3/17/2015

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YouCanLeadaHorsetoWaterButYouCan’tMakeitDrink:

TheRoleofData,ActiveManagement,andEffectiveChangeManagement

StrategiesinCompliance

KristineKoontz,PhD,SSGBAmyDianeShort,MHSA,CSSBB

PresentationOverview

• Icebreaker• DMAIC• Stakeholderengagement• Embeddingmetricsintodailyoperations

Active Learning

IceBreaker

• Let’sgettoknoweachother!

• Whentheballgetstossedtoyou,shoutoutyourresponsetothetopicunderyourrightthumb

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SuccessfulOrganizations

• Understandwhattheircustomerswant

• Understandhowtheyaremeasuringup

• Candescribe,monitorandadjustprocesses

• Canexamineandsupportemployeeperformance

andfunctions

• Canquicklyidentifyandrespondtointernaland

externaldemands

What Compliance IssueKeeps You Up at Night?

SuccessfulOrganizationsUseDMAIC

DefineMeasureAnalyzeImproveControl

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Define &Measure

Findawaytomaketheimportantmeasurableinsteadofmakingthemeasurableimportant

KeyPerformanceIndicators(KPIs)

• Howdoyoumeasuresuccess

• Typeofperformancemeasurement

• Helpanorganizationdefineandmeasureprogress

• Linkedtoanorganization’smissionandvision

• Shouldincluderegularexaminationsofgoals/expectations

WhyAreKPIsImportant?

• Sustainabilityinanewera

• Performanceinformationisfrontandcenter

• Increasethepaceofeffectivedecision‐making

• Decisionsneedtobetargetedandinformed

• UseofKPIsembeddedintomanagementwillenabletheseabilities

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AnalysisandImprovement

• ProcessMapping

“Ifyoucan’tdescribewhatyouaredoingasaprocess,thenyoudon’tknowwhatyouaredoing”

‐‐Deming

• ParetoCharts

‐‐Thepowertodifferentiatetheimportantmanyfromthevitalfew

“InGodwetrust.Allothers,bringdata.”‐W.E.Deming

ProcessMapping

“Tofindouthowtoimproveproductivity,qualityandperformance‐‐‐askthepeoplewhodothework.”‐‐HarvardBusinessReview

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ProcessMappingina Nutshell

“Everysystemisperfectlydesignedtogettheresultsit

gets.”

Theonlywaytogetdifferentresultsistochangethesystem

PilotingImprovement andChange

Wemustremember…

AllImprovementsstemfromchange,butnotallchangesareimprovements

&

Hopeisnotanimprovementstrategy

TheEngineforInnovation&Change:PDSACycleSTARTHERE

Plan

• Objective• Predictions• Plan to carry out the cycle (who, what, where, when)

• Plan for data collection (who, what, where, when)Do

• Carry out the plan

• Document observations

• Record data

Study

• Analyze data

• Compare results to predictions

• Summarize what was learned

Act

•What changes need to be made?

• Next cycle?

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HoorahforPDSA!• Action‐orientedlearning

• Scientificprocess• Hypothesize• Experiment• Evaluate• Synthesize

• Avoid“analysisparalysis”

• LessonsinSTUDYandACTbecomepublicknowledgeandspeedsgeneralization

• Minimalexpenditures$$

• Verticalteamfacilitatesbuy‐in

TesttheChange

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PDSA:Processchange

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Control

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MissionImpossible

ItTakesaTeam!

But…I’mAllAloneSustainable,transformative,changerequiresanengaged,interdisciplinary,team

• Letyourleadershipknowwhatyouneed

• Worktheseprinciplesasbestyoucaninyouownsphere• Ittakestime• Ittakesconstanteffort• It’sworthit!

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SuccessfulOrganizations

• Understandwhattheircustomerswant

• Understandhowtheyaremeasuringup

• Candescribe,monitorandadjustprocesses

• Canexamineandsupportemployee

performanceandfunctions

• Canquicklyidentifyandrespondtointernaland

externaldemands

…Ismultifactorialandcomplicated!

• Today’sfocusison:• Stakeholderengagement

• Communication(bitesized!)

StakeholderEngagement

Stakeholder:Anybodywhocanaffectorisaffectedbyanorganization,strategyorproject

FromOGCSuccessfulDeliveryToolkit2005

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StakeholderEngagement

Whatyougetfromstakeholderengagement:• Agreementonpurposeanddirection(i.e.buy‐in)ofaprojectorprogram

• Earlyidentificationofpotentialissues,conflictsandbenefits

• Generationofnewideas• Defusionofconflictsituationsbeforetheseimpedeprogress

• Increasedcommunitycohesionandstrengthenedsharedidentity

REVITStakeholderEngagement:AToolKithttp://www.revit‐nweurope.org/selfguidingtrail/27_Stakeholder_engagement_a_toolkit‐2.pdf

StakeholderEngagementKeyelementsforstakeholderidentification:• Whoisdirectlyresponsibleforthedecisionsontheissues?• Whoisinfluentialinthearea,communityand/ororganization?• Whowillbeaffectedbyanydecisionsontheissue(individualsandorganizations)?

