Management Engineering & Process Improvement Community October 3, Cynthia Hartmann, MBA, CPHIMS, Six Sigma Lean Black Belt Committee Chair

Transcription

1 Management Engineering & Process Improvement Community October 3, 2014 Cynthia Hartmann, MBA, CPHIMS, Six Sigma Lean Black Belt Committee Chair

2 MEPI COMMUNITY MISSION Support and promote the profession of management engineering and process improvement among the members of HIMSS by providing opportunities for networking, collaboration, publication, promotion and professional development of Management Engineers and Process Improvement professionals in healthcare organizations.

3 Managing Change/Building the Team It s Not Just About the Tools Dr. Jean Ann Larson, FHIMSS, FACHE, DSHS Jean Ann Larson & Associates Managing Partner and Senior Consultant October 3, 2014

4 Dr. Jean Ann Larson, FHIMSS, FACHE, DSHS Jean Ann has over 30 years of experience partnering with executive teams, business owners, leaders and individuals to help them become more productive while bringing results oriented strategic change into their businesses and personal lives. She has worked as an internal consultant, a hospital Director, a chief learning officer and vice-president of several healthcare organizations before starting her own firm. She has a BS in Industrial Engineering, an MBA and a doctorate in organization change from Pepperdine University. Jean Ann and her team bring a portfolio of solutions to businesses and organizations delivering visionary, strategic and innovative solutions that lead to more productive partnerships, transformative learning, new thinking and strategies resulting in higher ROI and successful lasting outcomes. She is the immediate Past-President of the Society for Health Systems of the Institute for Industrial Engineering and a past Vice Chair of the HIMSS board of directors Cultural Transitions Through Strategic Change and Leadership jeanann@jalarson.net

5 Description The purpose of this webinar is to describe and share best practices for managing change through building strong project teams 5

6 Setting the Stage What is change management? Change management and the project team The role of the project team How does building the team help with change management? Best practices for building, maintaining, sustaining and managing change in a project team Questions and discussion

7 Learning Objectives Slide The purpose of this webinar is to help you: Understand change management Understand the role of project teams Explore how strong project teams help facilitate change management Remove barriers and obstacles while providing your team members what they need to ensure success Address challenges of managing diverse teams who already have several day jobs 7

8 Poll #1 What is your primary role at your organization? 1. PI Professional 2. IT professional 3. Clinical informaticist 4. CIO or Senior Executive 5. Other 8

9 9 Why Management Engineering and Change Management? Health care is beyond quick fixes and incremental improvements. We need systemic change To transform the system we need improvements of at least 20-40% - You don t do this with just a sharp pencil Operations and processes have to change We can t just implement more technology and expect better outcomes It is our opportunity to change the world or at least health care 9

10 Management Engineering AND Change Management? Why Us? Why Now? ME s are on the tip of the change spear We need more than just the tools We need to influence and lead change The tools and the techniques are proven and they do work; however, we need to help our organizations use the tools and then adapt organizationally and as appropriate We need systems thinkers and people who think and breathe processes and who can get in the customers and patients shoes 10

11 The Magnitude of Change Seven EIGHT factors cause a dramatic increase in the magnitude of change 1. Faster communications and knowledge acquisition 2. A growing world-wide population 3. Increasing interdependence and competition 4. Limited resources 5. Diversifying political and religious ideologies 6. Constant transitions of power 7. Ecological distress 8. Changing healthcare regulations and restrictions 1-7 Daryl R. Conner, Managing at the Speed of Change 8 PCast Systems Engineering Report and the Affordable Care Act 11

12 A Few Definitions What is change management? Process, approach and set of tools for managing the people side of change so that business results are achieved, on time, and within budget combines project management and human behavior Organizational change management Individual change management and don t forget it starts with us 12

13 A Few Definitions What is a change agent? Individual/group responsible for facilitating the change - diagnose, identify barriers, opportunities, plan, execute, aka a project team Why is it important to develop these skills? The human side of change is often the most critical path You will add value to the project if you are skilled at managing change You must be the change you wish to see in the world - Gandhi 13

14 Avoid Unnecessary Change Not everyone views change positively or the same way that you do Click here

15 15 Change is Inevitable In a fight between you and the world, bet on the world. Franz Kafka

