarantee accountability. Changing Systems & Structures Making sure that the management practices are aligned to complement and reinforce the change (staffing, development, measures, rewards, communication, organizational design, resources, systems). S y s t e m s & S t r u c t u r e s 11

12 Work-Out Basics The Process of a Work-Out Before the Work-Out During the Work-Out After the Work-Out Planning & Scoping Issues and Barriers Solutions Opening and Set-up Diverge Converge Diverge Converge Report out Wrap up Double Diamond Follow-up Summary 12

13 CAP Overview Effective 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 A 3 = E A proven formula for results 13

14 Where Organizational Change Management Lives Patricia G. Webb Executive Vice President and Chief Administrative Officer / Chief Human Resources Officer Carol Keenan Vice President National and Corporate Services Regina Hutchinson Vice President Learning and Chief Learning Officer Enterprise HR Executive Leader Clarence Hauer Vice President, HR Strategy and Operations Enterprise HR Executive Leader HR Strategic Services and Service Delivery Model Development Nada Vanous Vice President Employee Benefits and Wellness Marilyn Jones-Davis Senior Director Organizational Change Management 14 14

15 How Organizational Change Management Works Marilyn Jones-Davis Senior Director Organizational Change Management Misty Fryman Executive Assistant Teri Clough Director Jerri Brooks Director Carolyn Foss Director Gary Altman Director JudyAnn Mundis Stephen Director Lisa Chapin Manager Certified Master Change Agents Teaching & Training Priority (Chartered) Initiatives 15 15

16 Our ministry calls for exceptional people Change Management competency is hard wired into CHI s leadership development and assessment Leadership Development 1. Integrity 6. Coaching & Developing Others 2. Vision 7. Rewarding Performance 3. Inspirational Leadership 8. Change Leadership 4. Accountability 9. Collaboration & Teamwork 5. Innovation 10. High Performance Performance Culture Assessment Challenges the status quo Annual Talent Reviews 360 o PCA Executive Executive Assessment Assessment Organizational Organizational Report Report John John Smith Smith Catholic Catholic Health Health Initiatives Initiatives July July ment Areas sment Areas k Style rk Style tion ition oning soning and and ion Making ision Making ership dership tiveness ctiveness anagement Management Strengths Opportunity for Development Work Approach Change Leadership Problem Solving Emotional Resilience Career Ambition 1 John 2 Bill 3 Sue deliver better results Annual Leadership Effectiveness Review 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 Q38. Understands and applies Catholic Health Initiatives change management practices Change Leadership Aptitude / Experience LER Executive Assessment Recruitment 16

17 Organizational Change Management Vision & Elevator Speech Vision: Organizational change management creates a bold path to achieving a change resilient organization where leaders are innovative in navigating, preparing, managing and sustaining the health of our business, communities and patients. Elevator Speech: A change resilient organization inspires people to feel engaged and work collectively towards a common objective. This builds trust, clear communication and accountability along with the individual desire to build new competencies that support the future. Progress is actualized and sustained through measurements and rewards. Organizational change management will equip our people, our most important resource, with strong change management foundational knowledge, tools and the ability to be innovative and creative in reducing resistance and successfully preparing, managing and sustaining a change resilient culture. As a result of the accelerated pace and increased magnitude of change within healthcare, leaders need robust change management competencies and a bold enabling framework. A common approach focused on the people side of change supports the transition to new ways of providing healthcare and reaching successful outcomes. 17

18 What Questions do you have? 18