Presentation is loading. Please wait.

Presentation is loading. Please wait.

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

Similar presentations


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 . “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, me at

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


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

Similar presentations


Ads by Google