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1 Leading Change & Innovation in Health Care IT Ouellette & Associates Presented by Ken Emery.

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Presentation on theme: "1 Leading Change & Innovation in Health Care IT Ouellette & Associates Presented by Ken Emery."— Presentation transcript:

1 1 Leading Change & Innovation in Health Care IT Ouellette & Associates Presented by Ken Emery

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3 3 What are the Problems?  Medical costs increasing faster than the economy  47 million uninsured citizens  Emergency room overload  Medical errors  One-sixth GDP  Billions of dollars lost by investors  Fragmented physician care  Complex systems of payments and reimbursements  Few uniform data standards  Islands of information  Fragmentation of IT software purchases…(I want an automobile, not a wheel, engine, and chassis!)  Historically underinvested in IT

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5 5 Last, but not least……  Many, Many Stakeholders: − For-profit hospitals − Not-for-profit hospitals − Physicians − Pharmaceutical companies − Consumers − Insurers What are the Problems? (continued)

6 6 All This = Much Uncertainty About the Future

7 7 IT Innovation & Strategy IT Innovation Strategy

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9 9 Current Focus in Healthcare IT  Electronic medical records  Integration of disparate systems  Storage and security of patient data  Physician practice integration  Computerized physician order entry  Patient financial services  Remote monitoring/telemedicine  Medication administration technology  Twitter and clinical data  Collaboration tools  Deliver more with less

10 10 Information Technology Can…  Provide a robust infrastructure for data integration and data sharing  Reduce the costs of medical care  Embed “best practices” into the technology  Integrate disparate processes and systems  Provide a stabilizing platform for implementing change

11 11 Current Valley of Despair Future Change Curve

12 12 Clarity Commitment Community The Components of Change Model Communication  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

13 13 Typical Reactions to Change  Skepticism  Weariness  Excitement  Anxiety  Anger  Why?  … This too shall pass (I hope)!  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

14 14 Experiencing Change  Thinking & feeling aspects  Natural to think “loss”, refocus on “gain”  Each individual has a limited capacity  Looking for support  Don’t often ask for help  Is creativity encouraged?  Change is personal !!  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

15 15 Translate it to a Burning Platform Why Change?  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

16 16 “Some people change when they see the light, others when they feel the heat.” - Caroline Schoeder

17 17 Change Comes From the Inside Out! Source: Howard Gardner “Changing Minds”  Often, the most important point of change is changing minds  The only one who can change a person’s mind is that person  Find out what current mindsets exist  Create a WIIFM environment that… helps people examine the change discover its benefits and decides to change their mindset  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

18 18 Organizational Roles During Transition:  Executive Change Sponsor  Transition Leader  Transition Leadership Team  Change Communications Coordinator  Project Leaders  Project Teams  Trail Blazer Teams  Change Advocates  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

19 19 Leadership Behaviors to Avoid… The Vulcan Mind Meld The Rational World View Cuckoo Clock Leadership Sponsoring the Idea ONLY People magically will get on board, just because the leaders are. “If it makes sense, people will do it.” Leaders who pop out on occasion to champion the cause but otherwise remain hidden. Sponsoring the goal, but not the journey Other Examples…  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

20 20 “If we do not change then our organization will not change.”

21 21 Change Capacity Change #1 Senior Management Middle Management First Line Management Staff Middle management pressured from sr. mgmt to make changes happen Middle management receives resistance from first line mgrs & staff First line management receives resistance from staff Change #1 Change #1 Change #1 Change #2 Change #2 Change #2 Change #2  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

22 22 Communication is the Glue  Communication is not an event… it is an accompaniment to life!  You can never communicate enough!  Build a Change Communication Plan and Execute it purposefully!  Copyright 2007 Ouellette & Associates and Omega Point Consulting. All rights reserved.

23 23 “The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades.” - John Kotter

24 24 One thing you can always count on… There will be CHANGE!


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