Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Recorded webinar: http://www.slidesha.re/1nFHE51
Subscribe: http://www.ksmartin.com/subscribe
Confronting resistance to change is a common lament from improvement professionals, middle managers, and senior leaders alike. But organizations that approach improvement properly experience very little resistance to change. This webinar will unlock the keys to resistance-free improvement:
You will learn:
• The power behind properly designed & socialized charters.
• Technique for aligning all stakeholders around the need for change.
• How to assure that a proposed change is truly an improvement.
• Techniques for using psychology to reduce resistance.
Lean management includes all of the tools and practices you need to experience practically zero resistance to change. This webinar will show you how to fully leverage them.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
A framework used by tens of thousands of successful companies worldwide, the elements of People, Execution, Sales & Cash are the elements you must master in order to increase growth & scale.
The principle of cascade planning & reverse hierarchy guarantee engagement & accountability levels that deliver repeatable results.
Revenue Growth +30 – 200%
Profitability Growth +10 – 30%
Productivity Growth +30 – 50%
Employee Engagement Growth +40 – 70%
Customer Success Growth (Net Promoter Score) +30 – 50%
Presenting this set of slides with name - Change Readiness Assessment Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twentysix slides. Our tailor made Change Readiness Assessment Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Change Readiness Assessment Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Recorded webinar: http://www.slidesha.re/1nFHE51
Subscribe: http://www.ksmartin.com/subscribe
Confronting resistance to change is a common lament from improvement professionals, middle managers, and senior leaders alike. But organizations that approach improvement properly experience very little resistance to change. This webinar will unlock the keys to resistance-free improvement:
You will learn:
• The power behind properly designed & socialized charters.
• Technique for aligning all stakeholders around the need for change.
• How to assure that a proposed change is truly an improvement.
• Techniques for using psychology to reduce resistance.
Lean management includes all of the tools and practices you need to experience practically zero resistance to change. This webinar will show you how to fully leverage them.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
A framework used by tens of thousands of successful companies worldwide, the elements of People, Execution, Sales & Cash are the elements you must master in order to increase growth & scale.
The principle of cascade planning & reverse hierarchy guarantee engagement & accountability levels that deliver repeatable results.
Revenue Growth +30 – 200%
Profitability Growth +10 – 30%
Productivity Growth +30 – 50%
Employee Engagement Growth +40 – 70%
Customer Success Growth (Net Promoter Score) +30 – 50%
Presenting this set of slides with name - Change Readiness Assessment Powerpoint Presentation Slides. We bring to you to the point topic specific slides with apt research and understanding. Putting forth our PPT deck comprises of twentysix slides. Our tailor made Change Readiness Assessment Powerpoint Presentation Slides editable presentation deck assists planners to segment and expound the topic with brevity. The advantageous slides on Change Readiness Assessment Powerpoint Presentation Slides is braced with multiple charts and graphs, overviews, analysis templates agenda slides etc. to help boost important aspects of your presentation. Highlight all sorts of related usable templates for important considerations. Our deck finds applicability amongst all kinds of professionals, managers, individuals, temporary permanent teams involved in any company organization from any field.
Becoming the Change Agent Your Healthcare System NeedsHealth Catalyst
I’ve met many clinical and operational leaders across the U.S. and seen how many have become progressively cynical and disengaged when faced with important healthcare reform issues like cost cutting and tight budgets. These clinicians would agree that equally important are quality and safety issues. However, most don’t have the tools available to actually measure that quality or patient outcomes. When clinicians do have access to the ability to measure, and the work together, I’ve seen enormous energy arise as they ask questions they really care about: What is quality? What do we measure? How do we achieve the best outcome?
Improving quality, safety and lives - the Patient Safety Collaborative Programme 2014-2019
Presentation from Chief Nursing Officer for England's Summit 2014
26 November 2014
Der "Hauf drauf" Ansatz der Borg hat nicht funktioniert! Warum? Stellen wir den Ansatz der Borg dem Change Management gegenüber. Interessante Aspekte öffnen sich hier.
