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Leading Innovation in Healthcare Claudia Q. Perez
Guideline for Innovation Coaching <ul><li>Innovation Coaching </li></ul><ul><ul><li>Challenge the status quo </li></ul></u...
Guideline for Innovation Coaching (2) <ul><li>Metrics </li></ul><ul><ul><li>Qualitative </li></ul></ul><ul><ul><li>Quantit...
Guidelines for Emotional Competency <ul><li>Self-Reflection </li></ul><ul><ul><li>Find time apart </li></ul></ul><ul><ul><...
Guidelines for Emotional Competency (2) <ul><li>Vulnerability & Taking Risks </li></ul><ul><ul><li>Innovative leader makes...
Guidelines for Emotional Competency (3) <ul><li>Find Ways to Recognize &Manage Challenges </li></ul><ul><ul><li>Exhibit co...
Guidelines for Emotional Competency (4) <ul><li>Understand the Emotional Elements of Change </li></ul><ul><ul><li>Understa...
Accommodate Change, Innovation & Creativity <ul><li>Adapt quickly to change while living in the potential </li></ul><ul><l...
Continuous Learning with Chaos & Complexity <ul><li>Continuously grow and develop knowledge while recognizing the value of...
Resiliency During Chaos <ul><li>Remain calm </li></ul><ul><li>Find deeper meanings </li></ul><ul><li>Translate meaning int...
Guidelines for Balance Between Structure & Creativity <ul><li>Personality Balances </li></ul><ul><ul><li>Using the DISC an...
1. Become Vulnerable: This promotes free flow of information that one is unaware of.
2. Take Risks: Increases the number of possibilities/methods/processes for a common  process ultimately leading to the cor...
3. Stretch Organizational Capacity: Promotes cross-pollination and provides more  solutions.
4. Live the New Capacity: New knowledge is created and implemented.
5. Evaluate Outcomes: Identify the best solution and analyze where other solutions  can be applied.
6. Cherish New Knowledge: Share the new knowledge across; decreases time spent  on creating a similar solution and also pr...
Create Knowledge Centric Organizations <ul><li>Create websites and database structures to house and transfer content </li>...
Create Communities of Practice (CoP) <ul><li>For employees with common practice or interest </li></ul><ul><li>Develops net...
Create Communities of Interest (CoI) <ul><li>Bring together eclectic group of thinkers and learners anxious to explore </l...
Create Special Collaborative Channels <ul><li>Easy to use </li></ul><ul><li>Meaningful </li></ul><ul><li>Open </li></ul>
Create Trust <ul><li>Allowing mutual influence </li></ul><ul><li>Clarifying mutual expectations </li></ul><ul><li>Meeting ...
Promote Different Learning Styles <ul><li>Computer-based </li></ul><ul><li>Debate </li></ul><ul><li>Dialogue </li></ul><ul...
Promote Environment for Knowledge Sharing <ul><li>Drive process improvement - leads to new knowledge creation </li></ul><u...
Promote Knowledge Building <ul><li>Align strategic direction - more information shared, better collaboration between peopl...
Provide Technical Facility <ul><li>Intelligent agents  </li></ul><ul><li>Powerful search algorithms </li></ul><ul><li>Sema...
