John Kenagy at Consumer Centric Health, Models for Change '11

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Changing Minds to Change Behavior

Changing Minds to Change Behavior

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  • 1. Changing Behavior to Change Behavior…? Opportunities in 21st Century Healthcare John W. Kenagy, MD Consumer-Centric Health Innoventions October 12, 2011 Slides? john@johnkenagy.com ©2011 John Kenagy, Adaptive Design, Ideal Patient Care and Learning Line are trademarks of john Kenagy
  • 2. The 21st Century Healthcare Opportunity Thriving in 21st Century healthcare means providing much more andbetter care at continually lower cost. That’s a marvelous opportunity, but… ©John W. Kenagy, 2011
  • 3. The Path of Opportunity… Characteristics of Success1. The Facts – Successful innovators adapt and thrive by rapidly developing opportunities that others don‟t. “It‟s not best practice …” – Historically successful Mindsets, Methods, Strategies and Structures alwaysslow, stall or stop new adaptive opportunities. “It‟s almost impossible …”3. The Opportunity – Develop new, internal adaptive capacity. “‟Designed to adapt’ is a opportunity….” ©John W. Kenagy, 2011
  • 4. On a path….. ©John W. Kenagy, 2011
  • 5. On a path…. ©John W. Kenagy, 2011
  • 6. The doctor adapting….. ©John W. Kenagy, 2011
  • 7. On a path….THE DOCTOR WHO WAS A PATIENT BECOMES AN EXECUTIVE ©John W. Kenagy, 2011
  • 8. Sustainable innovation in a complex, dynamic, unpredictable business? What’s the path….? ©John W. Kenagy, 2011
  • 9. Disruptive InnovationThe 21st Century Healthcare Opportunity….? List 1 List 2 Digital Equipment, IBM Apple, Microsoft, Intel, IBM Macy‟s, Marshal Field, Nordstrom, Target Sears Toyota, HondaGM, Ford, Daimler/Chrysler Vanguard, Bloomberg LP Lehman Bros. Southwest Airlines United, American, Delta Google, Intel, Apple IBM, Microsoft ©John W. Kenagy, 2011
  • 10. Where’s Healthcare? What Separates List 1 from List 2? New opportunities drive new value to be? Where are you? Where do you want List 1 List 2 Digital Equipment, IBM Apple, Microsoft, Intel, IBMNew Value Macy‟s, Marshal Field, Nordstrom, Target Sears Toyota, Honda GM, Ford, Daimler/Chrysler Vanguard, Bloomberg LP Merrill Lynch, Lehman Bros. Southwest Airlines United, American, Delta Google, Intel, Apple IBM, Microsoft Time Hopkins, MGH, Mayo, IHI, CMS.. You? ?????? ©John W. Kenagy, 2011
  • 11. “It’s almost impossible …” Clayton Christensen On a path…. “ALMOST IMPOSSIBLE?” WHAT’S POSSIBLE? ©John W. Kenagy, 2011
  • 12. First, know where you’re going Thriving in 21st Century healthcare means providing much more andbetter care at continually lower cost. ©John W. Kenagy, 2011
  • 13. The next question to ask:Will what got us here, get us there? MANAGEMENT data implement FRONTLINE Historically successful Mindsets, Methods, Strategies, and Structures ( ) are not adaptive. ©John W. Kenagy, 2011
  • 14. What Works…It’s not rocket science; it’s new opportunities Adaptive = Future Charternewinnovation copies, makes or incubators with a Purposebuys innovation to people Rapidly developin meetings, who new, real-analyze, prioritize and time,improvementimplement solutions opportunities close to relevant information ©John W. Kenagy, 2011
  • 15. Link Information to Action to ResultsClear, Consistent, Relevant InformationKey Information The Problem with The Success of Metrics Common Practice Adaptive Design Timely? Weeks, months, years ago Now Aggregate data moves Specific, through clusters of Role-specific, actionable? disparate systems that do actionable not communicate effectively Measure, collect, aggregate, meet, analyze, Action leads to Verifiable? prioritize, results with rapid implement……measure, feedback collect, meet, analyze, etc. Increasing choice and decreasing risk ©John W. Kenagy, 2011