Change Management: Was - Warum - Wie
WAS
Der Wandel des Unternehmens ist ein Wandel der Mitarbeiter. Dabei stellt der Wandel ein anspruchsvolles Vorhaben dar, denn es gilt:
• den Veränderungsprozess ganzheitlich zu planen und frühzeitig zu kommunizieren,
• den Change erfolgreich durchzuführen,
• ihn zu stabilisieren und zu kontrollieren
• und dabei die Betroffenen aktiv einzubinden.
Je mehr die Mitarbeiter dabei einbezogen werden, desto mehr werden sich die Mitarbeiter bei der Umsetzung engagiert einbringen.
WARUM
In einer Welt des raschen Wandels stehen die Unternehmen vor der Herausforderung wettbewerbsfähig zu bleiben. Die Gründe für den Wandel sind sehr vielfältig.
Zum Beispiel durch:
• Die weltweite Globalisierung
• Die technische Entwicklung
• Die gesellschaftliche Veränderung. U. a. die demographischen Veränderungen.
• Die Umwelt.
Z. B. Klimaveränderungen
Auslöser können jedoch auch aus der Mitte der Organisation kommen.
Zum Beispiel:
• Reorganisationen
• Portfolioänderungen
• IT-Implementierungen
• Outsourcing-Projekten
• Merger-Integrationen
WIE
Die Veränderung im Unternehmen lässt sich nicht einfach top-down vorschreiben, sondern ist ein anspruchsvolles Vorhaben, in das die Mitarbeiter eingebunden und deren Kompetenzen auf das Gemeinsame ausgerichtet werden müssen.
Die Veränderungen müssen aktiv ausgelöst und der Veränderungsprozess bewusst gesteuert werden, um die Veränderungen gezielt umsetzen und sie nachhaltig absichern zu können.
Veränderungen dürfen nicht einfach nur verwaltet und kommuniziert werden, es geht um die umfangreiche Einbindung der Mitarbeiter in den gerade vorzunehmenden Wandel.
Michael Zwick
Blue Change Solutions
Improving Patient Safety and Quality Through Culture, Clinical Analytics, Evi...Health Catalyst
According to the Centers of Disease Control (CDC), an estimated 70,000 patients die each year from hospital-associated infections (HAIs): contrast the CDC statistic with the fact that only 35,000 people die each year in the U.S. from motor vehicle accidents. Learn key best practices in patient safety and quality including: patient safety as a team sport, the added challenges of healthcare being the most complex, adaptive system, and how culture, analytics, and content contribute to improve outcomes and lower costs.
Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
A Public Health Approach to Mental Health Care: Taking Transformation to ScaleMHTP Webmastere
This presentation was given by Kathryn Power, Director, Center for Mental Health Services at SAMHSA, at the May 13, 2008 Prevention Policy Summit. Transcript of Kathryn Power\'s opening remarks.
Overview of Mental Health Budget and Policy Initiatives for the 2006 Legislat...MHTP Webmastere
Overview of Mental Health Budget and Policy Initiatives for the 2006 Legislative Session
This presentation by David Knutson of the Washington State House of Representatives provides a basic road map of
mental health budget and policy initiatives for 2006
This presentation profiles the vision and mission of Youth \'N Action, a Washington State organization working to include youth culture and youth voice in public policy
Using Data, Transforming Practice: Evaluating Mental Health Transformation in...MHTP Webmastere
Using Data, Transforming Practice: Evaluating Mental Health Transformation in Washington State</strong><br />
This presentation, made in February 2008 to the 18th Annual Conference on State Mental Health Agency Services
Research, details the approach of the Mental Health Transformation Project in using data to evaluate transformation
Transformation Work Group (TWG) Meeting Presentation (06-16-2006)MHTP Webmastere
This presentation helped facilitate a TWG meeting focused on considering and adopting strategies for
implementing identified outcomes in employment and housing goals for the Comprehensive Mental Health Plan
(CMHP), and in resource inventory and needs assessment.
Topics covered in this 10-26-2007 presentation to the TWG include background and brief updates of System
Transformation Initiative projects; a benefits package update, and a housing action plan update.
Based on the report from the Washington State Board of Health, this presentation, made to the State
and King County Boards of Health on December 13, 2007, suggests a public health model for approaching delivery
of mental health services.