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Leading Innovation in Healthcare

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Transcript of "Leading Innovation in Healthcare"

  1. 1. Leading Innovation in Healthcare Claudia Q. Perez
  2. 2. Guideline for Innovation Coaching <ul><li>Innovation Coaching </li></ul><ul><ul><li>Challenge the status quo </li></ul></ul><ul><ul><li>Take risk </li></ul></ul><ul><ul><li>Innovative thinking principles, behaviors and metrics </li></ul></ul><ul><ul><li>Embrace uncertainty </li></ul></ul><ul><ul><li>Re think the way we do things Structure, process </li></ul></ul><ul><li>Innovation Strategy </li></ul><ul><ul><li>Creativity with vision, rules and deadlines </li></ul></ul><ul><li>Innovation Process </li></ul><ul><ul><li>Democratizing Innovation </li></ul></ul><ul><ul><li>Expect evidence based process </li></ul></ul><ul><ul><li>Valuing multiple intelligence </li></ul></ul><ul><ul><li>Provide time for reflection or idea generation </li></ul></ul><ul><ul><li>Recognize the value of the anomaly </li></ul></ul><ul><ul><li>Develop capacity for rational risk taking </li></ul></ul><ul><ul><li>Form new partnerships </li></ul></ul>
  3. 3. Guideline for Innovation Coaching (2) <ul><li>Metrics </li></ul><ul><ul><li>Qualitative </li></ul></ul><ul><ul><li>Quantitative </li></ul></ul>
  4. 4. Guidelines for Emotional Competency <ul><li>Self-Reflection </li></ul><ul><ul><li>Find time apart </li></ul></ul><ul><ul><li>Focus in a quiet place </li></ul></ul><ul><ul><li>Do daily reading </li></ul></ul><ul><ul><li>Focus on one insight each day </li></ul></ul><ul><ul><li>Translate insights into action </li></ul></ul><ul><ul><li>Encourage others to reflect </li></ul></ul><ul><ul><li>Maintain a calm demeanor </li></ul></ul><ul><li>Emotionally Competent Behaviors </li></ul><ul><ul><li>Solicit opinions of team members in meetings </li></ul></ul><ul><ul><li>Listen until the other person is finished talking </li></ul></ul><ul><ul><li>Be able to deal with disappointment </li></ul></ul>
  5. 5. Guidelines for Emotional Competency (2) <ul><li>Vulnerability & Taking Risks </li></ul><ul><ul><li>Innovative leader makes themselves vulnerable by taking risks and asking their team to step out of their comfort zone </li></ul></ul><ul><li>Recognize Individuality and the &quot;Human Element&quot; </li></ul><ul><ul><li>Focus on individual performance to fulfill organizational goals </li></ul></ul><ul><ul><li>Engage individuals toward organizational goals </li></ul></ul><ul><ul><li>Translate goals into practice </li></ul></ul><ul><ul><li>Find points of good fit between service and system </li></ul></ul><ul><ul><li>Assure internal efforts match external culture </li></ul></ul><ul><ul><li>All team members are enthused in their work </li></ul></ul>
  6. 6. Guidelines for Emotional Competency (3) <ul><li>Find Ways to Recognize &Manage Challenges </li></ul><ul><ul><li>Exhibit constant readiness </li></ul></ul><ul><ul><li>Have continuous presence toward others </li></ul></ul><ul><ul><li>Be willing to explore </li></ul></ul><ul><ul><li>Embrace challenges </li></ul></ul><ul><ul><li>Demonstrate and exhibit uncertainty </li></ul></ul><ul><ul><li>Question everything </li></ul></ul><ul><ul><li>Create good questions </li></ul></ul><ul><ul><li>Avoid permanent answers </li></ul></ul><ul><ul><li>Engage team members </li></ul></ul>
  7. 7. Guidelines for Emotional Competency (4) <ul><li>Understand the Emotional Elements of Change </li></ul><ul><ul><li>Understand the emotions that may be involved (uncertainty, fear, excitement, etc) </li></ul></ul><ul><ul><li>Fear of the unknown </li></ul></ul><ul><ul><li>Being vulnerable </li></ul></ul><ul><ul><li>Making mistakes </li></ul></ul><ul><ul><li>Technology barriers </li></ul></ul><ul><ul><li>Learning and understanding resistance of others to change </li></ul></ul>
  8. 8. Accommodate Change, Innovation & Creativity <ul><li>Adapt quickly to change while living in the potential </li></ul><ul><li>Look for subtle shifts and always search for more information while reading the landscape well </li></ul><ul><li>Use diverse networks of colleagues and continuously communicate with others </li></ul><ul><li>Use strategic opportunities and circumstances that generate a demand for change </li></ul>
  9. 9. Continuous Learning with Chaos & Complexity <ul><li>Continuously grow and develop knowledge while recognizing the value of chaos in change </li></ul><ul><li>Commit to personal growth and development for yourself and for those you lead </li></ul><ul><li>Do not expect competence from others if you are not committed to personally growing for yourself. </li></ul><ul><li>Chaos serves as an opportunity for personal and collective transformation providing a vehicle for changing behaviors. </li></ul>
  10. 10. Resiliency During Chaos <ul><li>Remain calm </li></ul><ul><li>Find deeper meanings </li></ul><ul><li>Translate meaning into action </li></ul><ul><li>Engage others </li></ul><ul><li>Translate signposts </li></ul><ul><li>Stimulate dialogue </li></ul><ul><li>Keep people moving </li></ul><ul><li>Give form to the chaos </li></ul><ul><li>Describe new behaviors </li></ul><ul><li>Change expectations </li></ul>
  11. 11. Guidelines for Balance Between Structure & Creativity <ul><li>Personality Balances </li></ul><ul><ul><li>Using the DISC and VARK to assess each individual in group and help with understanding of learning styles and personality styles </li></ul></ul><ul><ul><li>Respect </li></ul></ul><ul><li>Evaluation of Issues </li></ul><ul><ul><li>Asserting individual ownership </li></ul></ul><ul><ul><li>Sharing ideas </li></ul></ul><ul><ul><li>Discussion of Pro's and Con's </li></ul></ul><ul><ul><li>Each individual has a voice </li></ul></ul><ul><ul><li>Majority vote on complicated issues </li></ul></ul><ul><li>Bylaws & Rules </li></ul><ul><ul><li>Emails and phone calls returned in a 24 hour period unless otherwise specified </li></ul></ul><ul><ul><li>Respect </li></ul></ul><ul><ul><li>If unable to do a task—ask for help! </li></ul></ul><ul><ul><li>Provide support </li></ul></ul><ul><ul><li>Equal contribution and team effort </li></ul></ul><ul><ul><li>High quality work </li></ul></ul>
  12. 12. 1. Become Vulnerable: This promotes free flow of information that one is unaware of.