16 Drivers of Change Map Forces External Internal Positive (Growth-Opportunity) New technology available in marketplace Customer satisfaction and/or needs pull you into new products / services New verticals and opportunities identified Strategic relationships / alliances formed Desire to raise the bar achieve new performance levels Merger / acquisition / expansion New product or service New capabilities people or systems Local innovations and best practices Reorganization / restructuring Drivers of Change Conditions Negative (Threats Pain - Fear) New competition Loss of major customer(s) Customer dissatisfaction Aging product or servicedeclining technology Marketplace or market share changing or shrinking New customer requirements cannot be met with current systems Loss of key personnel Aging systems Hit glass ceiling of growth or profitability Eroding margins Increased internal bureaucracy Internal stove piping & conflict Loss of customer focus Loss of flexibility & innovation Source: Change Leadership Linkage Incorporated 16

17 What Does Change Represent to People? Competence Confidence Status Quo = Expectations Met Change = Disruptions in Expectations Comfort Control 17

18 Resistance is a Natural Side Effect of the Change Process Faced with the choice between changing one s mind and proving that there is no need to do so, almost everybody gets busy on the proof. John Kenneth Galbraith 18

19 Where Change Fails or Succeeds Coalition Vision Empowerment S-T Wins Anchoring Complacency Urgency Vision Empowerment S-T Wins Anchoring Lack of Accountability and Progress Urgency Coalition Empowerment S-T Wins Anchoring Inaction / Confusion / Resistance Urgency Coalition Vision S-T Wins Anchoring Frustration Urgency Coalition Vision Empowerment Anchoring Cynicism / Loss of Momentum Urgency Coalition Vision Empowerment S-T Wins Wasted Effort Urgency Coalition Vision Empowerment S-T Wins Anchoring CHANGE Source: Change Leadership Linkage Incorporated Adapted from Leading Change, John Kotter

20 Synchronizing and investing in predictable business success Determine BUSINESS PROCESSES Enable JOBS & STRUCTURE VALUES & BELIEFS Require MANAGEMENT & MEASUREMENT SYSTEMS Induce Source: Reengineering the Corporation Business Synchronicity Cycle 20

21 Poll #2 Who is responsible for leading change in your organization? 1. Senior leaders 2. Management engineers / improvement professionals 3. HR / organization development leaders 4. IT professionals 5. Others? 21

22 A thought. Understand that as the project manager of the team, you are doing nothing less than leading transformational change. You are what I call the pointy end of the spear of change. How well you build the team will have a direct impact on how successful the team is and how well the changes are accepted, implemented and sustained. and here you just thought you were responsible for implementing a new process, system or technology. 22

23 The Role of the Project Team The simple answer To Get to Goal by accomplishing the purpose and goals the team has been assigned Or in other words, Our role is to get past our own agendas, internal politics, conflicting demands on our time and resources in order to collectively achieve a critical business or organizational goal preferably on time and within the budget and with little collateral damage 23

24 The Stages of Team Development Or Riding the Roller Coaster Forming Storming Norming Performing 24

25 Forming Goal Build trust and confidence by: Helping members get to know each other Providing clear direction and purpose Involving members in the team process Providing necessary information and structure Helping the team answer: What is expected of me? Do I belong here? or WANT to belong here? What s in it for me? What s the purpose? 25

26 Storming Goal: To build self-direction: Resolve issues of power Develop and implement how decisions are made and who makes them Adapt to allow the team to become independent Use ground rules Allow all to participate equally Help members answer: Who is in charge? Will I have any influence here? 26

27 Norming During the norming phase you must build cooperation by: Fully utilizing team members skills, knowledge and experience Encourage and acknowledge respect among members Encourage members to work collaboratively Refer to and modify ground rules as necessary Help members answer these questions: How will we effectively handle conflict? Will we develop a cooperative spirit? 27

28 Performing To build openness to change in the performing stage, help team members Understand how to manage change Represent, and advocate for, the team with other groups and individuals Monitor work progress and celebrate achievements in order to help members answer the question: Will we accomplish our goals? 28

29 Poll #3 What Stage Do Most Teams Get Stuck In? 1. Forming 2. Storming 3. Norming 4. Performing 29

30 Obstacles and Challenges to Building the Team Overcoming the 5 dysfunctions of a team 10 common problems with teams Dealing with conflict Managing, controlling and influencing in a matrixed organization But hey! What about my day job? 30

31 The Five Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

32 Dysfunction #1: Absence of Trust Strategy for Overcoming: Identify and discuss individual strengths and weaknesses know yourself and others Spend considerable time in face-to-face meetings and working sessions frequent clear communications 32

33 Dysfunction #2: Fear of Conflict Strategy for Overcoming: Acknowledge that conflict is required for productive meetings understand that it is part of Storming Understand individual team member s natural conflict styles, and establish common ground rules for engaging in conflict ground rules are particularly important 33

