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

1. The Physics of
Cultural Transformation

2. For more information about
Values Coach and to join our
Spark Plug newsletter go to:
www.ValuesCoachInc.com

3. “The way that we pose our
questions often illusorily limits
our responses… The way we
think our thoughts illusorily
limits us to a perspective of
either/or.”
Gary Zukav: The Dancing Wu Li Masters

5. “Whatever we call reality, it is
revealed to us only through an
active construction in which
we participate.”
Ilya Prigogine and Isabelle Stengers: Order Out of Chaos

6. Outline of what we‟ll cover today:
1. The “Invisible Architecture™
of your organization
2. 12 laws of physics – the good,
the bad, and the beautiful
3. 12 key lessons for cultural
transformation

7. 7

8. “The things that can be
counted don‟t always count
and the things that count
can‟t always be counted.”
- Albert Einstein

9. In fact, because of the
Heisenberg Uncertainty
Principle, the very act of
trying to measure
something will have an
impact on that thing.

10. Unseen realities
What you can‟t see often
matters most

11. A deeper level of consciousness
where apparent reality stretches
out a tentative finger and touches
the real thing.
www.Healing-Story.com

13. Invisible
Architecture
“Invisible Architecture” is a
trademark of Values Coach Inc.

14. The blueprint behind the
blueprint™

15. Invisible architecture
is to the soul of your
organization what
physical architecture
is to its body.

16. 3 stages

17. Core Values are
the Foundation

18. Core values
define what you
stand for and
what you won‟t
stand for

19. “Committable core values that
are truly integrated into a
company‟s operations can align
an entire organization and
serve as a guide for employees
to make their own decisions.”
Tony Hsieh: Delivering Happiness: A Path
to Profits, Passion, and Purpose

20. Are your hospital‟s values
just words, no more than
a plaque on the wall?
Worse yet, are they just
plain… Boring?

21. TMC Values …
Honor Tradition, Nourish Dreams

23. Corporate culture is
the superstructure

24. Culture is to the
organization what
personality and
character are to the
individual.

25. “Culture influences how
we deliver care, how we
interrelate with our
colleagues, and how
we treat our patients.”

26. Laws of physics are morally neutral;
gravity doesn‟t care if you are a good
person or a bad person

27. Culture is morally neutral; Enron had a
very powerful culture – but it was a
fatally-flawed culture which brought
down the entire company!

28. Emotional attitude
is the interior décor

29. Emotional attitude is
defined by what you
expect and what you
tolerate…

30. And over time what
you tolerate will
dominate what you
say you expect.

31. 12 Laws of Physics
and How they Relate
to Culture Change
in Organizations

32. The Shoulders of Giants

33. The Good
The Bad
The Beautiful

34. The Good

35. Law #1
Nature abhors a vacuum

36. Every organization –
defined as three or
more people sharing a
common space – will
have a culture.

37. The only question is whether
that culture is allowed to evolve
haphazardly without thought or
plan, or in accordance with a
“cultural blueprint” that
defines its key elements and
priorities.

38. “Consciously choosing a business
personality, or way of being, is
one of the most important
decisions a business founder or
leader can make [and] is a critical
part of the strategic planning
process [though often neglected].”
Dianne Crampton: Tigers Among Us

39. Culture eats strategy
for lunch!

40. Your hospital has
a strategic plan –
but do you have
a culture plan?

41. Shawneen Buckley at St. Francis Hospital and
Health Center of Poughkeepsie, New York

42. Law #2
Relativity & non-locality

44. “A quantum particle
doesn‟t exist in one
condition or another, but
in all of its possible
conditions at once.”
- Niels Bohr

45. What you see depends
upon where you look (and
you tend to see what you
look for)

46. Nonlocality infers instantaneous
influence of a cause on creating an
effect over a distance, whether
that distance is from one end of
the galaxy to the other or from one
side of your brain to the other.

48. A single act at one
location can have a
profound impact
somewhere (everywhere)
else in the organization.

49. Anyone can influence the
culture of an organization
even if he or she does not
have an official role in
that capacity.