Overview of Mental Health Budget and Policy Initiatives 2004-2006MHTP Webmastere
In this overview, David Knutson of the Washington State House of Representatives looks at mental health
budget and policy initiatives for the period 2004-06.
Mental Health From A Public Health PerspectiveMHTP Webmastere
This presentation from the Washington State Department of Health to the TWG at their April 21, 2006 meeting, looks
at the relations and connections between public health and mental health.
Making Recovery Real: Improving Employment Outcomes Using Peer Support ServicesMHTP Webmastere
Making Recovery Real: Improving Employment Outcomes Using Peer Support Services.
This presentation details the important role Peer Support Specialists play in improving employment outcomes
among those recovering from mental illness.
Implementing Evidence-based Practice (EBPs) in Mental Health Service DeliveryMHTP Webmastere
>Implementing Evidence-based Practice (EBPs) in Mental Health Service Delivery. This presentation looks at the potential for identification and implementation of EBPs to bring significant
improvement to delivery of mental health services
This presentation given by WIMHRT West at the January 4, 2008, TWG meeting covers results from a
survey of Washington State providers on their use of Evidence Based Practics.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
ASA GUIDELINE
NYSORA Guideline
2 Case Reports of Gastric Ultrasound
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
263778731218 Abortion Clinic /Pills In Harare ,sisternakatoto
263778731218 Abortion Clinic /Pills In Harare ,ABORTION WOMEN’S CLINIC +27730423979 IN women clinic we believe that every woman should be able to make choices in her pregnancy. Our job is to provide compassionate care, safety,affordable and confidential services. That’s why we have won the trust from all generations of women all over the world. we use non surgical method(Abortion pills) to terminate…Dr.LISA +27730423979women Clinic is committed to providing the highest quality of obstetrical and gynecological care to women of all ages. Our dedicated staff aim to treat each patient and her health concerns with compassion and respect.Our dedicated group ABORTION WOMEN’S CLINIC +27730423979 IN women clinic we believe that every woman should be able to make choices in her pregnancy. Our job is to provide compassionate care, safety,affordable and confidential services. That’s why we have won the trust from all generations of women all over the world. we use non surgical method(Abortion pills) to terminate…Dr.LISA +27730423979women Clinic is committed to providing the highest quality of obstetrical and gynecological care to women of all ages. Our dedicated staff aim to treat each patient and her health concerns with compassion and respect.Our dedicated group of receptionists, nurses, and physicians have worked together as a teamof receptionists, nurses, and physicians have worked together as a team wwww.lisywomensclinic.co.za/
Acute scrotum is a general term referring to an emergency condition affecting the contents or the wall of the scrotum.
There are a number of conditions that present acutely, predominantly with pain and/or swelling
A careful and detailed history and examination, and in some cases, investigations allow differentiation between these diagnoses. A prompt diagnosis is essential as the patient may require urgent surgical intervention
Testicular torsion refers to twisting of the spermatic cord, causing ischaemia of the testicle.
Testicular torsion results from inadequate fixation of the testis to the tunica vaginalis producing ischemia from reduced arterial inflow and venous outflow obstruction.
The prevalence of testicular torsion in adult patients hospitalized with acute scrotal pain is approximately 25 to 50 percent
Knee anatomy and clinical tests 2024.pdfvimalpl1234
This includes all relevant anatomy and clinical tests compiled from standard textbooks, Campbell,netter etc..It is comprehensive and best suited for orthopaedicians and orthopaedic residents.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
1. Managing Change: Tools and Techniques Vijay Ganju Director, Center for Mental Health Quality & Accountability NASMHPD Research Institute, Inc. 703.739.9333 ext. 132 [email_address] Lessons from Mental Health Systems Change and Transformation Initiatives Presentation at the CMS Conference: New Freedom Initiative Access to Community Living Transforming Systems: Keys to Success Baltimore, Maryland April 10-12, 2006
2. Mental Health System Recovery / Resilience Transformation Mental Health / Health Consumer / Family Driven Eliminate Disparities Early Intervention Evidence-Based Practices Training / Research Technology & Information
3. The Quality Pyramid Performance Measurement SYSTEM OUTCOMES Evidence-Based Practices Quality Improvement
9. Lessons Learned from “Toolkit” Trainers, Consultants and Evaluators Desired Consumer Outcomes Practitioners Consumer Family Agency Implementing EBP Steering Committee State or County Mental Health Authority Strategies for Consumer/Family Strategies for the SMHA Strategies for the Agencies Strategies for the Steering Committee Training/TA Strategies for Practitioners
10.
