being a physician leader in a challenging environment
TRANSCRIPT
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Being a Physician Leader in a Challenging EnvironmentPE6, February 11, 2019
Bobbie Byrne MD, Chief Information Officer, Advocate Aurora Health
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Bobbie Byrne, MD MBA FAAP
Has no real or apparent conflicts of interest to report.
Conflict of Interest
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• Develop key strategies that will make an impact in a VUCA environment and identify specifically what actions are best used under what circumstances
• Identify the impact of culture and how that should modify your approach or generate warning signs
• Demonstrate how to tackle the "single source of truth" data question and how to create a path to this goal while still providing the key information needed to continue to care for patients and run the business
• Discuss compelling patient and physician stories to gain consensus or cause disruption as needed
Learning Objectives
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Agenda
• “Leading” and “Challenging”
• A VUCA world
• The role of Culture and Data
• Sell it with a Story
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• Step #1: Identify your Vision
• Step #2: Figure out what needs to be done
• Step #3: Do it
What to do when you don’t know what to do…Finding the Strategy
What to do when you don’t know how to do it/sell it…VUCA analysis
Leadership
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Start with your True North
“About one time a year, our organization loses a surgical specimen that requires the patient to return to the Operating Room and be placed under repeat anesthesia for a repeat biopsy.”
“And it already happened this year to a 28 year old with Lupus Pleuritis”
Yield: Funding of $30M for an integrated bar coded lab system
True North: Safety and Health Outcomes
• When everything is changing, commitment to the vision and communication of the vision must be solid
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• Go to the scene of the crime
• Ask open-ended questions
• Dig into the details
• Scan for outliers or patterns
• Get context
• Know your own biases
What to do…Finding the Strategy
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• Compare a vendor selection circa 2003 to a vendor selection today
– Clear requirements, limited data set and agreed optimal outcome
– Moving requirements, endless data set and difficulty in gaining consensus on the question, much less the answer
• Pull out your Five-year Strategic Technology Plan?
• Need a new way to look at this Challenging Environment
How to do it….
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• Advanced by US Army War College to explain a post Cold War world
– Volatility
– Uncertainty
– Complexity
– Ambiguity
• Provide leadership guidance based on recognizing VUCA situations
– Utility of obtaining additional data
– Ability of experts able to predict response
VUCA
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Volatility• Unpredictable swings or unstable situation
• Some data is available: Not difficult to understand but not always of great value
• Additional Expertise is valuable
• HIT examples:
– Cybersecurity breech risk
– Internet Service in some geographies
• Recommend:
– Stockpile additional experts
– Build in redundancy
• Cultural preparation: Surprises
– “Not IF, but WHEN”
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• Cause and Effect basically understood but unsure if change will happen
• Data is available
• Additional Expertise has minimal value
• HIT example:
– Competitive organization has just signed with your core vendor, concern on staff recruitment
• Recommend:
– Obtain data, create plan
– Reconnaissance on competitive salary & benefits
• Cultural preparation: Move Quickly
– Prepare to pull the trigger immediately if needed
Uncertainty
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Complexity• Many interconnected parts.
• One variable changes several others
• Data can be available but often overwhelming to evaluate manually
• Additional Expertise is valuable
• HIT Example:
– Planning for future regulatory requirements
• Recommend: Obtain or grow expert opinion
• Cultural preparation: Longer explanations
– More extensive organization education needed
– Creation of talking points, stories, vignettes to illustrate the inter-related points
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Ambiguity
• Don’t know what we don’t know
• Cause & Effect unclear
• Drivers of success unknown
• Data is not really available
• Additional Expertise has minimal value
• HIT Example:
– Digital Patient Apps
• Recommend: Experiment, Rapid Iteration
• Cultural preparation: Move without perfect information
– Embrace the “Fail Fast”
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• Review VUCA Cultural impacts
– Surprises-Volatility
– Move Fast-Uncertainty
– Longer Explanations-Complexity
– Decide without Information-Ambiguity
• Compare with your organization’s culture
• Determine the type of challenge that is most problematic to your culture
• Double down on efforts in that area in creation of both stories and data
• Example: Surprises in Data Conversion
Role of Culture
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• In search of the Almighty Source of Truth
• One hundred percent is probably not reasonable
• Most organizations have political third rails
• Transparent process and source
• Start with report governance rather than data element governance
• Identify the areas where you will go to the wall
– Executive level visibility
• Most important to weave the data into the story
• In VUCA situations where data is not helpful in determining action, it can still be very helpful in selling/telling the story
• Example: Ambulatory go-live complexity
Role of Data
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Story tellers
• Physicians are often the most influential people in the room-any room…exam room, operating room, board room.
– Intelligent
– Highly skilled, highly trained
– At the front lines
• Accustomed to refining their words for the audience
• Take out the medical lingo
• Approach from the patient side—even more than physician side
• Refine the story—wash--rinse--repeat
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End With Your True North
• When everything is changing, commitment to the vision and communication of the vision must be solid
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Bobbie Byrne, MD MBA FAAP
• Please complete online session evaluation
Questions