Utilizing Change Management in Healthcare Online Training

Upon successful completion of this course, you will be able to:   Describe Change Management and why it’s important Identify the various Change Management Methodologies List Kotter’s eight steps for successful change Healthcare   Increasing Productivity Pressure   Value-Based Medicine   Transforming Patient Base   Challenges in Medical Field   Increasing number of patients but decreasing reimbursements Focus on outcomes instead of fee-for-service models Need for integration and collaboration for patient-centered care   Aging population Increase in chronic diseases Consumerism and patient empowerment   Shortage of skilled and qualified staff Increasing complexity of practice   “Our Age of Anxiety is, in great part, the result of trying to do today’s job with yesterday’s tools and concepts.”   Marshall McLuhan Canadian sociologist (1911–1980)   “The most dangerous phrase in the language is ‘We’ve always done it this way.’”   Grace Hopper Rear Admiral, U.S. Navy, and computer scientist (1908–1992)           Definition: What is Change Management? Source: Wikipedia.org. https://en.wikipedia.org/wiki/Change_management.   “Any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business processes, budget allocations, or other modes of operation that significantly reshape a company or organization.”   “Any change, even a change for the better, is always accompanied by drawbacks and discomforts.”   Arnold Bennett English Novelist (1867–1931)   The Challenge of Change Why Change Management? People Want Answers. WHY are we doing this?   What does it look like for me?   What does it mean for me?   What are the impacts to my group and co-workers?   What will you do to support me?   What do you want me to do?   55% 25% % of change initiatives that fail to meet initial objectives   % of organizations that sustain long-term gains from changes   Source: 2013 Towers Watson  Change and Communication ROI Survey Understand why people resist change   Lead by example: Model desired behaviors   Communicate with all teams early and often   Ask employees for input   Organization New strategies New processes   Team   How people act in concert with each other   Individual Individual reaction to change: Embrace? Wait and see? Resist?   John Kotter’s 8-Step Model Prosci’s ADKAR Model Bridges’ Leading Transition Model Lewin’s 3-Stage Change Model Kubler-Ross 5-Stage Model Kotter, John. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review. Kotter, John. 2012. The Big Idea: Accelerate! Harvard Business Review.         Harvard Business Review Leading Change: Why Transformation Efforts Fail   "Change initiatives are notoriously messy, and their reliance on soft skills makes most managers uneasy. But there is a framework that can help you avoid the most common mistakes that befall change efforts."  by: John P. Kotter Harvard Business Review The Big Idea: Accelerate! "How the most innovative companies capitalize on today's rapid-fire strategic challenges — and still make their numbers." by: John P. Kotter Phase 1:Creating a Climate for Change Step 1 Step 2 Step 3 Increase urgency Build a guiding team Get the vision right This phase involves creating a level of positive energy and support required to begin to implement the change. Phase 2: Engaging and Enabling the Entire Organization The second phase is concerned with engaging all of the stakeholders and getting them actively involved in leading and supporting the change. Step 4 Step 5 Step 6 Communicate for buy-in Enable action Create short-term wins Removing structural barriers Overcoming process or system barriers Overcoming gaps in skills, knowledge, attitude, and behaviors Resistant leaders, managers, and supervisors Helpful hints in overcoming resistance More on Practices to Enable Action Phase 3: Implementing and Sustaining the Change Step 7 Step 8 Don’t let up... Do not declare victory too soon Make it stick... The change becomes “the way we do things” The third and final phase concentrates on assuring that the change is successful and enduring, which depends on the change leaders remaining diligent in support of the vision.   Phase 2: Engaging and Enabling the Entire Organization Create a Climate for Change   Engage and Enable   Implement and Sustain 1 2 3 4 5 6 7 8 Create a sense of urgency   Build a guiding team   Create a vision   Communicate the vision   Empower others to act on the vision   Plan for and create short-term wins   Don’t let up – continue to completion   Make it stick – sustain the gains   Congratulations. You have completed the Utilizing Change Management in Healthcare Online Training Course. Let's take some time to review some of the key information that has been reviewed in this training. World Population 2018: 7.6 billion people 2050: 9.3 billion people U.S. Life Expectancy 2018: 78.7 years 2050: 83 years; number of people over age 65 more than twice what it is today Healthcare Changes in Healthcare: ​Aging population Increasing number of patients but decreasing reimbursements Shortage of skilled and qualified staff Need for integration and collaboration for patient-centered care   55% 25% % of change initiatives that fail to meet initial objectives % of organizations that sustain long-term gains from changes Some essentials of change management include: Understand why people resist change Lead by example: Model desired behaviors Communicate with all teams early and often Ask employees for input There are many different change management methodologies but they all address the: Organizational Team and Individual levels Change Management Models include: John Kotter's 8 Step Model Prosci’s ADKAR Model Bridge’s Leading Transition Model Lewin’s 3-stage Change Model and the Kubler-Ross 5-stage Model John Kotter's Change Management Model Leading change management model Framework in place to help manage the most common mistakes encountered during a change management project Continually does research and morphs the methodology to meet the current business environment Materials are easily accessed and available for use Kotter’s Eight Steps to Successful Change can be divided into three phases: Phase one: Creating the climate for change Phase two: Engaging and Enabling staff and Phase three: Implementing and Sustaining the change Kotter's 8 Step Change Management Model: Phase 1: Creating the climate for change Step 1 - Create a sense of urgency Step 2 - Build a guiding team  Step 3 - Create a vision Phase 2: Engage and Empower Staff Step 4 - Communicate the vision Step 5 - Empower others to act on the vision  Step 6 - Plan for and create short-term wins Phase 3: Implement and Sustain the change Step 7 - Don't let up  Step 8 - Make it stick    Kotter, J. 1996. Leading Change. Harvard Business School Press.   Kotter, J. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review.   Kotter, J and Rathgeber, H. 2005. Our Iceberg is Melting. St  Martin’s Press.   Kotter, J. 2012. Accelerate. Harvard Business Review.   Campbell, R.J. 2008. Change Management in Health Care. The Health Care Manager. Volume 27, No 1. pp 23-39. https://www.kotterinc.com World Population U.S. Life Expectancy 2018: 7.6 billion people 2050: 9.3 billion people 2018: 78.7 years 2050: 83 years; number of people over age 65 more than twice what it is today Our World Is Changing Changes in the workplace... The top 10 in-demand jobs in 2013 did not exist in 2004   It is estimated that 65% of children entering primary schools today will work in roles that currently do not exist   The amount of new technical information doubles every 2 years Technology and the Changing Nature of Work The top 10 in-demand jobs in 2013 did not exist in 2004 2018 2000 1990 1980 1970 1960 Creating and using a structured change management plan provides a clear case for: Why the change is important What the future looks like when the change is successful What happens to the organization if you fail to implement successfully Please note that the learning material is for training purposes only! Certain products, product related claims or functionalities (hereinafter collectively “Functionality”) may not (yet) be available in your country. Due to regulatory requirements, the future availability of said Functionalities in any specific country is not guaranteed. Please contact your local Siemens Healthineers sales representative for the most current information. The reproduction, transmission or distribution of this training or its contents is not permitted without express written authority. Offenders will be liable for damages. All names and data of patients, parameters and configuration dependent designations are fictional and examples only. All rights, including rights created by patent grant or registration of a utility model or design, are reserved.   Copyright © Siemens Healthcare GmbH 2019   Please proceed to taking the course assessment.