Core valuesdefine what youstand for andwhat you won‟tstand for
“Committable core values thatare truly integrated into acompany‟s operations can alignan entire organization andserve as a guide for employeesto make their own decisions.” Tony Hsieh: Delivering Happiness: A Path to Profits, Passion, and Purpose
Are your hospital‟s valuesjust words, no more thana plaque on the wall?Worse yet, are they justplain… Boring?
Every organization –defined as three ormore people sharing acommon space – willhave a culture.
The only question is whetherthat culture is allowed to evolvehaphazardly without thought orplan, or in accordance with a“cultural blueprint” thatdefines its key elements andpriorities.
“Consciously choosing a businesspersonality, or way of being, isone of the most importantdecisions a business founder orleader can make [and] is a criticalpart of the strategic planningprocess [though often neglected].” Dianne Crampton: Tigers Among Us
“A quantum particledoesn‟t exist in onecondition or another, butin all of its possibleconditions at once.” - Niels Bohr
What you see dependsupon where you look (andyou tend to see what youlook for)
Nonlocality infers instantaneousinfluence of a cause on creating aneffect over a distance, whetherthat distance is from one end ofthe galaxy to the other or from oneside of your brain to the other.
A single act at onelocation can have aprofound impactsomewhere (everywhere)else in the organization.
Anyone can influence theculture of an organizationeven if he or she does nothave an official role inthat capacity.
“The further we penetrate [intomodern physics] the more weshall… see the world as a systemof inseparable, interacting, andever-moving components, withman as an integral part of thissystem.” Fritjof Capra: The Tao of Physics
“Lean [process systems redesign]helps break down barriers betweendisconnected department „silos,‟allowing different hospitaldepartments to better worktogether for the benefit ofpatients.” Mark Graban: Lean Hospitals
“Because power is energy, itneeds to flow throughorganizations… We would dowell to ponder the realizationthat love is the most potentsource of power.” Margaret Wheatley: Leadership and the New Science
But it‟s hard to see the beauty when youare in the midst of it!
“You will take risks, and you willhave failures. But it‟s what happensafterward that is defining. A failureoften does not have to be a failureat all... It‟s about mastery ofrescue.” Atul Gawande: “Failure and Rescue” in The New Yorker, June 4, 2012Thanks to Andy Kresha, Director of HR - Fremont Area Medical Center
“Brick walls are notthere to stop you, theyare there to make youprove how much youwant something.” Randy Pausch: The Last Lecture
“To understand man‟s significance, Isay, you must first accept hisinsignificance. Only then could you focushim into importance against hisstupendous, unshruggable background… Colin Fletcher: The Man Who Walked Through Time
“And now, accepting this visionutterly, accepting it without fear and withjoy, I had, for the time being at least, foundall I needed.” Colin Fletcher: The Man Who Walked Through Time
By the way…My annual Spark a Dream atGrand Canyon workshop iscoming up Sept. 27-29 Download a flyer for Joe‟s annual Grand Canyon Spark a Dream workshop
Mary Lanning Memorial HealthCareGallup Engagement Score improvedfrom 23rd to 72nd percentile.Productivity improved by 55 FTEs.HCAHPS scores topped the 95thpercentile in six categories.
Fillmore County HospitalPatient satisfaction increased in 27of 30 categories.CEO Paul Utemark said he got awhole new team and didn‟t have tochange any of the people.
Community HospitalRating hospital as excellent place to workincreased by 26% to the 74th percentile.Rating training & development as“excellent” increased by 51% to 91stpercentile.HCAHPS scores went from meeting just12.5% of benchmarks to currentlymeeting 87.5%.
12 key lessons we‟velearned through ourwork on culturaltransformation
Lesson #1Launching a movement is alot harder than starting aprogram – it is also muchmore likely to achieve alasting positive impact.
Lesson #2Achieving critical massrequires approximately 30%population commitment. 173
Lesson #3People must believesenior leadershipbelieves in and iscommitted to thecultural vision.
Lesson #4Middle management‟s meresupport is not enough –they must be gung hochampions for change.
Lesson #4aThe privileges of being amanager also entail certainforegone freedoms
Lesson #5Sustainability requires agrowing core of passionate“Spark Plugs” who have apersonal stake in culturaltransformation.
Lesson #5aPersonal stories resonatebetter than scriptedlectures.
Lesson #6Embrace theskeptics, marginalize thecynics, and plow throughresistance.
Lesson #7Engage potential critics ina constructive manner –encourage them to thinklike partners in thechange process.
Lesson #8Avoid identification of thechange process with anysingle individual or“program.”
Lesson #8aCreate initiativecoherence by being clearabout how variousprojects reinforce oneanother.
Lesson #9Keep it visible:posters, banners, screensavers, newsletterarticles, web pages;include it at the start ofevery meeting.
Lesson #10Remember that everyonelistens to the same radiostation: WIIFM.
Lesson #11Balance urgency andpatience; be in it for thelong haul.
Lesson #12In order to be sustainableover the long-term, theculture of an organizationmust rest on a solidfoundation of values.