The document summarizes an organizational development presentation for an executive audience. It introduces the speakers and provides background on the merged organization, including its size, services, reputation and awards. It then describes the Continuous Quality Improvement and Organizational Learning division and its roles. Finally, it outlines six strategic approaches to engaging executives in organizational development efforts, such as developing relationships, communicating in business terms, coordinating communication, establishing partnerships and focusing on results.

1. Strategic Approaches to
Organizational Development
Executive Engagement
Deb Tomek Cathy Heck Jason Lebsack
Vice President Director Manager
Human Resources Continuous Quality Improvement Six Sigma
& Organizational Learning
Omaha ODN
February 22,2006

2. Our Organization
– Formed with the merger of Clarkson Hospital and UNMC’s University
Hospital in 1997
– 690 Beds
– Nebraska’s largest health care facility:
• 4,500 employees
• 1,000 staff physicians
– Tertiary/Quaternary Academic Medical Center
• $550 million budget
• 22,000 inpatient discharges
• 132,000 patient days
• 445,000 outpatient visits
– Patients from all 50 states, 42 countries
– National reputation in Cancer Care, Transplantation
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3. Our Organization
Nebraska’s only NCCN member
•110 Liver/Small Bowel
•1,900 Liver Transplants
•60 Small Bowel
Platinum Award •3,000 Bone Marrow
1 of 17 organizations nationwide
176 physicians,
representing 34 specialties, Nebraska’s first hospital to
named to the be recognized as a
2005 Best Doctors list Distinguished Hospital for Nebraska’s only certified
Service Excellence stroke center
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4. Who we are…
Deb Vice President
Tomek Human Resources
Director
Cathy Continuous Quality Improvement
Heck & Organizational Learning
Jason Manager
Six Sigma
Lebsack

5. CQI & Org Learning
Division
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6. CQI & Org Learning
Division
Dr. Steve Smith Deb Tomek
CMO VP, HR
Cathy Heck
Director, CQI & Org. Learning
Pat Rodis
CQI/Six Sigma
Staff Assistant
Continuous Quality Improvement Organizational Learning
Annette Fideler
Manager, The
Jason Lebsack Clinical Quality/ Organizational Learning Network
Process Design
Manager, Patient Safety Development
Six Sigma
Kathy King
TLN Staff
Jenny Bush Jennie Assistant
TBD
Black Belt Bartholomew Denise Gorski
Patient Safety
Process Design OD Consultant Diane Wiese
Specialist
Engineer TLN Staff
Diana Hakenson Assistant
TBD Terrie Johansen
Black Belt Jim Kieffer
Process Design Clinical Quality
OD Consultant Pat Pedersen
Mary Ellen Uphoff Engineer Nurse Coordinator
Development
Master Black Belt
Bryan Kenney Specialist
Steph Gould
Black Belt Rosie Schuman
Process Design
OD Consultant Mary Ayers
Consultant
Matt Pospisil Development
Master Black Belt Frank Pietrantoni Specialist
Black Belt
Jackie Siebels
Development
Scott Ward Specialist
Black Belt
Michael Merrick
Development
TBD Info. Specialist
Black Belt
TBD
Black Belt
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7. CQI & Org Learning
Division
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8. Engagement
Strategies
(1) Develop/Foster Key Relationships
(2) Speak in the Language of Business and
Organizational Culture
(3) Well-Coordinated Communication with
Executives
(4) Establish Partnerships & Role Clarity
(5) Integration. Integration. Integration.
(6) It’s all about Results
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9. Questions?
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