50. “The further we penetrate [into
modern physics] the more we
shall… see the world as a system
of inseparable, interacting, and
ever-moving components, with
man as an integral part of this
system.”
Fritjof Capra: The Tao of Physics

51. “Lean [process systems redesign]
helps break down barriers between
disconnected department „silos,‟
allowing different hospital
departments to better work
together for the benefit of
patients.”
Mark Graban: Lean Hospitals

53. Law #3
Big bangs and
quantum leaps

59. Organizational quantum
leaps often begin with
personal quantum leaps.
Let me share an example…
59

60. A real “Sarah Rutledge” story
60

62. Scripting the speech we
give to ourselves

65. Law #4
Gravity

67. “People who are clearest
about their personal vision
and values are significantly
more committed to their
organizations.”
James Kouzes and Barry Posner: A Leader's Legacy
67

68. Source: Roger Herman, et al: Impending Crisis:
Too Many Jobs, Too Few People (page 139)

69. RecruitingandRetention
… is not just one word!
69

70. Honey
& Glue

71. You recruit with the “honey”
of left-brain features such as
pay and benefits…
71

72. You retain with the “glue”
of right-brain qualities
reflected in
values, culture, and
attitude.
72

73. Law #5
Energy, impetus, and
momentum

74. In physics, power equals
work done divided by time
required to do the work:
P = W/T
In other words, power is
productivity!

75. And the source of this
power is energy

76. “Because power is energy, it
needs to flow through
organizations… We would do
well to ponder the realization
that love is the most potent
source of power.”
Margaret Wheatley: Leadership and the New Science

77. What do you call a car
with no spark plugs?

78. Transforming potential
energy into kinetic energy

85. My Nobel Prize for
Physics*
* Awarded in the year 2016

88. Momentum is mass times
velocity…
How many people are
committed and how
fast are they moving?
88

90. “Momentum is the
leader‟s best friend.”
John Maxwell: The 21 Irrefutable Laws of Leadership
90

91. The most successful companies
are not just companies…

92. How to start
a movement

93. www.TheFlorenceChallenge.com
93

94. Law #6
Critical mass and
escape velocity

95. Nature grows exponentially

96. Including human nature!

97. One of the most profound
cultural revolutions in the
history of the world
occurred as a result of a
critical mass of people
making a stand…

100. 100

101. Escape velocity

102. You need enough people
who are moving fast enough
to help the hospital escape
negativity, pessimism, cyni
cism, and inertia.

103. The Bad

104. Law #7
Friction

106. Friction keeps culture static

107. Newton‟s Third Law
Every change effort will
provoke resistance – and
the bigger the
change, the more
entrenched the
107

108. Law #9
Entropy

109. The greatest source of
entropy within the
organization is toxic
emotional negativity
(TEN).

110. Everything‟s amazing and
nobody‟s happy
Click here to
play the You
Tube video

111. Creating a more positive
workplace culture begins
with increasing people‟s
intolerance for toxic
emotional negativity.
111

112. “One toxically negative
person can drag down
morale and productivity
of an entire work
unit.”
112

113. “It is a leadership
responsibility to create a
workplace environment
where toxic emotional
negativity is not
tolerated.”
113

117. 117

120. Law #9
Stochastic interference

121. It can happen randomly!
121

123. Equilibrium is a state of
zero acceleration – where
every force is cancelled
out by another…
Stagnancy

124. “Disequilibrium is the
necessary condition for a
system‟s growth.”
Margaret Wheatley: Leadership and the New Science

125. The Paradox of Chaos:
Organizations unwilling to
accept some short-term
chaos become brittle and
more likely to succumb to
massive long-term chaos

126. Chaos is beautiful seen from a distance…

127. But it‟s hard to see the beauty when you
are in the midst of it!

128. “You will take risks, and you will
have failures. But it‟s what happens
afterward that is defining. A failure
often does not have to be a failure
at all... It‟s about mastery of
rescue.”
Atul Gawande: “Failure and Rescue” in
The New Yorker, June 4, 2012
Thanks to Andy Kresha, Director of HR - Fremont Area Medical Center

129. “Brick walls are not
there to stop you, they
are there to make you
prove how much you
want something.”
Randy Pausch: The Last Lecture

