is a little change enough? *** innovation, imagination & inspiration - acep · university...
TRANSCRIPT
Is a Little Change Enough?***
Innovation, Imagination & Inspiration
Jay Kaplan, MD, FACEPMedical Director of Care Transformation,
LCMC HealthClinical Associate Professor of Medicine,
Emergency Medicine, LSU Health Sciences University Medical Center New Orleans
This Is About Changing And
Growing
“ER”
How We Usually Do What We Do
Our usual practice: Look for what is not
going well and fix it.
Incrementalism: the policy of making small
and gradual changes in policies rather than
radical innovation
“Incrementalism is innovation’s worst enemy.”Nicholas Negroponte, Founding Director MIT Media Lab
“Be the best. It’s the only market that’s not crowded.” George Whalin, author Retail
Superstars
“We have a strategic plan. It’s called ‘doing things.’”
Herb Kelleher, co-founder & Chairman Emeritus, Southwest Airlines
- Social Philosopher Eric Hoffer
“In times of change, learners will inherit the earth while the learned find themselves beautifully equipped to deal with a world that no longer exists.”
What is common about these businesses?
Could this happen to us?
Definitions
Innovation: the introduction of something new; an entirely new idea, method, or device.Imagination: the act or power of forming a mental image of something not present to the senses or never before wholly perceived in reality.Inspiration: The process of being mentally stimulated to do or feel something, especially to do something creative.
More on Inspiration
Inspiration is a feeling of enthusiasm you get from someone or something, that gives you new and creative ideas.If you describe someone or something good as an inspiration, you mean that they make you or other people want to do or achieve something.If you suddenly have an inspiration, you suddenly think of an idea of what to do or say.
Being Innovative
Innovation = the continuous process of asking questions.It is not the process of finding answers.Answers are the things we hold on to in order to define where we are.Questions are the things we ask to define where we could be.
Carpe Diem - Can You Effect Change?
“I’d like to seize the day, but unfortunately
I’m in middle management and
we’re not allowed to.”
I’m just a physician medical director and
Caveat #1: What Brought Us to this Dance . . .
Ain’t Going to Get Us to the Next One . . . .
To keep doing things the same way and expect different results . . .
Caveat #2: The Best Definition of Madness is
Caveat #3: How Most of Us Approach Change
No one is going to create a great
place for us to work or for our patients
to receive care unless we help make it so. . .
Caveat #4: Where There’s No Gardener, There’s No Garden
Caveat #5: No Rest For The . . .
“If the other guy’s getting better, then you’d better be getting better faster
than that other guy’s getting better . . . or you’re getting worse.”
-- Tom Peters The Circle of Innovation
(Forever)
Where Are We On the Journey?Pe
rfor
man
ce
Time
Can see the future but we are still doing well, so let’s hold on and stay the course . . .
Opportunity Lost
Huge Opportunity Gained
For real. What if it weren’t just the rhetoric that confuses corporate performance with life or death, but actual life or death? Yours? What if a doctor said you had to make tough changes in the way you think and act –or your time would end soon? Could you change?
Here are the scientifically studied odds: nine to one. That’s nine to one against you.
Leadership & Excellence
"Excellence can be obtained if you:
... care more than others think is wise;
... risk more than others think is safe;
... dream more than others think is practical;
... expect more than others think is possible."
- K. Sriram @ tompeters.com
From Tom Peters
INNOVATION/INNOVATE*
(E-V-E-R-Y-O-N-E!)
OR DIE
Innovation Tactic #1:WTTMSW
No kidding, this truly is … the only
thing I’ve learned “for sure” … in the 49 years since I began
my managerial career—as a U.S. Navy
construction battalion ensign in Vietnam.
WHOEVERTRIESTHE
MOSTSTUFFWINS
“Show up” and “Try it” are probably
(UNDOUBTEDLY?) the two most durable
pieces of advice that can be imagined—or offered.
On the other hand, they do belong squarely in the
“easier said than done” category. Some organizations
thrive on playfulness (see below); most don’t. Hence
the “simple” idea of a “try it” society/organization is
actually the deepest of cultural issues.
Innovation - 1) a new device, idea or method; 2) the introduction of something new (not old: recently born, built or created; not used by anyone else recently)
Step 1: Think of something about your work/your staff’s work that you don’t like, that bugs you, that isn’t working.Step 2: Believe in your own creativity, ability, power.Step 3: Put your solution in the form of “What if?”Step 4: Decide how you can introduce it.
