leading and managing change at champlain ccac · 2013-10-17 · champlain leading and managing...
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Champlain
Leading and Managing Change at Champlain CCAC
Change Management Through Engagement & Integration
Presented by Daniel Merritt, Director, Organizational Development, Champlain CCAC
OACCAC Knowledge and Inspiration Conference, Friday June 21 2013
Champlain 2
Overview
Leading and managing change through:
• Organizational structure and flow
• Processes & tools for large-scale organizational change
• Processes & tools project & program-based change
• Skills & support for team & individual change
Champlain 3
About Champlain CCAC
• 55,000 + clients
• 2.1 million hours Personal Support Service care
• 20+ hospital partners
• 700 employees
• 30.4% of our clients had high care needs clients (up from 22.9% in 2011/12)
• Demand from hospitals +5.6%, community +10.8% in 2012
• 1 head office, 7 branches, 20 satellites
• 18 000+ sq. km, urban, rural
• 21% francophone
• CCM in June 2011
• Accreditation December 2012 - Exemplary
• OHA 2012 Quality Healthcare Workplace Silver Award
Champlain 4
Organizational
Structure and Flow
Champlain 5
Operational Governance Structure
Champlain 6
Engagement by Design
• Multiple, open, structured opportunities for participation
and leadership in internal committees, workgroups and
project teams
• Planned, visible up-down flow of information
(suggestions, recommendations…) to higher-level
decision-making
• Examples:
• Care Coordinator Professional Practice Committee
• TA Alignment Committee
Champlain 7
Large scale
organizational change
Champlain
asdf Leadership Team
Project Tools
Change Tools
Ethics Tools
Risk Tools
Is there approval from EC or SOC to proceed to
implementation planning?
Executive Team
SOC (Strategic Operations
Committee)
for consultation
BIOS (Business Impact
Oversight Committee)
New initiatives - internally driven
Is this a broader
scope initiative with potential impact on the organization, system or client
delivery?
yes for
consultation
Completes appropriate project tools
Authorize implementation readiness. PMO tracks progress.
Project evaluation & recommendations (6+ months post implementation)
Initiates comprehensive
review with SOC, relevant
committees, and/or frontline
staff using tools, including:
• Change
Management Roadmap • Ethics
Framework, • Risk Assessment
tools, etc.
Is this a project?
With limited organization-wide impact, & focus on
efficiencies?
Review & support during pilot & execution phases.
New initiatives – externally driven (LHIN, OACCAC, Partner/stakeholder, Other)
Internal Committees
& Staff
for consultation
Large-scale organizational change Project-based change
Project/Program Management Office Planning, status & escalation
Review/assess scope, direct solutions, approve project progress, assess impacts, risk and readiness and submit recommendations on
implementation to SOC.
Managers +
x50
Directors +
x13
Champlain 9
Change Approach
Is the outcome negotiable?
Is the implementation negotiable?
Command and Control
Abbreviated Planned Change Process
Is there an immediate crisis? Command and Control
Is the preferred future well defined
&understood?
Is the change large and complex?
Full Planned Change Process
Emergent Change Process
Abbreviated Planned Change Process
Yes
No
Yes
Yes Yes
No
No
No
No
Yes
Champlain 10
Change Management Roadmap
Stage Actions Needed Tools and Approaches Notes
Establish
a
sense of
urgency
Actions Needed
• Examine for potential crises & untapped
opportunities
• Convince min 75% managers that status
quo is more dangerous than the unknown.
Pitfalls
• Underestimating the difficulty of driving
people from their comfort zones
• Becoming paralyzed by risks
Force Field Analysis (internal)
Define ‘why’, rationale, urgency, ‘platform’
Communications Plan: stakeholders, key messages and vehicles for delivery
Questions to ask/answer
Why are we doing this? / Why now? / What problems is this change trying or going to solve?
Why is this urgent? / Have we communicated the problem clearly or do we have a task force working on it
behind closed doors trying to come up with a solution? / Who are the people resisting the change with the
attitude & power to keep people from acknowledging or addressing the problem? What are they doing to
undermine our efforts? / If asked today, what % of leaders/staff would agree that there is a major
problem or missed opportunity? Is it high enough?
Form a
powerful
guiding
coalition
Actions Needed
• Assemble a group w shared commitment
& enough power to lead the effort.
• Encourage them to work as a team
outside the normal hierarchy.
Pitfalls
• No prior experience in teamwork at top
• Relegating team leadership to an HR,
quality, or strat planning exec rather than
senior line manager
Project Plan (charter, workplan, roles and responsibilities, communications and engagement, education)
Change Roadmap (as appropriate)
Change leadership knowledge, skills
Questions to ask/answer
Have we assembled the appropriate talents? / Does out guiding team work well together?
Do we have egos on the team or active resistors eroding trust and energy? / Is our guiding team working
on project plans, budgets etc., or are they thinking about the creation of a change vision and a strategy?
Create a
vision
Actions Needed
• Create a vision to direct the change
effort.
• Develop strategies for realizing the vision.
Pitfalls
• Presenting a vision that’s too complicated
or vague to be communicated in 5 minutes
Appreciative Inquiry
Future Search
Facilitated Dialogue, Focus Groups, Communities of Practice
Value Stream /Process Mapping
“4D Approach” (Define, Discover, Design, Do)
Questions to ask/answer
Is our guiding team reaching out? Do they walk around to pick up ideas or are they sitting in meetings?