34 Dysfunction #3: Lack of Commitment Strategy for Overcoming: Review commitments at the end of each meeting to ensure all team members are aligned assign tasks to individuals not departments or functions Adopt a disagree and commit mentality make sure all team members are committed regardless of initial disagreements when you walk out the door you must have a united front 34

35 Dysfunction #4: Avoidance of Accountability Strategy for Overcoming: Explicitly communicate goals and standards of behavior Regularly discuss performance versus goals and standards 35

36 Dysfunction #5: Inattention to Results Strategy for Overcoming: Keep the team focused on tangible group goals Reward individuals based on team goals and collective success 36

37 The Five Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

38 Poll #4 Think of your organization and/or a project team your managing right now. Which one of these 5 dysfunctions is most common? 1. Absence of trust 2. Fear of conflict 3. Lack of commitment 4. Avoidance of accountability 5. Inattention to results? 38

39 10 Common Team Problems (and Solutions) 1. Floundering 2. Overbearing participants 3. Dominating participants 4. Reluctant participants 5. Unquestioned acceptance of opinions as facts 6. Rush to accomplishment 7. Attribution of motives 8. Discounts and plops 9. Wanderlust: digression and tangents 10. Feuding Team members 39

40 Critical Success Factors in Successful Team Building as part of Project Management 10 ingredients for a successful project team Clear communication guidelines Ground rules Well run meetings Effectively managed conflict 40

41 10 Ingredients for a Successful Team 1. Clarity in team goals 2. A plan for improvement 3. Clearly defined roles 4. Clear communication 5. Beneficial team behaviors 41

42 10 Ingredients for a Successful Team 6. Well-defined decision making processes 7. Balanced participation 8. Established ground rules 9. Awareness of the group process 10.Use of a scientific approach or methodology 42

43 Clear Communication Lead by Example Speak with clarity and directness Be succinct; avoid long anecdotes and examples Listen actively; explore ideas rather than debate them Avoid interrupting and talking when others are speaking Share information on many levels use sensing, thinking and feeling statements as well as statements of intent 43

44 Ground Rules Establish at the first meeting Attendance Promptness Handling conflict Interruptions Conversational rules Don t interrupt, hold one conversation at a time Confidentiality Assignments and accountability Breaks Rotation of responsibilities Meeting time and place Participation

45 Common Responses to Conflict What s yours? If effectively surfacing and managing conflict is so important why do we do any of the following (except problem-solving)? Avoiding Smoothing Forcing Compromising Problem-solving 45

46 Poll #5 What is the most common response to conflict in your organization? 1. Avoiding 2. Smoothing 3. Forcing 4. Compromising 5. Problem-solving 46

47 Best Practices for Team Facilitators Know yourself and your own triggers Have a pre-team workshop to clarify the goals, to begin building morale and get to know each others communications styles and change profiles At each meeting provide a warm up and reconnection reminding the team of the purpose, goal and major milestones met focus on performance Don t start a meeting without ground rules Build on each others strengths 47

48 Best Practices for Team Facilitators Provide frequent updates Facilitate robust discussions and don t back away from conflict Communicate more than you think will ever be necessary Use creativity and brainstorming when you get stuck involve the whole team Use a meeting agenda and meeting purpose 48

49 Best Practices for Meeting Management Prepare for the meeting Use an agenda: Purpose of the meeting Topics covered (clearly stated) and who will lead the discussion, desired outcomes for each topic, e.g. a decision? A plan? A list of options? Time estimates for each topic Include ground rules Start on time Fill key meeting roles facilitator, note taker, timekeeper For the first few meetings include a warm up and make sure everyone knows everyone in the room and their roles (on the team and within the organization) 49

50 Questions and discussion? 50

51 Additional Resources The Team Handbook by Peter R. Scholtes, Brian L. Joiner & Barbara J. Streibel, 3 rd Edition, 2003 Overcoming the Five Dysfunctions of a Team by Patrick Lencioni, 2005 Leading Change, John Kotter, 2012 Surviving and Thriving in Waves of Change for All Healthcare Leaders, Dutch Holland, PhD and Duke Rohe, 2012 Managing at the Speed of Change, How Resilient Managers Succeed and Prosper Where Others Fail, Daryl Connor, 1992, 2006 Caldwell, C., Ed. The Handbook for Managing Change in Healthcare, David W. Hutton-Chapter 23. ASQ Quality Press, Management Engineering: A Guide to Best Practices for Industrial Engineering in Health care, Ed. Jean Ann Larson, 2013 (see chapters 2, 3, 8 and 13) 51