Creating a Cultural Blueprint for a Highly Engaged Healthcare Organization, a presentation by Joe Tye and Carol Wahl for AONE conference

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Creating a Cultural Blueprint for a Highly Engaged Healthcare Organization, a presentation by Joe Tye and Carol Wahl for AONE conference






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  • When FN walked into the Scutari Barrack Hospital: There was no clean water, the floors were filthy and the air was foul, rats ran wild and the place was infested with vermin.Soldiers were bedded on blood-soiled straw, most still wearing what they wore on the battlefield.There was no nutritious food and virtually no medicines or supplies, and no money to get any.Orderlies cared only for officers, refused to empty chamber pots, and spent more time chasing nurses than caring for patients.Amputations were performed out in the open in full view of other patients. Surgeons refused to wash their hands and most of their victims died of infection.The first thing the medical director said to her was that he wanted nothing to do with Florence and her do-gooder ladies.He relented only when several boatloads of casualties appeared on the horizon and the hospital was already beyond a state of crisis.

Creating a Cultural Blueprint for a Highly Engaged Healthcare Organization, a presentation by Joe Tye and Carol Wahl for AONE conference Presentation Transcript

  • 1. Creating a CulturalBlueprint for a Highly-Engaged HealthcareOrganizationAONE 46th Annual Meeting & ExpositionJoe Tye, Values Coach Inc.Carol Wahl, Good Samaritan HospitalCopyright © 2013, Values Coach Inc. 1
  • 2. 2If we don’t answer yourquestions or to requestfollow-up information, giveme a card or
  • 3. Question #1When did thehealthcare crisisbegin?3
  • 4. 4
  • 5. Question #2When will thehealthcare crisisend?5
  • 6. 6
  • 7. Before we beginlet’s go on a littlerafting trip…7
  • 8. 8
  • 9. 9
  • 10. 10
  • 11. 11
  • 12. 12
  • 13. 13
  • 14. Companies that study employeeengagement* consistently find:~ 25% fully engaged~ 60% not engaged~ 15% aggressively disengaged* e.g. Gallup, HR Solutions, Press Ganey14
  • 15. Disengagedpeople, especiallydisengaged managers, are aquality defectJim Clifton: The Coming Jobs War15
  • 16. Disengagementnegatively effects…16
  • 17. Clinical quality17
  • 18. Patient safety18
  • 19. Patientsatisfaction19
  • 20. Productivity20
  • 21. Marketingimage21
  • 22. Job security22
  • 23. But what’s evenmore tragic...23
  • 24. It has a life-diminishingimpact on the disengaged.24
  • 25. “Disengagement [is] oneof the chief causes ofunderachievement anddepression.”Edward M. Hallowell, M.D. in HBR, 12-1025
  • 26. 26
  • 27. The journey from mereAccountabilityto a culture ofOwnership27
  • 28. Accountable28
  • 29. AccountabilityDoing what you are supposedto do because someone elseexpects it of you. It springsfrom the extrinsic motivationof reward and punishment.29
  • 30. You cannot hold people“accountable” for thethings that really matter.30
  • 31. Nobody ever changesthe oil in a rentalcar!31
  • 32. OwnershipDoing what needs to be donebecause you expect it ofyourself. Ownership springsfrom the intrinsic motivationof personal pride.32
  • 33. Who Owns Left Field?33
  • 34. InvisibleArchitecture“Invisible Architecture” is atrademark of Values Coach Inc. 34
  • 35. The BlueprintBehindthe Blueprint
  • 36. “Invisible architecture, notbuildings, determines whetheryou are a good hospital, agreat hospital, or just anotherhospital.”36
  • 37. Invisible architectureis to the soul of yourorganization whatphysical architectureis to its body.
  • 38. Core Values arethe Foundation38
  • 39. Core valuesdefine what youstand for andwhat you won’tstand for39
  • 40. 40“People who are clearestabout their personal visionand values are significantlymore committed to theirorganizations.”James Kouzes and Barry Posner:A Leaders Legacy
  • 41. When a critical mass ofpeople connect withand act upon their corevalues, they will have apositive impact on…
  • 42. Corporate culture isthe superstructure
  • 43. Culture is to theorganization whatpersonality andcharacter are to theindividual.
  • 44. SamebusinessDifferentcultures
  • 45. Culture eats strategyfor lunch!45
  • 46. 46
  • 47. If culture eats strategyfor lunch, shouldn’t youhave a culture plan tocomplement yourstrategic plan?47
  • 48. Culture doesn’t changeunless peoplechange, and that isemotionalwork!48
  • 49. Emotional attitudeis the interior décor
  • 50. 50
  • 51. How would youcalculate theROI on a smilelike this?51
  • 52. 52A positive workplaceculture begins withintolerance for toxicemotional negativity.