In our situation, is there a role model for change?
Do we have a simple enough message for our change vision to be understood and remembered? Can we
draw a sensible & appealing picture of what our future may look like?
Is our change strategy a set of simple enough logical steps of how this future can be created, so that it has
a chance to be understood and be remembered?
Define the vision – what success looks like, what the future looks like & how we will solve the problem. And
remind why. / Define what changes &what does not. Define expectations. / Pay attention to hearts and
minds. / Define risks, define opportunities.
Key messaging:
Link to Vision,
Mission
Focus on client: big
change in how
clients served but
small on individual
clients or staff
Address WIIFM
ID what changes,
what doesn’t
Highlight benefits,
outline risks &
mitigation strategies
Champlain 11
Diagnostic Tools
Champlain 12
Other Internal Structures
Conversations with Staff
Monthly Updates & Key Messages for Managers
Monthly team meetings
Champlain 13
Small steps & hard facts
-Evaluate, Experiment, Adapt fail fast
-Reporting real progress quickly
Champlain 14
LEADS
Future
Vision
Outcomes
Achieve Results
Relationships Engage Others
Develop Coalitions
Lead Self
Systems Trans-
formation Change Dynamics
Champlain 15
Project & Program
Management
BIOS Project Charter Change Management Toolkit
Champlain
asdf Leadership Team
Project Tools
Change Tools
Ethics Tools
Risk Tools
Is there approval from EC or SOC to proceed to
implementation planning?
Executive Team
SOC (Strategic Operations
Committee)
for consultation
BIOS (Business Impact
Oversight Committee)
New initiatives - internally driven
Is this a broader
scope initiative with potential impact on the organization, system or client
delivery?
yes for
consultation
Completes appropriate project tools
Authorize implementation readiness. PMO tracks progress.
Project evaluation & recommendations (6+ months post implementation)
Initiates comprehensive
review with SOC, relevant
committees, and/or frontline
staff using tools, including:
• Change
Management Roadmap • Ethics
Framework, • Risk Assessment
tools, etc.
Is this a project?
With limited organization-wide impact, & focus on
efficiencies?
Review & support during pilot & execution phases.
New initiatives – externally driven (LHIN, OACCAC, Partner/stakeholder, Other)
Internal Committees
& Staff
for consultation
Large-scale organizational change Project-based change
Project/Program Management Office Planning, status & escalation
Review/assess scope, direct solutions, approve project progress, assess impacts, risk and readiness and submit recommendations on
implementation to SOC.
Managers +
x50
Directors +
x13
Champlain 17
- Monthly
- Air traffic control
- Ongoing projects
- New projects
- Cross-functional
membership
- Project Charter
Business Impact Oversight Committee (BIOS)
Champlain 18
The Project Charter
General Information
Vision, objectives & alignment to strategic plan
Related & interdependent projects
Description of benefits
Consequences if change does not occur
Risks & Mitigation
Overview & scope of the initiative
Project Team information
Executive sponsor or steering committee
Project sponsor
Project lead
Project manager
Core project team
Other project team members
Pilot Project Planning
Details, milestones, timelines
Communications & engagement plan
Learning & development plan
Go Live plan
Business Impacts: Budget, Risks & Change
Management Considerations
Cost estimates
Description of Business Impacts
Roles & responsibilities
Internal & external communications needs
Client services systems impact
HR and Labour Relations considerations
Workflow and process impact
Impact on external stakeholders & partners
Business intelligence needs & impacts
Logistics & equipment considerations
Other change management considerations
Champlain 19
Change Management Toolkit
• Overview of the Kotter model – steps and tips
• Planning Resources
• Impact Assessment Resources
• Engagement and Communication Resources
• Learning and Development Resources
Champlain 20
Education & Training
• Explanation of the reason(s) for the change
• Objectives and direction
• Outline of changes, impacts and timelines
• Expectations of individuals
• Opportunities for feedback & input
• Resources & opportunities for support
Champlain 21
Team & Individual
Change
Champlain 22
Skills Development
Building capacity for change…
- through change management skills and resources
- through targeted skills development
Champlain 23
Communication and Engagement
Who?
• Senior leaders and executives
• Frontline managers
• Project leads and sponsors
• Peers
How and When?
• Organizational announcements (Navigator, Staff Conversations, etc.)
• Leadership & management meetings
• Team meetings
• Internal committees and workgroups
• Project meetings, workgroups
• Informal and one-on-one
Champlain 24
Skills Development
Frontline Leaders
Conflict Resolution
Engaging & Influencing Stakeholders – Facilitative Leadership
Choices and Change Difficult Conversations
Functional education & training Change Management (Kotter, fundamentals)
Working in a virtual team Quality & Risk Management, Lean
Change Management Coaching
Participation on internal committees and workgroups
Leadership Meetings and Summits
Healthy Conversations
Moral Distress
Champlain 25
Champlain 26
Four “A’s” for addressing moral distress
(Rushton, 2006)
Managing Moral Distress
Champlain 27
Looking Forward
Bridges Transition Model:
• Ending, Losing, and Letting Go.
• The Neutral Zone.
• The New Beginning.
Champlain 28
Review Leading and managing change through:
• Organizational structure and flow
• Processes & tools for large-scale organizational change
• Processes & tools project & program-based change
• Skills & support for team & individual change
Champlain 29
The secret of change is to focus all of your energy, not on fighting the old, but on building the new.
Socrates