  13. 13. 2. Take Risks: Increases the number of possibilities/methods/processes for a common process ultimately leading to the correct solution.
  14. 14. 3. Stretch Organizational Capacity: Promotes cross-pollination and provides more solutions.
  15. 15. 4. Live the New Capacity: New knowledge is created and implemented.
  16. 16. 5. Evaluate Outcomes: Identify the best solution and analyze where other solutions can be applied.
  17. 17. 6. Cherish New Knowledge: Share the new knowledge across; decreases time spent on creating a similar solution and also promotes horizontal learning.
  18. 18. Create Knowledge Centric Organizations <ul><li>Create websites and database structures to house and transfer content </li></ul><ul><li>Orchestrate interactions among individuals, teams, and communities </li></ul><ul><li>Oversee and operate exchange of goods, services and knowledge transactions </li></ul><ul><li>Serve as a media agent between various departments in an organization </li></ul>
  19. 19. Create Communities of Practice (CoP) <ul><li>For employees with common practice or interest </li></ul><ul><li>Develops networks to exchange ideas </li></ul><ul><li>Keep up to date on the state of the art </li></ul><ul><li>Solve problems </li></ul>
  20. 20. Create Communities of Interest (CoI) <ul><li>Bring together eclectic group of thinkers and learners anxious to explore </li></ul><ul><li>Share new ideas in an area outside their individual practice </li></ul>
  21. 21. Create Special Collaborative Channels <ul><li>Easy to use </li></ul><ul><li>Meaningful </li></ul><ul><li>Open </li></ul>
  22. 22. Create Trust <ul><li>Allowing mutual influence </li></ul><ul><li>Clarifying mutual expectations </li></ul><ul><li>Meeting expectation </li></ul><ul><li>Reducing controls </li></ul><ul><li>Sharing relevant information </li></ul>
  23. 23. Promote Different Learning Styles <ul><li>Computer-based </li></ul><ul><li>Debate </li></ul><ul><li>Dialogue </li></ul><ul><li>Images </li></ul><ul><li>Lectures </li></ul><ul><li>Reading </li></ul>
  24. 24. Promote Environment for Knowledge Sharing <ul><li>Drive process improvement - leads to new knowledge creation </li></ul><ul><li>Encourage story telling </li></ul><ul><li>Facilitate availability of expertise </li></ul><ul><li>Move people across various departments </li></ul><ul><li>Promote innovation and creativity </li></ul><ul><li>Share mistakes and failures as lessons of processes that will not work </li></ul>
  25. 25. Promote Knowledge Building <ul><li>Align strategic direction - more information shared, better collaboration between people </li></ul><ul><li>Build awareness </li></ul><ul><li>Develop and monitor knowledge systems and processes </li></ul><ul><li>Perform knowledge audit and identify knowledge needed </li></ul><ul><li>Reduce learning cycle time, provide access to the breadth of knowledge available </li></ul><ul><li>Value and encourage </li></ul>
  26. 26. Provide Technical Facility <ul><li>Intelligent agents </li></ul><ul><li>Powerful search algorithms </li></ul><ul><li>Semantic interpreters </li></ul>
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