• Whorunsorganizationswithrelevantinterests?• Whoisinfluentialonthisissue?• Whocanobstructadecisionifnotinvolved?• Whohasbeeninvolvedinthisissueinthepast?• Whohasnotbeeninvolved,butshouldhavebeen?

REVITStakeholderEngagement:AToolKithttp://www.revit‐nweurope.org/selfguidingtrail/27_Stakeholder_engagement_a_toolkit‐2.pdf

WhoAreYourStakeholders?

NameandRoleStrategicObjective

ScopeofInfluenceCoherencewith

ObjectiveYes*No*Indifferent

KeyAlliances

Jane Doe, Clinic Manager Care Delivery Clinical site/staff Indifferent Corporation VP HR

Adaptedfrom“MainstreamingParticipation”http://www.fsnnetwork.org/sites/default/files/en‐svmp‐instrumente‐akteuersanalyse.pdf

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PrioritizeYourStakeholders

KeepSatisfied ManageClosely

Monitor(MinimumEffort) KeepInformed

www.mindtools.com

PowerVs.InterestGrid

StakeholderActions

Someone'spositiononthegridshowsyoutheactionsyouhavetotakewiththem:

• Highpower,interestedpeople:thesearethepeopleyoumustfullyengageandmakethegreatesteffortstosatisfy

• Highpower,lessinterestedpeople:putenoughworkinwiththesepeopletokeepthemsatisfied,butnotsomuchthattheybecomeboredwithyourmessage

www.mindtools.com

StakeholderActionsSomeone'spositiononthegridshowsyoutheactionsyouhavetotakewiththem:

• Lowpower,interestedpeople:keepthesepeopleadequatelyinformed,andtalktothemtoensurethatnomajorissuesarearising.Thesepeoplecanoftenbeveryhelpfulwiththedetailofyourproject

• Lowpower,lessinterestedpeople:again,monitorthesepeople,butdonotborethemwithexcessivecommunication

www.mindtools.com

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UnderstandYourStakeholders• Whatfinancialoremotionalinterestdotheyhaveintheoutcomeofyourwork?Isitpositiveornegative?

• Whatmotivatesthemmostofall?

• Whatinformationdotheywantfromyou?

• Howdotheywanttoreceiveinformationfromyou?Whatisthebestwayofcommunicatingyourmessagetothem?

• Whatistheircurrentopinionofyourwork?Isitbasedongoodinformation?

• Whoinfluencestheiropinionsgenerally,andwhoinfluencestheiropinionofyou?

www.mindtools.com

UnderstandYourStakeholders• Dosomeoftheseinfluencersthereforebecomeimportantstakeholdersintheirownright?

• Iftheyarenotlikelytobepositive,whatwillwinthemaroundtosupportyourproject?

• Ifyoudon'tthinkyouwillbeabletowinthemaround,howwillyoumanagetheiropposition?

• Whoelsemightbeinfluencedbytheiropinions?Dothesepeoplebecomestakeholdersintheirownright?

www.mindtools.com

StrategicTip:BeCompellingDon't"pushitthrough"– it'smuchbettertoconvincepeoplethatit'simportantandurgent–onlythatwaycanyougetaclearcommitmentfromothers• Whatconditionscreatetheneedforchange?

• Whataretheunderlyingcauses?

• Haveyouidentifiedandmadeacaseforthechange?

• Haveyouidentifiedtheonecrucialreasonforchange?

• “WIIFM”?www.mindtools.com

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StrategicTip:GettheWordOut

One size does not fit all forcommunication

• Whichstakeholderswillneedregularoneononechats?

• Doyouneedtodoorganizationwide“townhalls”?

• Dopeopleatyourorganizationreademailsreliably?

• Canyouputarticlesinthecompanynewsletter?

• Whichregularoperationalorstaffmeetingsshouldyouattend?

• Isaspecialactivityrequiredtogainattention?www.mindtools.com

But…I’mAllAloneSustainable,transformative,changerequiresanengaged,interdisciplinary,team

• Letyourleadershipknowwhatyouneed

• Worktheseprinciplesasbestyoucaninyouownsphere• Ittakestime• Ittakesconstanteffort• It’sworthit!

SuccessfulOrganizations

• Understandwhattheircustomerswant

• Understandhowtheyaremeasuringup

• Candescribe,monitorandadjustprocesses

• Canexamineandsupportemployeeperformance

andfunctions

• Canquicklyidentifyandrespondtointernal

andexternaldemands

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ActiveManagementvs.Auditing

ActiveManagementvs.Auditing

Component ActiveManagementwith

Data

Auditing

Scale Population Sample

Time Closetorealtime Retrospective

Opportunitiestoexamine

Performance Status

Frequent Dependentonauditschedule

Focus CurrentandFuture RetrospectiveandFuture

Organizational Risk Catchissues quickly Depends onAudittimeframe

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Questions?