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Tg cause methodology

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TG CAUSE Methodology for Change Management and Clinical Transformation

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Tg cause methodology

  1. 1. CONFIDENTIAL AND PROPRIETARY TO THE PARTIES IN DISCUSSION. 1 Contact: sales@taurusglocal.net drgupta@taurusglocal.com Website: www.taurusglocal.com
  2. 2. BOOT-STRAPPING HEALTHCARE ORGANISATION CHANGE MANAGEMENT C A U S E M E T H O D O L O G Y TG will implement it’s proprietary CAUSE methodology for managing change in people, process and technology. • Consciousness of need to change • Aspiration to support change • Understanding how to change • Strength to over come hurdles and implement change • Ecosystem to support, sustain and adopt change S M O O T H T R A N S I T I O N F R O M C U R R E N T T O O P T I M A L S T A T E CLINICAL TRANSFORMATION 2 CAUSE METHODOLOGY
  3. 3. BEHAVIOR CHANGE OCCURS IN SMALL STEPS AND REQUIRES CONSTANT REINFORCEMENT Habit Fear Reward F H R R H F R F R H F R H F R H F R H F R H F R H F R H F R H F R H F R H F R H COMPLIANCE TIME HABIT Mini- Mart Black- Berry Bus Ads Wine Clubs Art of Living REWARDS Coupon Loyalty Prog. Brand FEAR Army Work Team A B C CLINICAL TRANSFORMATION 3
  4. 4. CAUSE METHODOLOGY – CHANGE MGMT CONSCIOUSNESS OF NEED TO CHANGE ASPIRATION TO SUPPORT CHANGE UNDERSTANDING HOW TO CHANGE STRENGTH TO OVER COME HURDLES AND IMPLEMENT CHANGE ECOSYSTEM TO SUPPORT, SUSTAIN AND ADOPT CHANGE PEOPLE It is important for the CxO to communicate the ‘Need to Change’. The people must be informed by the Head of the organization again and again until they are very clear in their mind about why the change is coming. Leader of the organization and every Dept Head needs to lead by example i.e. he/she needs to undergo the full training first and demonstrate that he can adapt and adopt the new process and technology. Identify Champions from the team who demonstrate the competence to learn the new process and technology. Build Trainer pool by Train- the-Trainer concept Institutionalize informal learning by Buddy system. Pair a Champion with a person who needs extra help. The major hurdle can come from “People” as they are the one who are most affected by the process. Top management should be ready to cope up with the hurdle and internal resistance from this group. Constant hand holding and support is required till the people genuinely start relying on each and the new systems and processes. External support can be withdrawn once this ecosystem is built. PROCESS The CxO must inform the team that it is not just an IT project but many processes are going to change. Infact it is an opportunity to redefine and improve the existing processes. Get into a mode of continuous process improvement. The organization must Aspire to support changes in processes. Since the organization is going through a transition this is an opportunity for the organization to define processes across the organization. Train the team on new processes extensively, again and again till it becomes second nature to them. Check for gaps in process knowledge between expected and achieved. It’s important to realize that processes will break and problems will happen when such a major implementation is done. Trick is to recognize the problem areas before it is too late to avoid big failures. The top management needs to keep clearing the bottle necks till all the processes are stabilized and the ecosystem takes over the self management of the processes. TECHNOL OGY The CxO must inform the team that existing technology tools will be phased out and the better technical solutions will be brought in. This is required because the current IT systems are not geared to support the massive growth plans of the organization. The organization must Aspire to support changes in technology. CxO needs to create a positive Buzz about the technology changes. Once people are aware that technology is there to help them, they’ll easily accept the technology change. Train the team on new technology extensively, again and again till it becomes second nature to them. Use Carrot and Stick approach to motivate people for undergoing the training and learning the new systems It’s important to realize that system will breakdown and problems will happen when such a major implementation is done. Trick is to recognize the problem areas before it is too late to avoid big failures. Lot of support is required in terms of hand holding and training till the Technology gets adopted by the users and is irreversibly embedded into the ecosystem. CLINICAL TRANSFORMATION 4
  5. 5. 5 CONSCIOUSNESS OF NEED TO CHANGE PEOPLE It is important for the CxO to communicate the ‘Need to Change’. The people must be informed by the Head of the organization again and again until they are very clear in their mind about why the change is coming. How:- 1. Establishing a sense of urgency Create a sense of urgency within the organization as in why this change is required. How it’ll help to achieve the organizational goals and benefit the people as one organization. Define the project as the people’s project and not a department project and committing the biggest mistake to call it an “IT Project” 1. Creating a vision Without a coherent and sensible vision, a change effort dissolves into a list of confusing and incompatible projects. So first develop a vision for the organization. 1. Communicating the vision Use every existing communication vehicle e.g. Daily meetings, Weekly meetings, Emails, Printed Circulars, Posters, Coffee Time Discussions, Lunch Meetings etc. to get the vision out. The CxO must incorporate the vision into routine discussions about business problems with identified solutions where all the departments are involved. The first step in managing change is building awareness around the need for change and creating a desire among employees. Therefore, initial communications are typically designed to create awareness around the business reasons for change and the risk of not changing. Likewise, at each step in the process, communications should be designed to share the right messages at the right time. PROCESS The CxO must inform the team that it is not just an IT project but many processes are going to change. Infact it is an opportunity to redefine and improve the existing processes. Get into a mode of continuous process improvement. How:- 1. Communicate how the Processes will change for the better with the implementation of technology 2. CxO must empower the Dept Heads together with the Quality Dept to develop a strategy for process change management. TECHNOLOGY The CxO must inform the team that existing technology tools will be phased out and the better technical solutions will be brought in. This is required because the current IT systems are not geared to support the massive growth plans of the organization. How:- 1. Start communicating why the technology will change e.g. Our target is to grow to 100 clinics in 2 years. The IT systems need to be scalable and flexible to enable the growth and grow with the organization. 2. Communicate the new technology requirements e.g. EMR, PMS, Incentive management, ROTA, Portals etc.
