1. This is How to Shape a Culture of Wellness Rick Cartor, Ph.D., OD/HR Consultant, BB&T Insurance Leaders of organizations often say they want to create “a culture of wellness”. But, what exactly does a person DO to impact the culture?

2. Outline 1.Levels of complexity: Practical over theory 2.Define Culture and Culture of Wellness 3.Best case / Worst case 4.Components of culture 5.Changing behaviors to change the culture 6.Concepts to keep in mind 7.To create a culture of wellness do this 8.Beware of these potential dangers 9.Additional questions and discussion

3. What is “Culture”? The predominant way of life in any collection of people: society, group, team or organization It’s how we act and do things around here… Set a learned behaviors and ideas (beliefs, attitudes, values, ideals, perceptions) Take for granted, consider ordinary or universal (norms) Culture Beliefs, attitudes PerceptionBehaviors

4. What is a “Culture of Wellness?” A community where individuals are actively engaged in maintaining or improving their health and influencing each other to lead healthy lifestyles.

5. LOW  Impact of Population Health Management  HIGH Employee commitment (Internal motivation) “CULTURE OF WELLNESS” Decision Employee program awareness Roles, responsibilities, planning, systems Initial participation (incentives) Increased engagement Reward Outcomes The goal to establish a community where individuals are actively engaged in maintaining or improving their health and influencing each other to lead healthy lifestyles. Employee compliance (External motivation) “normal”

6. Best Case Scenario Worst Case Scenario Employees 50-400 employees Youngish, informed Collaborative Cohesive group(s) Technology Management Understand and model Resources HR credibility /influence Change policies, benefits… Work / workplace One location One shift, low turnover Flexible work demands Healthcare Self-funded Employees stake Personally benefit Large % lifestyle related “I have to create a culture of wellness and show results this year, in a large traditional fully insured adversarial dispersed organization of independent operators with extremely limited resources or staff, no SME/vendor and no previous experience”. Few have BCS Pinpoint challenges The further you are…

7. Culture Beliefs, attitudes PerceptionsBehaviors Culture… is how we act…and do things Set a learned behaviors and ideas … consider ordinary or universal… To change the culture, focus on bringing about the desired behaviors. What influences behavior? P is a function of motivation * ability * resources

8. To change the culture, focus on bringing about the desired behaviors… Behavior is a function of motivation * ability * resources rewards/consequences must have the skills and know how must have access to the tools needed to execute the behavior WHAT ARE THE DESIRED BEHAVIORS THAT WOULD MAKE UP A CULTURE OF WELLNESS?

9. KEEP THESE CONCEPTS IN MIND CULTURE To change the culture, focus on the desired behaviors Constantly assess motivations, ability and resources Cannot effectively build a culture of wellness without a planned wellness initiative Align, align, align CHANGE Be careful not to underestimate employees’ ability to handle change and over-estimate their ability to handle uncertainty. Be aware of predictable reactions to organizational change (DREC) COGNITIVE DISSONANCE Make my beliefs fit with my behaviors (especially with weaker beliefs) COMMUNICATION Word choice, phrasing matters a lot I may not hear the answer until it is my question CONTAGEOUSNESS Innovation adoption... How would you spread a disease?

10. 1.Be invisible 2.Be inclusive 3.Be strategic 4.Be systematic and detailed 5.Be patient / preach patience 6.Communicate carefully and relentlessly 7.Focus: prioritize 8.Gather and share data To Shape a Culture of Wellness do this:

11. InvisibleInclusiveStrategicSystematic / detailed Preach PatienceCommunicateFocusGather Data

12. Invisible NOT _____’s program Counters heroic leader Not about you (egoless) Define purpose: behavioral change TAO: Happens naturally Need experience / SME Create a common enemy: us v. healthcare Inclusive Recruit others (Wellness team) Get diversity Try to get connectors Set parameters: Delegate the lead Teach team to solicit ideas, share info Reward team particip. Target Innov, early adopters, early majority All levels of health Strategic Shape the context HR life cycle Contingencies  WIIFM Align rewards: (participation maint, action, outcomes) Publicize winners Drawings, $600/year, creative rewards How does ____ affect this? Tie ins? Systematic / detailed Cover every detail Review every policy Do walk throughs Add to agendas Hit visible areas Address every possible excuse Zero errors – pre- mortems Preach Patience Think beyond 12 month cycles Create a 3 year plan Preach long term results Share calendar and progress Communicate Over and over and… Answer the same questions Post information in smart places Use different media Establish a name and logo and themes (have a contest) Focus Focus as a priority SLT focus as a priority to model Bring it up every meeting DREC: Denial (often a reasonable response) Resistance, Exploration, Commitment. Gather Data Know preventive % Measure everything Participation Reaction Learning Behavior Results Share successes Share saves

13. LOW  Impact of Population Health Management  HIGH Employee commitment (Internal motivation) “CULTURE OF WELLNESS” Decision Employee program awareness Roles, responsibilities, planning, systems Initial participation (incentives) Increased engagement Reward Outcomes Employee compliance (External motivation) Innovators-------Early adopters----------Early majority-------------Late majority -----------------Laggards--------------late/never Denial ----- Resistance ------------------------ Exploration -------------Commitment The goal to establish a community where individuals are actively engaged in maintaining or improving their health and influencing each other to lead healthy lifestyles.

14. Beware of these dangers 1.Bad launch; other big SNAFUs 2.Launch then abandon 3.Too difficult, hard to do, inaccessible 4.Too complicated or too many changes 5.Insufficient rewards 6.S.L.T.B.S. 7.Lack of leadership support

15. This is How to Shape a Culture of Wellness Rick Cartor, Ph.D., OD/HR Consultant, BB&T Insurance Leaders of organizations often say they want to create “a culture of wellness”. But, what exactly does a person DO to impact the culture? QUESTIONS?