11.
12.
13. Lessons Learned from National EBP Demonstration Project INFORMATION TECHNOLOGY Implementation Leading to Transformation System Leadership/ Implementation Plan Policies and Procedures Organizational Structures Funding Methods Human Resource Capacity Quality/ Performance Improvement
14.
15.
16.
17.
18.
19.
20. Organizational Culture of a Mental Health System Solidarity Sociability Networked Communal Fragmented Focused
21.
22.
23.
24.
25. Tool: Team Competency/Influence Tool: Team Competency – A useful tool to help the team determine if they have the right team members relative to the competencies and influence necessary to execute the initiative Competency/Influence Team Member H = High M=Medium L=Low Uses: This exercise is particularly useful for two situations: (1) when initially forming the team, it can help the sponsor and/or team leader determine who should be on the team; (2) if the team is already in place and they may be struggling due to lack of ability to do certain facets of the initiative, this tool can be used to determine if adjustments in team members are warranted. Timing: Before starting the initiative and/or anytime during the initiative when the team seems to be struggling due to lack of competency or influence. This often occurs when a new phase of the initiative begins.
26.
27.
28.
29.
30. Tool: Threat/Opportunity Matrix 1 3 2 4 Tool: “Best Practice” organizations know how to frame a change initiative as more than a short-term threat. They work to find ways to frame it as both a threat and an opportunity. By doing so, they are able to create a sense of urgency and commitment among key stakeholders. Threat Opportunity Short Term Long Term Uses and Timing: Building the case for change is one of the most important tasks of the team. This simple tool helps it to redirect the initial focus on short-term threats and generates a clear sense of why the initiative is essential. Gain Pain
35. Stakeholder Analysis Steps: 1. Plot where individuals currently are with regard to desired change. ( = current) 2. Plot where individuals need to be (X=desired) in order to successfully accomplish desired change-identify gaps between current and desired 3. Indicate how individuals are linked to each other, draw lines to indicate an influence link using an arrow to indicate who influences whom 4. Plan action steps for closing gaps Names Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive
36. Example #1: Stakeholder Analysis Chief of Surgery Dr. Bobbitt Dr. Clampett CEO Chief of Staff Medical Director Chief of Medicine CFO Asst. Med. Director Chief Administrator Dr. Barnes Chief of Nursing Sharon Reams, RN Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive
37. Example #2: Stakeholder Analysis Chief of Surgery Dr. Bobbitt Dr. Clampett CEO Chief of Staff Medical Director Chief of Medicine CFO Asst. Med. Director Chief Administrator Dr. Barnes Chief of Nursing Sharon Reams, RN Against Moderately Against Neutral Moderately Supportive Strongly Supportive
38. Example #3: Stakeholder Analysis Chief of Surgery Dr. Bobbitt Dr. Clampett CEO Chief of Staff Medical Director Chief of Medicine CFO Asst. Med. Director Chief Administrator Dr. Barnes Chief of Nursing Sharon Reams, RN Against Moderately Against Neutral Moderately Supportive Strongly Supportive
39.
40. “ They always say time changes things, but you actually have to change them yourself.” ~Andy Warhol
![Managing Change: Tools and Techniques Vijay Ganju Director, Center for Mental Health Quality & Accountability NASMHPD Research Institute, Inc. 703.739.9333 ext. 132 [email_address] Lessons from Mental Health Systems Change and Transformation Initiatives Presentation at the CMS Conference: New Freedom Initiative Access to Community Living Transforming Systems: Keys to Success Baltimore, Maryland April 10-12, 2006](https://image.slidesharecdn.com/managingchange-1213126192686193-9/85/Managing-Change-Tools-and-Techniques-1-320.jpg)
