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Performance Improvement Tools Create, Get and Share Them Duke Rohe, BS, FHIMSS Performance Improvement Specialist Alias ‘the tool-fool’

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Presentation on theme: "Performance Improvement Tools Create, Get and Share Them Duke Rohe, BS, FHIMSS Performance Improvement Specialist Alias ‘the tool-fool’"— Presentation transcript:

1 Performance Improvement Tools Create, Get and Share Them Duke Rohe, BS, FHIMSS Performance Improvement Specialist Alias ‘the tool-fool’

2 How I FeelHow I Look

3 What we would like to achieve in the next few minutes ?  Provide a better understanding of what a tool is and how it can be leveraged to make a difference  Learn how to begin creating a sharing environment  Learn how to become a tool ‘geek’ that your organization can’t do without  Look at a variety of ready-to-use tools and see how they might apply in your area

4 Purpose 4 creating a tool  Accelerate learning  Give a guide of predictability  Provide a roadmap for similar territory  Replicate knowledge efficiently from one application to another  Eliminate the waste of reinventing knowledge and learning through error  A good idea is good. A good idea times 50 is mighty good

5 Why a presentation on Tools ?  We have finite amount of resources and finite time to get better than the competition  We can no longer afford to redo, waste effort, allow incomplete sharing  We must leverage our strengths or we will drown in our weaknesses  One digging with a shovel does more than a hundred with spoons

6 Attributes a Sharing Environment  To know is great, to share what is known is mighty  Concept of knowledge management attempts to map knowledge throughout  Access to tools is easy and intuitive  Emphasis on sharing, growing knowledge  Encourage, allow time, reward discovering and sharing new ways

7 How to Dampen Knowledge Management (or Sharing)  No attention, no time, no dice  Make it old, hard to find, not transferable  All take and no give  Counterproductive incentives

8 How 2 Begin  Become the resident knowledge sharer in your organization  Begin taking notes as if your were the CNN reporter for your organization.  Look for the scaffolding behind your project work that would guide others  Discover business models, cause and effects, organizational behavior as candidates

9 How 2 Begin…  Look at the scaffolding behind how people think and act and fill in the missing pieces  Gain a dissatisfaction with reinventing knowledge or having to create what has already been created  Become the source for helpful tools and news around the organization  Think in questions that lead people to the right action/answer

10 How 2 Begin… again  Bridge the gap between the need-to-know need-to-share of communication  Think of ways you can engage staff to continue resolving their own challenges  Find ways to stimulate thinking to what might be overlooked  Practice paranoia to get folks to surface those landmines that sink success

11 How 2 Begin… and again  Read what works in other industry. Find the no duh-uh application that people discount or tend to overlook  Itemize those things you wish you would have known or done different  File these electronically by how it might be used, Communication, teams, project management… for quick reference

12 How 2 serve it up  Think simplicity, bite size chunks, understandable by the “little people”  Offer no more than they need to know, no less than what is needed to be successful  Give folks a menu for the best results  Make it fun, interesting. Not everything in healthcare has to hurt or be boring.  Turn it upside down: For worst results, do this.

13 How 2 serve it up  Limit it to one page is best.  Categorize where possible, use font types to make it easy/interesting  Spend time to groom it. Give me more time and I’ll write you a shorter letter Mark Twain  Put you name/department on it. a Duke original, contributed by Duke, modified by Duke, forgotten by Duke.

14 How 2 spread it around  Distribute via email. “Weekly Reader to subscribers”  Offer it to periodicals, newsletters, professional journals, conferences  Network it with your peers in other areas. It creates a favor-mentality on the other end

15 How 2 spread it around  Give it away internally. Got a need? Here’s a tool.  Put these filed tools out on a common server for all to access.  Refresh periodically the users memory of what’s out there *The most valuable tool fills a need in a crisis and is given away for free.

16 A test of the best  The best tools have function over time and in various applications  V = B x U Value = the benefit of the tool times its use (if it is free or very reasonable and available, its value will grow -- others will seek out its creator and that is worth a bundle)

17 Reminder  Honor your sources  If you use their stuff, acknowledge them  A tool’s best compliment  Someone else improves on it or shares it with a peer.  The worst tool is an ingenious one that is never created nor shared

18 What Qualifies as a Tool ? If it can accelerate learning or success it qualifies:  Forms, bullet-format notes, new thought- provokers, proverbial wisdom.  Icebreakers and debriefs, tests that lead you to your answer  Questions that drive folks to their solutions, action item trackers  Common sense revisited, notable quoteables, comic reliefs

19 What Qualifies ?  A guide or pattern for achieving results, doing things right and avoiding pitfalls  List of how-to’s, have-you’s, do-do’s, don’t- do’s and how-do-you-do’s (checking to see if you are reading)  Summary notes that will inspire and inform. Summary of books, conferences…  Step-by-step procedures, observations of causes and effects

20 What Qualifies ?  Concepts translated from one industry to the next  New knowledge or thought-provoking abstracts  Macro-rich spreadsheets and databases with multiple applications  Checklists, visual examples  Complex methodologies boiled down to their pertinent points

21 What Qualifies ?  Personal pieces that bring life to life, heart warmers, life expanders  Little techniques that bring great results  Summary of ideas that have worked elsewhere  Lessons learned from a project, especially the “never do this”  Samples, examples and starter fluid for an application

22 Folders for EASY Access and HIGH use  New Stuff  Red Tag  Benchmarking  Communication  Change  Culture  Cliffnotes  Idea  Grow U  Knowledge Mgmt  ProcessMgmt  Project Mgmt  Quality  Reengineering  Service  Systems Thinking  Teams  Visual Control  Visioning

23 How 2 end  The worst tool is an ingenious one that is never created nor shared.  What you put into life is also a measure of what you get out of it. Don’t cheat yourself.  If you would like a set of around 1000 electronic tools ready to modify, email me at

24 Other tool sites (around 200 each) and select Resource

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