  6. 6. 6 ASPIRATION TO SUPPORT CHANGE PEOPLE We need to focus on the primary group affected by each change project. The group’s willingness, readiness and ability to change are key factors for success. Aspire people within the organization to accept the change against the internal inertia. How:-  Forming a powerful guiding coalition Build and Empower the Governance Model – PMO, Clinical Reference Group, Governance Council, Executive Council, Change Management Board  Empowering others to act on the vision Identifying champions or change Agents from each team/ operational department to drive the change who can motivate their team better to accept and adopt the change. Eg:-Identify motivated physicians and operation leaders as “owners.”  Create the sense of confidence & surety CEO should motivate the employees by assuring them of full support and that they will be taken care of in terms of skills required to get adapted to the change. PROCESS The organization must Aspire to support changes in processes. Since the organization is going through a transition this is an opportunity for the organization to define processes across the organization. How-  Conduct internal Quality Audits to identify process bottlenecks.  Encourage Center Heads, Dept. Heads and Admin Staff to document process bottlenecks and send it to the Quality Dept. TECHNOLOGY The organization must Aspire to support changes in technology. CxO needs to create a positive Buzz about the technology changes. Once people are aware that technology is there to help them, they’ll easily accept the technology change. How:- 1. CxO needs to work with Dept Heads and HR to assess the skill gaps in the organization to adopt technology e.g. Doctors unable to understand link between data, process and technology. 2. Formulate a plan to address the skill gap 3. CxO to conduct meeting to make the organization believe that their skill gaps on technology will be taken care by training and hand holding 4. Be realistic - Tell the staff that technology is not a magic wand that is smart enough to solve their problems – rather it is a GIGO i.e. garbage in and garbage out! 5. The system will behave the way Staff wants it, if they take pains of defining the master data and templates as inputs to the system.
  7. 7. 7 UNDERSTANDING HOW TO CHANGE PEOPLE How:-  Leader of the organization and every Dept Head needs to lead by example i.e. he/she needs to undergo the full training first and demonstrate that he can adapt and adopt the new process and technology  Identify Champions from the team who demonstrate the competence to learn the new process and technology.  Build Trainer pool by Train-the-Trainer concept  Institutionalize informal learning by Buddy system. Pair a Champion with a person who needs extra help.  Coaching and manager training for change management Supervisors will play a key role in managing change. Ultimately, the direct supervisor has more influence over an employee’s motivation to change than any other person at work.  Prepare your change management team The change management team should have members identified as champions from various departments e.g.: department heads or supervisors. Unfortunately, supervisors as a group can be the most difficult to convince of the need for change and can be a source of resistance. It is vital for the change management team and executive sponsors to gain the support of supervisors and to build change leadership. Individual change management activities should be used to help these supervisors through the change process  Review the skillset of current employees WRT the adoption of the change you are bringing in should assess the current technological capability of the employees for the kind and strength of training they will require.  Training and training development programme. Training is the cornerstone for building knowledge about the change and the required skills. Project team members will develop training requirements based on the skills, knowledge and behaviors necessary to implement the change. These training requirements will be the starting point for the training group or the project team to develop training programs. Once managers and supervisors are on board, the change management team must prepare a coaching strategy. They will need to provide training for supervisors including how to use individual change management tools with their employees. Eg:- Training (online, classes, one- on-one) is offered both pre- and post-implementation • Conduct up-front training. • Develop end-user training. • Customize training for each user group. Mentoring and hand-holding with continuous skill upgradation is key to adoption. The team shouldn’t feel they have been thrown at the deep end without any safety net!