130. Are people afraid of
change?

132. Law #10
Unidirectionality

133. You cannot undo
cultural change

134. The Beautiful

135. Law #11
Elegance and serendipity

136. Do you have to start with the
right people on the bus?

137. You can‟t always
choose who you have
on the bus!

139. You can‟t just throw
all the “wrong”
people off the bus!

141. No matter who‟s
on the bus, there
are going to be
disagreements

143. Sometimes having
the “wrong” people
on the bus can result
in beautiful things

145. You can create a bus that
everyone wants to ride

146. Building a culture of ownership
on a foundation of values!

147. Law #12
Mystery

148. “To understand man‟s significance, I
say, you must first accept his
insignificance. Only then could you focus
him into importance against his
stupendous, unshruggable background…
Colin Fletcher: The Man Who Walked Through Time

149. “And now, accepting this vision
utterly, accepting it without fear and with
joy, I had, for the time being at least, found
all I needed.”
Colin Fletcher: The Man Who Walked Through Time

150. By the way…
My annual Spark a Dream at
Grand Canyon workshop is
coming up Sept. 27-29
Download a flyer for Joe‟s annual
Grand Canyon Spark a Dream workshop

157. ~400,000,000,000 stars
in the Milky Way

158. ~400,000,000,000 galaxies
in the observable universe

160. ~16,000,000,000,
000,000,000,000
Stars in the
observable universe!

161. According to some versions
of string theory, ours is but
one of a potentially infinite
number of universes!!!!

162. So what‟s this got to do
with leadership?

163. Jim Collins says that
Level 5 leadership is the
paradoxical blending of
strong professional will
with personal humility.

164. Question Break

165. The Values
Collaborative
Hospital Results

166. Nebraska Rural Values
Collaborative – Recently
reported changes in
employee engagement and
patient satisfaction

168. Mary Lanning Memorial HealthCare
Gallup Engagement Score improved
from 23rd to 72nd percentile.
Productivity improved by 55 FTEs.
HCAHPS scores topped the 95th
percentile in six categories.

169. Fillmore County Hospital
Patient satisfaction increased in 27
of 30 categories.
CEO Paul Utemark said he got a
whole new team and didn‟t have to
change any of the people.

170. Community Hospital
Rating hospital as excellent place to work
increased by 26% to the 74th percentile.
Rating training & development as
“excellent” increased by 51% to 91st
percentile.
HCAHPS scores went from meeting just
12.5% of benchmarks to currently
meeting 87.5%.

171. 12 key lessons we‟ve
learned through our
work on cultural
transformation

172. Lesson #1
Launching a movement is a
lot harder than starting a
program – it is also much
more likely to achieve a
lasting positive impact.

173. Lesson #2
Achieving critical mass
requires approximately 30%
population commitment.
173

174. Lesson #3
People must believe
senior leadership
believes in and is
committed to the
cultural vision.

175. Lesson #4
Middle management‟s mere
support is not enough –
they must be gung ho
champions for change.

176. Lesson #4a
The privileges of being a
manager also entail certain
foregone freedoms

177. Lesson #5
Sustainability requires a
growing core of passionate
“Spark Plugs” who have a
personal stake in cultural
transformation.

178. Lesson #5a
Personal stories resonate
better than scripted
lectures.

179. Lesson #6
Embrace the
skeptics, marginalize the
cynics, and plow through
resistance.

180. Lesson #7
Engage potential critics in
a constructive manner –
encourage them to think
like partners in the
change process.

181. Lesson #8
Avoid identification of the
change process with any
single individual or
“program.”

182. Lesson #8a
Create initiative
coherence by being clear
about how various
projects reinforce one
another.

183. Lesson #9
Keep it visible:
posters, banners, screensa
vers, newsletter
articles, web pages;
include it at the start of
every meeting.

184. Lesson #10
Remember that everyone
listens to the same radio
station: WIIFM.

185. Lesson #11
Balance urgency and
patience; be in it for the
long haul.

186. Lesson #12
In order to be sustainable
over the long-term, the
culture of an organization
must rest on a solid
foundation of values.

187. Sometimes it‟s more magic
than it is science!

188. “If we each do our
part, we will change
our lives for the
better.”
188

189. “If we all do our
parts, we will change
our organizations for
the better.”
189

190. “And in changing our
organizations, we can
change our world for the
better.”
190

191. To bring Joe Tye to your
organization to work with your
leadership team, contact Dave
Parlin of Speaker‟s Express at
(312) 422-2749 or email
dparlin@aha.org.

192. Questions and Comments