The Physics of Cultural Transformation, Joe Tye Webinar for AHA Health Forum, 6 12-12


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PowerPoint presentation used by Values Coach CEO Joe Tye to support webinar for AHA Health Forum.

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  • Spark Plug people do the same for an organization that the metal-and-ceramic type do for a car.
  • The Physics of Cultural Transformation, Joe Tye Webinar for AHA Health Forum, 6 12-12

    1. 1. The Physics ofCultural Transformation
    2. 2. For more information aboutValues Coach and to join ourSpark Plug newsletter go
    3. 3. “The way that we pose ourquestions often illusorily limitsour responses… The way wethink our thoughts illusorilylimits us to a perspective ofeither/or.” Gary Zukav: The Dancing Wu Li Masters
    4. 4. “Whatever we call reality, it isrevealed to us only through anactive construction in whichwe participate.” Ilya Prigogine and Isabelle Stengers: Order Out of Chaos
    5. 5. Outline of what we‟ll cover today:1. The “Invisible Architecture™ of your organization2. 12 laws of physics – the good, the bad, and the beautiful3. 12 key lessons for cultural transformation
    6. 6. 7
    7. 7. “The things that can becounted don‟t always countand the things that countcan‟t always be counted.” - Albert Einstein
    8. 8. In fact, because of theHeisenberg UncertaintyPrinciple, the very act oftrying to measuresomething will have animpact on that thing.
    9. 9. Unseen realitiesWhat you can‟t see oftenmatters most
    10. 10. A deeper level of consciousnesswhere apparent reality stretchesout a tentative finger and touchesthe real
    11. 11. InvisibleArchitecture “Invisible Architecture” is a trademark of Values Coach Inc.
    12. 12. The blueprint behind theblueprint™
    13. 13. Invisible architectureis to the soul of yourorganization whatphysical architectureis to its body.
    14. 14. 3 stages
    15. 15. Core Values arethe Foundation
    16. 16. Core valuesdefine what youstand for andwhat you won‟tstand for
    17. 17. “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
    18. 18. Are your hospital‟s valuesjust words, no more thana plaque on the wall?Worse yet, are they justplain… Boring?
    19. 19. TMC Values …Honor Tradition, Nourish Dreams
    20. 20. Corporate culture isthe superstructure
    21. 21. Culture is to theorganization whatpersonality andcharacter are to theindividual.
    22. 22. “Culture influences howwe deliver care, how weinterrelate with ourcolleagues, and howwe treat our patients.”
    23. 23. Laws of physics are morally neutral;gravity doesn‟t care if you are a goodperson or a bad person
    24. 24. Culture is morally neutral; Enron had avery powerful culture – but it was afatally-flawed culture which broughtdown the entire company!
    25. 25. Emotional attitudeis the interior décor
    26. 26. Emotional attitude isdefined by what youexpect and what youtolerate…
    27. 27. And over time whatyou tolerate willdominate what yousay you expect.
    28. 28. 12 Laws of Physicsand How they Relate to Culture Change in Organizations
    29. 29. The Shoulders of Giants
    30. 30. The Good The BadThe Beautiful
    31. 31. The Good
    32. 32. Law #1Nature abhors a vacuum
    33. 33. Every organization –defined as three ormore people sharing acommon space – willhave a culture.
    34. 34. 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.
    35. 35. “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
    36. 36. Culture eats strategyfor lunch!
    37. 37. Your hospital hasa strategic plan –but do you havea culture plan?
    38. 38. Shawneen Buckley at St. Francis Hospital andHealth Center of Poughkeepsie, New York
    39. 39. Law #2Relativity & non-locality
    40. 40. “A quantum particledoesn‟t exist in onecondition or another, butin all of its possibleconditions at once.” - Niels Bohr
    41. 41. What you see dependsupon where you look (andyou tend to see what youlook for)
    42. 42. 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.
    43. 43. A single act at onelocation can have aprofound impactsomewhere (everywhere)else in the organization.