  8. 8. 8 UNDERSTANDING HOW TO CHANGE PROCESS How-  Train the team on new processes extensively, again and again till it becomes second nature to them.  Check for gaps in process knowledge between expected and achieved. Use Carrot and Stick approach to motivate people for undergoing the training and learning the new processes  Readiness Assessments/ SWOT analysis Assessments are tools for a change management team to assess the organization’s readiness to change. Readiness assessment can include organizational assessments, culture and history assessments and change assessments. Each tool provides the change management team with insights into the challenges and opportunities they may face during the change process.  Develop the change management plan with defined timelines for deliverables When there are measurable deliverables with timelines it becomes easy for an organization to know if they are heading in the right path or if things are going as expected. If more delays are occurring then at very early stage only it can help the team to take a corrective action.  Standardize existing processes to accept the change Processes have to be reviewed and re-defined to get in pace with the upcoming change so that the workflow is not interrupted but is streamlined. Users should be involved in any analysis and redesign of their workflow  Start building the to-be process SOPs to match the adoption requirements. Once you have documented SOPs it makes it easier for people to follow the rules by realizing its importance.  Prepare a risk management plan Assess risk of process failures and prepare risk mitigation plans What-if scenarios and Disaster recovery plans TECHNOLOGY How-  Train the team on new technology extensively, again and again till it becomes second nature to them.  Check for gaps in technical knowledge between expected and achieved.  Use Carrot and Stick approach to motivate people for undergoing the training and learning the new systems
  9. 9. 9 STRENGTH TO OVERCOME HURDLES AND IMPLEMENT CHANGE PEOPLE The major hurdle can come from the group “People” as they are the one who are most affected by the process. Top management should be ready to cope up with the hurdle and internal resistance from this group. How-  Collect and analyze feedback Employee involvement is a necessary and integral part of managing change. Feedback from employees is a key element of the change management process.  Planning for and creating short-term wins- Clearly recognizable victories within the first year or two of a change effort help convince doubters that the change effort is going to be worth all the trouble. Short term wins keep the people motivated till the end as they can see the positive results and do not loose pace. Early successes and long-term wins must be recognized and celebrated. Individual and group recognition is also a necessary component of change management in order to cement and reinforce the change in the organization.  Setting realistic targets and goals agents/leaders can measure how well their individual units are coping with and meeting these objectives by measuring their progress against the goals.  People skills have the highest priority during all stages of the project Employees and clinicians must be kept informed and engaged with planning and communication PROCESS It’s important to realize and recognize the problem areas before its too late that might lead to failure. How-  Data gathering, Diagnose gaps and manage resistance. The final step in the change management process is the after-action review. It is at this point that you can stand back from the entire program, evaluate successes and failures, and identify process changes for the next step to be done. This is part of the ongoing, continuous improvement of change management for your organization and ultimately leads to change competency.  Implement corrective actions and celebrate success. Analysis and corrective action based on this feedback provides a robust cycle for implementing change.  Perform risk assessment.  Resistance management Resistance from employees and managers is normal. Persistent resistance, however, can threaten a project. The change management team needs to identify, understand and manage resistance throughout the organization. Resistance management is the processes and tools used by managers and executives with the support of the project team to manage employee resistance. This can be achieved by creating a steering committee within the organization to address the issues during the change management process.  Reward success TECHNOLOGY Though the hurdles WRT to technology are not very difficult to overcome, but still there can be technology issues that require support or an alternate solution. How-  Set up an IT support and troubleshooting team.  Provide hand holding to the end users by creating a strong key user team that believes in the system to be implemented.  Setting up self assessment tutorials to overcome the technology hurdles.  Extensive, intensive 24/7 support is included at and immediately following go-live
  10. 10. 10 HEALTHCARE ORGANISATION CHANGE MANAGEMENT CAUSE methodology Smooth transition from current to optimal state CLINICAL TRANSFORMATION CAUSE METHODOLOGY Daily Scrum Feedback Consciousness of need to change Aspiration to support change Understanding how to change Strength to over come hurdles Ecosystem to support, sustain and adopt change Initial Planning Business Modeling Deployment Requirements Analysis & Design Development, Implementation Testing Evaluation Planning ITERATION Change Mgmt Configuration Mgmt
  11. 11. PROJECT PLAN FOR……………… 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 0. Initial Planning 2. Iteration 1 1. Business Modeling 3. Iteration 2 4. Iteration 3 5. Iteration 4 SC 2 “Strategy and Research Agenda” SC 3 “Launch of Flagship Projects and Governance Model Definition” SC 4 “Operating Model Definition” SC 5 “Implementation Plan” Key Milestones SC 0 “Kick-off” 9. Full Deployment 8. Iteration 7 7. Iteration 6 6. Iteration 5 SC 1 “Current Assessment and Benchmarking Results” Source: Arthur D. Little methodology Key Meetings Note: Apart from the steering committee meetings, there will be periodic governance meetings as defined in the governance mechanism Agile Project Management
  12. 12. THANKS! 13 Contact: sales@taurusglocal.net drgupta@taurusglocal.com Website: www.taurusglocal.com

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