  • 53. 53“One toxically negativeperson can drag downmorale and productivityof an entire workunit.”
  • 54. 54“It is a leadershipresponsibility to create aworkplace environmentwhere toxic emotionalnegativity is nottolerated.”
  • 55. 55
  • 56. 56
  • 57. 57
  • 58. 58Harlan CountyHospitalBrodstoneMemorialHospital
  • 59. Alverno Clinical Laboratories 59
  • 60. White RiverHealth System 60
  • 61. Star Valley Medical Center61
  • 62. Battle Creek VA Medical Center62
  • 63. Building aculture ofownership63
  • 64. Do you have to start with theright people on the bus?64
  • 65. You can’t alwayschoose who you haveon the bus!65
  • 66. 66
  • 67. You can’t just throwall the “wrong”people off the bus!67
  • 68. 68
  • 69. You can create a bus thateveryone wants to ride69
  • 70. That is the sort ofculture Carol Wahland her team areworking toward at…70
  • 71. Good Samaritan HospitalKearney,Nebraska71
  • 72. CHI/GSH Core Values• Core Values (RICE)– Respect– Integrity– Compassion– Excellence72
  • 73. GSH Culture Connection“. . .making thestory of the GoodSamaritan a livingreality.”73
  • 74. “Living the Story”CreateAlignmentCreateConnections74
  • 75. Our PrioritiesPersonalCare DeliveryService StandardsCHI/GSH Core Values75
  • 76. Triple Aim + OneA sustainable health care systemneeds to be:Good for patients (theexperience of care)Source: Blue Shield California76
  • 77. Triple Aim + OneA sustainable health care systemneeds to be:→ Good for the community(population health)Source: Blue Shield California77
  • 78. Triple Aim + OneA sustainable health care systemneeds to be:→ Good for the economy(affordable)Source: Blue Shield California78
  • 79. Triple Aim + OneA sustainable health care systemneeds to be:→ good for providers(business model, career)Source: Blue Shield California79
  • 80. Our Timeline:Core Action Values TrainingSenior Team support (April 2009)Leadership retreat (July 2009)Open staff presentations (May &August 2010)80
  • 81. Our Timeline:Core Action Values TrainingSpark Plug training (Jan 2011)“Distributor Cap” leadership todepartmentsDSER maintain the momentum(2012)81
  • 82. From Authenticity toLeadership, these valuesreflect who we want tobe as an organizationand as individuals
  • 83. Hospital ActivitiesCulture CouncilThe things that can be counted don’talways count and the things that countcan’t always be counted.Einstein84
  • 84. Hospital ActivitiesRural Health ValuesCollaborative85
  • 85. Hospital ActivitiesCommunityEducation throughthe Chamber ofCommerce 87
  • 86. Hospital Activities88Daily overheadreading of promisesfrom The Self-Empowerment Pledge
  • 87. Hospital ActivitiesPatient andemployee stories89
  • 88. Department ActivitiesUnit-based councils90
  • 89. Department Activities91
  • 90. Department ActivitiesDSER group“Bottom-up innovation tends tobe chaotic but smart. Top-downinnovation tends to be orderly butdumb.” -- Rich Carlson, SRI92
  • 91. The 6 Es of Employee Engagement1. Expect2. Educate3. Enable4. Energize5. Evaluate6. Elevate93
  • 92. Key lessons we’velearned through ourwork on culturaltransformation…94
  • 93. Lesson #1aLaunching a movement is alot harder than starting aprogram – it is also muchmore likely to achieve alasting positive impact95
  • 94. 96Lesson #1bAchieving critical massrequires approximately 30%population commitment
  • 95. Lesson #1cYou need enough peoplemoving fast enough toescape negativity,pessimism, cynicism, andinertia of the past97
  • 96. Lesson #2aTop down direction andsupportANDBottom up passion andinnovation98
  • 97. Lesson #2bPeople must believesenior leadershipbelieves in and iscommitted to thecultural vision
  • 98. Lesson #2cMiddle management’s meresupport is not enough –they must be gung hochampions for change
  • 99. Lesson #3You need a blueprint foryour Invisible Architectureand a culture plan tocomplement your strategicplan…
  • 100. The Culture Blueprint102
  • 101. The Culture PlanUse the Culture MappingSchematic to map out plansfor actions you can take topromote a stronger culture ofownership.103
  • 102. 104
  • 103. Lesson #4aStart from where yourculture is and align andevolve
  • 104. Lesson #4bAvoid identification of thechange process with anysingle individual or“program.”
  • 105. Lesson #4cCreate initiativecoherence by being clearabout how variousprojects reinforce oneanother
  • 106. Lesson #4dCelebrate successesthrough stories
  • 107. Lesson #5Proceed untilapprehended!
  • 108. WWFD?Build a Culture of Ownershipon aFoundation of ValuesTransforming People through the Power of ValuesTransforming Organizations through the Power of People