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

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

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