patti bullerman, sr. change management leader techniques

Techniques to Foster Change

Patti Bullerman, Sr. Change Management Leader

February 18, 2020

2© 2019 The Joint Commission. All Rights Reserved.

Overview

− Robust Process Improvement® (RPI®)− Our Journey

− Meeting Basics− Facilitating Change− Plan− Inspire− Launch− Support


Robust Process Improvement (RPI)Our journey…


Our Journey– 2008– Enterprise-wide initiative– Blended approach– Goals:

– Improve efficiency of internal operations– Increase customer satisfaction– Increase the quality of products and services

– Systematic approach to solving complex problems– Helps guide improvement teams

Change Management

Six SigmaLean


Good Foundation


PAGER

−Purpose− What is the meeting about?

−Agenda− How are we going to get it done?

−Ground Rules− What rules will we live by during our meeting?

−Expectations− What is our goal today?

−Roles− Who’s who?


Introductions and Icebreakers

−Begin your meeting with introductions−Do an icebreaker to get the conversation going− Make sure the icebreaker is specifically focused on

objectives and appropriate to the group− Fast, fun and easy− Can help diffuse potential tension and emotional

barriers to success− Ask for expectations


Consensus

− Everyone sees eye to eye

− A vote− Majority rules

− Everyone agrees to move forward with the decision

− Everyone personally accepts the decision and can support it

− Everyone’s concerns were heard and considered


Fist to Five

Totallyagainst

Don’t like it

Needs more

discussion

Okay with

it

Like it Love it


Parking Lot

−Relevant but outside the scope of the meeting−Address at end of the session

Use the Parking Lot to keep team focused and on track.


WWW: What / Who / When

Simple action plan that asks:

−What needs to be done?

−Who is responsible?−When is it due?


Change ManagementFacilitating Change™ Model

Plan Your Project

Inspire People

Support the Change

Launch the Initiative


Facilitating Change™ Model− Plan Your Project

− Assess the Culture− Define the Change− Assemble a Strategy− Engage the Right People− Brainstorm Barriers to Success− Build the Need for Change− Paint a Picture of the Future State

− Inspire People− Make It Personal− Solicit Support and Involvement− Look for Resistance− Lead Change

− Launch the Initiative− Align Operations and

Infrastructure− Get the Word Out

− Support the Change− Permeate the Culture− Monitor Progress− Sustain the Gains


Define the Change

− What is the project definition and scope?− What’s changing? What’s not changing?− What do we want our project to be known for?

“If I had an hour to save the world I would spend 55 minutes defining the problem and 5 minutes finding solutions.”

– Albert Einstein


Using this tool challenges teams to align everyone’s perceptions of what the project is about, using key words and phrases important to the initiative

15 Words


Engage the Right People

− Leadership commitment and visible support are essential for success

− Identify and engage key stakeholders as well to ensure those closest to the issue are involved in the improvement efforts


ARMI Analysis− A = Approver. Stakeholders

who approve and make decisions

− R = Resource. Ad Hoc Members. Stakeholders with process/content expertise that could contribute to the project’s success, but who are unable to attend every team meeting.

− M = Member. Stakeholders with critical knowledge of the problem or process who will fully participate in the action items and work plan.

− I = Interested Party. Anyone interested in the project work or its outcome.

KeyStakeholders

Role in Project by Phase

Start Up Implementation Evaluation


Build the Need for Change− Don’t assume the need for

change is obvious− Validate why the project is

important− Answer the question,

“Why are we changing?”− Increase dissatisfaction

with the current state and make people want to change

− Create a sense of urgency


Threat vs. Opportunity Matrix

Threatif we do nothing

Opportunitywith success

Shor

t Ter

mLo

ng T

erm

1 2 3To use this tool:−Define “short term”

and “long term”−Brainstorm threats

if you do nothing−Brainstorm

opportunities with success


Paint a Picture of the Future State

“A rock pile ceases to be a pile of stones the minute someone conceptualizes it as the building blocks of a majestic cathedral.”

Adapted from Antoine de Saint-Exupéry(A French writer, poet, aristocrat, journalist, and

pioneering aviator. June 29, 1900 – July 31, 1944)


More Of / Less Of

More Of Less Of


Solicit Support and Involvement

Define the project and stress why it’s important− Share the vision for the future− Identify the role of key stakeholders− Gain approval for messaging

Share a Clear and Concise Message


Solicit Support and Involvement

Who can you count on to support the project?− Bring together work teams if needed− Validate and recognize grass-root

efforts− Reward those who get on board

early− Seek out celebrity endorsers

Form Coalitions of Supporters / Endorsers


Stakeholder AnalysisFor each stakeholder, the tool helps identify:− Current level of support

and where you would like them to be

− Their individual issues or concerns about the project

− Wins or benefits from the project

− Actionable items or strategies to influence stakeholders

Stakeholder Name

Res

ista

ntSk

eptic

alN

eutr

alSu

ppor

tive

Enth

usia

stic

Issues or Concerns “Wins”

Action Item / Strategy to Influence

1 2 3 4


Elevator Speech


Get the Word Out

−Start with an Elevator Speech−Develop a strategy for how,

when, where and why to communicate

−Tie your change messages together− Define the change− Build the need for change− Paint a picture of the future state− Solicit support and involvement


Get the Word Out

Tell your audience not only what they need to know, but also what they wantto know.

Evaluate your Communication Strategy Routinely


Sustain the Gains

− Create short-term successes

− Don’t let up!− Energize

stakeholders− Keep leadership

involved


Sustain the Gains

If you don’t actively support

change,it won’t sustain!


Helping / Hindering

This tool helps teams answer the questions:−What are the positive

forces that can help sustain the change?

−What are the negative forces that are working against the change?

HELPING HINDERING


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patti bullerman, sr. change management leader techniques

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