    44. 44. Anyone can influence theculture of an organizationeven if he or she does nothave an official role inthat capacity.
    45. 45. “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
    46. 46. “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
    47. 47. Law #3Big bangs andquantum leaps
    48. 48. Organizational quantumleaps often begin withpersonal quantum leaps.Let me share an example… 59
    49. 49. A real “Sarah Rutledge” story 60
    50. 50. Scripting the speech wegive to ourselves
    51. 51. Law #4Gravity
    52. 52. “People who are clearestabout their personal visionand values are significantlymore committed to theirorganizations.” James Kouzes and Barry Posner: A Leaders Legacy 67
    53. 53. Source: Roger Herman, et al: Impending Crisis:Too Many Jobs, Too Few People (page 139)
    54. 54. RecruitingandRetention … is not just one word! 69
    55. 55. Honey& Glue
    56. 56. You recruit with the “honey”of left-brain features such aspay and benefits… 71
    57. 57. You retain with the “glue”of right-brain qualitiesreflected invalues, culture, andattitude. 72
    58. 58. Law #5Energy, impetus, andmomentum
    59. 59. In physics, power equalswork done divided by timerequired to do the work: P = W/TIn other words, power isproductivity!
    60. 60. And the source of thispower is energy
    61. 61. “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
    62. 62. What do you call a carwith no spark plugs?
    63. 63. Transforming potentialenergy into kinetic energy
    64. 64. My Nobel Prize forPhysics* * Awarded in the year 2016
    65. 65. Momentum is mass timesvelocity… How many people are committed and how fast are they moving? 88
    66. 66. “Momentum is theleader‟s best friend.” John Maxwell: The 21 Irrefutable Laws of Leadership 90
    67. 67. The most successful companiesare not just companies…
    68. 68. How to starta movement
    69. 69. 93
    70. 70. Law #6Critical mass andescape velocity
    71. 71. Nature grows exponentially
    72. 72. Including human nature!
    73. 73. One of the most profoundcultural revolutions in thehistory of the worldoccurred as a result of acritical mass of peoplemaking a stand…
    74. 74. 100
    75. 75. Escape velocity
    76. 76. You need enough peoplewho are moving fast enoughto help the hospital escapenegativity, pessimism, cynicism, and inertia.
    77. 77. The Bad
    78. 78. Law #7Friction
    79. 79. Friction keeps culture static
    80. 80. Newton‟s Third LawEvery change effort willprovoke resistance – andthe bigger thechange, the moreentrenched the 107
    81. 81. Law #9Entropy
    82. 82. The greatest source ofentropy within theorganization is toxicemotional negativity(TEN).
    83. 83. Everything‟s amazing andnobody‟s happyClick here toplay the YouTube video
    84. 84. Creating a more positiveworkplace culture beginswith increasing people‟sintolerance for toxicemotional negativity. 111
    85. 85. “One toxically negativeperson can drag downmorale and productivityof an entire workunit.” 112
    86. 86. “It is a leadershipresponsibility to create aworkplace environmentwhere toxic emotionalnegativity is nottolerated.” 113
    87. 87. 117
    88. 88. Law #9Stochastic interference
    89. 89. It can happen randomly! 121
    90. 90. Equilibrium is a state ofzero acceleration – whereevery force is cancelledout by another… Stagnancy
    91. 91. “Disequilibrium is thenecessary condition for asystem‟s growth.” Margaret Wheatley: Leadership and the New Science
    92. 92. The Paradox of Chaos:Organizations unwilling toaccept some short-termchaos become brittle andmore likely to succumb tomassive long-term chaos
    93. 93. Chaos is beautiful seen from a distance…
    94. 94. But it‟s hard to see the beauty when youare in the midst of it!
    95. 95. “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
    96. 96. “Brick walls are notthere to stop you, theyare there to make youprove how much youwant something.” Randy Pausch: The Last Lecture
    97. 97. Are people afraid ofchange?