  • 16. Why real time information …? ©John W. Kenagy, 2011
  • 17. What’s it take to get an aspirin … ©John W. Kenagy, 2011
  • 18. ©John W. Kenagy, 2011
  • 19. Choices That Create Opportunity…Start with a meaningful purpose, then 1. Work as close in time and place to the patient as possible. 2. Use timely, relevant, role-specific, actionable information 3. Improve by linking information to action to rapid, real time feedback ©John W. Kenagy, 2011
  • 20. What Works…It’s not rocket science, just new opportunities Adaptive = Future copies, Designnewinnovationmakes or buys innovation incubators with a Purpose to people Rapidly developin meetings, who new, real-analyze, prioritize and time,improvementimplement solutions opportunities close to relevant information your way to a Act your way to a newnew way of acting way of thinking ©John W. Kenagy, 2011
  • 21. Brain 1-2-41 Organizing Principle: „Minimize Danger –2 MODES of processing: Conscious4 Key Processes: Thinking Data Feeling Self Regulation Emotion Implement solutions Modified from: Evian.Gordon@BrainResources.com Used with ©John W. Kenagy, 2011 permission
  • 22. Changing BehaviorIt’s the ‘neurophysiology’ of leadership• Our brains are wired to repeat past success, distrust the unknown and seek meaning in life.• When times change, our brains define three meaningful things to do: – Align with a meaningful strategic purpose – Connect people and relevant info to action to results – Use real-time results, not data, to realign and inspire• When we meaningfully experience success together, we rewire our thinking, realign our behavior and commit ©John W. Kenagy, 2011
  • 23. What‟s/ OwatonnaMarch 2008 - October 2009 Performance MHS Different? -Diabetic Care is no ceiling Clinic Optimal There to our potential or your opportunity 35% MHS 2009 Goal 30.6% Oct 08-Oct 09 = 81% MD Improvement 30% Oct 08-Dec 09 = 121% MD Improvement 25% A 60 clinician clinic begins MHS 2008 Goal 20% 28.9% Adaptive DesignPercentage 20% 15% 10% Cumulative MD performance in 13% a large, great health system 5% 0% 9 8 8 9 9 8 9 9 9 8 9 8 8 9 9 8 8 8 9 8 l-0 l-0 r-0 n-0 r-0 n-0 b-0 n-0 r-0 t-0 t-0 r-0 p-0 p-0 g-0 g-0 c-0 v-0 y-0 y-0 Ju Ju Oc Oc Ma Ma Ap Ap Ju Ja Ju Fe No De Ma Ma Se Se Au Au Month Owatonna MHS MHS Goal ©John W. Kenagy, 2011
  • 24. The 21stCentury Healthcare Business R&D Opportunity• The Opportunity = “It‟s not best practice...” We can‟t buy the future; we have to make it.• How? Start with the patient, not the technology – Understand the job-to-be-done = it‟s more care, less cost – The laboratory is our frontline; we own it, we benefit – Our ingenuity + new partnerships and skills make the future• The Reward = Strength through adaptability – New products emerge from new partnerships delivering new results for patients = more care for less cost – We never stop adapting to get patients exactly what they need at continually lower cost. We never stop succeeding. ©John W. Kenagy, 2011
  • 25. The Path of Opportunity… Characteristics of Success1. The Facts – Successful innovators adapt and thrive by rapidly developing opportunities that others don‟t. “It‟s not best practice …” – Historically successful Mindsets, Methods, Strategies and Structures alwaysslow, stall or stop new adaptive opportunities. “It‟s almost impossible …”3. The Opportunity – Develop new, internal adaptive capacity. “‟Designed to adapt’ is a opportunity….” ©John W. Kenagy, 2011
  • 26. What’s your Never doubt that a small grouppath? What are of thoughtful, committed citizens can change the world;your choices? indeed, it‟s the only thing that ever has. – Margaret Mead MANAGEMENT data implement “DESIGNED TO ADAPT AND SUCCEED” FRONTLINE Slides? info@johnkenagy.com ©John W. Kenagy, 2011