An Exercise in Innovation
Definition
Appreciative Inquiry is a method of creating
positive transformational change by focusing on
the best of what “is” and what is going right in our
lives as a strategy.
Three Key Principles of AI
People are drawn toward the positive - if enabled to discover, dream, and create such positive world, most people would work to make their dreams reality.Thoughts and words create worlds - Unlike the mortar, bricks, and steel that create much of the physical reality of an organization, the organization’s culture is vested in the values, beliefs, and informal rules and expectations that govern organizational life and that are shaped through human thought and conversation.You create the world you pay attention to - What you focus on determines what you get.
Four Basic Processes
1. Carry the best of the past into the future.
2. Harness the power of imagination and dreaming.
3. Create a blueprint for change that integrates the past and the future.
4. Begin the remodeling or new construction by matching resources with interests and abilities.
Appreciative Inquiry
What is it?
Asking questions such as “Think of a recent successful team project,” or “Have you noticed a colleague go beyond the call of duty recently?” orients team members to build on the positive and even create a shared vision going forward.
Focusing only on what’s wrong in an organization, can lead to exclusive attention to problems and create a negative atmosphere, whereas taking the time to focus on the positives can help individuals recognize what gives life, vitality and joy to the practice.
Appreciative Questions for Team Meetings
What is something that went well for you today?
What was a success that you had recently?
Can you tell me about a recent positive experience that you had in your work or your personal life?
Has a patient or a family member told you that you made a difference?
Have you noticed a team member go beyond the call of duty this week?
Discover
Think of a time (or times) when you feel most deeply alive and engaged in the learning/clinical/work environment…when you really feel like you’re thriving and able to do your best work under even difficult circumstances…when you feel like a valued and contributing member of the community…and when you experience a deep sense of meaning. What does this feel like? Look like? Smell like, etc.? What are your relationships with others like?
Dream
Describe the characteristics/attributes of an ideal learning/clinical/clinical learning environment that would contribute to, nurture, and sustain a culture of well-being or joy (vitality) for clinicians across professions regardless of developmental phase, and the patients they care for. In an ideal world, what would this look like?
Design
What needs to be done to achieve such a culture/environment of well-being? What is under our control as individuals and as a community? Where do we need allies outside of “us” to effect positive change? Who are they and how can we best involve them? In a practical and realistic sense, how can we implement the ideal?
Leadership & Excellence
"Excellence can be obtained if you:
... care more than others think is wise;
... risk more than others think is safe;
... dream more than others think is practical;
... expect more than others think is possible."
- K. Sriram @ tompeters.com
Axiom #1
HARD [Numbers, Plans, Organizational charts] IS SOFT.
SOFT [Relationships, Culture, Listening, Excellence] IS HARD.
Sustaining winners: The mis-named “SOFT STUFF” comes F-I-R-S-T!!!!!!
- Tom Peters
CorollariesYou get things done, for example, on the basis of your patiently developed network of relationships. You imbed a captivating and effective culture by living and reinforcing “the way we do things around here” day after day after day, in fact hour after hour after hour— forever. And the focus on people? Here’s the thing, an organization is nothing more and nothing less than “people (our folks) serving people (our customers and communities).” And for the leader, who is fulltime in the people business, it’s all about people (leaders) serving people (our folks) serving people (customers and communities).
The Speed Trap
You cannot speed up the so-called “soft stuff”—to try and do so is a design for disaster.
*Building/Maintaining Relationships … take time.*Recruiting Allies to your cause … takes time.*Lunch … takes time.*Building/Maintaining a High Performance Culture … takes time. *Reading/Studying … take time.
The Speed Trap II*Waiting (per se) … takes time. *Fierce/Aggressive Listening … takes (lots of!) time.*Practice & Prep for anything and everything … takes time.*MBWA/Managing by wandering around … takes time. *Hiring/Evaluating/Promoting … take time.*Thoughtfulness/Instinctive small gestures (Small>>Big) … take time.*Extreme Humanization … takes time.
In Summary
*E-X-C-E-L-L-E-N-C-E … takes time.
At the end of the day (and the list), you can say with certainty:
All of the so-called “SOFT STUFF” (That is the real “HARD STUFF”) … takes time.
So . . . Let’s . . .
Think InnovationBuild RelationshipsRead/StudyListenRecognize/GestureMBWAWTTMSW