    98. 98. Law #10Unidirectionality
    99. 99. You cannot undocultural change
    100. 100. The Beautiful
    101. 101. Law #11Elegance and serendipity
    102. 102. Do you have to start with theright people on the bus?
    103. 103. You can‟t alwayschoose who you haveon the bus!
    104. 104. You can‟t just throwall the “wrong”people off the bus!
    105. 105. No matter who‟son the bus, thereare going to bedisagreements
    106. 106. Sometimes havingthe “wrong” peopleon the bus can resultin beautiful things
    107. 107. You can create a bus thateveryone wants to ride
    108. 108. Building a culture of ownershipon a foundation of values!
    109. 109. Law #12Mystery
    110. 110. “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
    111. 111. “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
    112. 112. 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
    113. 113. ~400,000,000,000 stars in the Milky Way
    114. 114. ~400,000,000,000 galaxiesin the observable universe
    115. 115. ~16,000,000,000, 000,000,000,000 Stars in theobservable universe!
    116. 116. According to some versionsof string theory, ours is butone of a potentially infinitenumber of universes!!!!
    117. 117. So what‟s this got to dowith leadership?
    118. 118. Jim Collins says thatLevel 5 leadership is theparadoxical blending ofstrong professional willwith personal humility.
    119. 119. Question Break
    120. 120. The Values CollaborativeHospital Results
    121. 121. Nebraska Rural ValuesCollaborative – Recently reported changes inemployee engagement and patient satisfaction
    122. 122. Mary Lanning Memorial HealthCareGallup Engagement Score improvedfrom 23rd to 72nd percentile.Productivity improved by 55 FTEs.HCAHPS scores topped the 95thpercentile in six categories.
    123. 123. 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.
    124. 124. 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%.
    125. 125. 12 key lessons we‟velearned through ourwork on culturaltransformation
    126. 126. Lesson #1Launching a movement is alot harder than starting aprogram – it is also muchmore likely to achieve alasting positive impact.
    127. 127. Lesson #2Achieving critical massrequires approximately 30%population commitment. 173
    128. 128. Lesson #3People must believesenior leadershipbelieves in and iscommitted to thecultural vision.
    129. 129. Lesson #4Middle management‟s meresupport is not enough –they must be gung hochampions for change.
    130. 130. Lesson #4aThe privileges of being amanager also entail certainforegone freedoms
    131. 131. Lesson #5Sustainability requires agrowing core of passionate“Spark Plugs” who have apersonal stake in culturaltransformation.
    132. 132. Lesson #5aPersonal stories resonatebetter than scriptedlectures.
    133. 133. Lesson #6Embrace theskeptics, marginalize thecynics, and plow throughresistance.
    134. 134. Lesson #7Engage potential critics ina constructive manner –encourage them to thinklike partners in thechange process.
    135. 135. Lesson #8Avoid identification of thechange process with anysingle individual or“program.”
    136. 136. Lesson #8aCreate initiativecoherence by being clearabout how variousprojects reinforce oneanother.
    137. 137. Lesson #9Keep it visible:posters, banners, screensavers, newsletterarticles, web pages;include it at the start ofevery meeting.
    138. 138. Lesson #10Remember that everyonelistens to the same radiostation: WIIFM.
    139. 139. Lesson #11Balance urgency andpatience; be in it for thelong haul.
    140. 140. Lesson #12In order to be sustainableover the long-term, theculture of an organizationmust rest on a solidfoundation of values.
    141. 141. Sometimes it‟s more magicthan it is science!
    142. 142. “If we each do ourpart, we will changeour lives for thebetter.” 188
    143. 143. “If we all do ourparts, we will changeour organizations forthe better.” 189
    144. 144. “And in changing ourorganizations, we canchange our world for thebetter.” 190
    145. 145. To bring Joe Tye to yourorganization to work with yourleadership team, contact DaveParlin of Speaker‟s Express at(312) 422-2749 or
    146. 146. Questions and Comments