1. THE POWER OF INFORMATICS Adoption – Analytics - Outcomes THE POWER OF INFORMATICS Adoption – Analytics - Outcomes Reginald Butler CEO Performance Paradigm

2.  We Connect

3. 3  Change management strategies that work in the healthcare environment  Importance of training and communications to help bridge gaps and healthcare transformation  Coaching framework that will accelerate employee engagement and behavior change  Develop a deeper understanding of how trust is the key factor in workforce development, retention and change management execution.

4. Behavioral Transformation Knowledge and Skills Intention and Motivation

5. Fixed Mindset Believe basic qualities like intelligence are fixed traits Spend time documentin g traits instead of developing them Believe talent alone creates success without effort Believe abilities can be developed through hard work Possess a love of learning and feedback Believe resilience is essential for accomplishment Growth Mindset Stanford University Carol Dweck

6. THE POWER OF INFORMATICS Adoption – Analytics - Outcomes THE POWER OF INFORMATICS Adoption – Analytics - Outcomes

7. Current State New Structure Desired State Tension Lag Old Strategy Old Structure Old Culture and Behaviors New Strategy New Culture and Behaviors Essential Behaviors Old Strategy Old Structure Old Culture and Behaviors New Strategy New Structure New Culture and Behaviors Key Work Streams Strategy to Behaviors Communications Campaign Implementation Coaching and Recognition Program Change & Communications Campaign

8.  Electronic Medical Record Adoption Model (EMRAM)  Healthcare cost escalation  Consumers expecting greater value  Expectations of nurses to assume leadership responsibilities and lead change − Different educational requirements − Different skills required around talent development, change management, and business operations

9. Why are we changing? Why now versus later? What’s going to be different? Why is the new way better? How and when will it be measured?

10. THE POWER OF INFORMATICS Adoption – Analytics - Outcomes THE POWER OF INFORMATICS Adoption – Analytics - Outcomes

11. Trusting relationships are built over time and require consistent and deliberate effort.

14. THE POWER OF INFORMATICS Adoption – Analytics - Outcomes THE POWER OF INFORMATICS Adoption – Analytics - Outcomes

15. THE POWER OF INFORMATICS Adoption – Analytics - Outcomes THE POWER OF INFORMATICS Adoption – Analytics - Outcomes

16. REDCREDC CEREBRAL MODE YELLOWDYELLOWD BLUEABLUEA LIMBIC MODE Thinking Processes GREENBGREENB LOGICAL ANALYTICAL FACT BASED QUANTITATIVE (UPPER LEFT) HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING (UPPER RIGHT) (LOWER LEFT) SEQUENTIAL ORGANIZED DETAILED PLANNED (LOWER RIGHT) INTERPERSONAL FEELING BASED KINESTHETIC EMOTIONAL RIGHT MODE LEFT MODE Thinking Processes Adapted from the Ned Herrmann Whole Brain Model

17. Uses facts to illustrate points Very straightforward Applies logic Appears to display little or no emotion regardless of the situation Uses facts to illustrate points Very straightforward Applies logic Appears to display little or no emotion regardless of the situation How the Brain Communicates

18. Speaks in phrases Stops in mid sentence, thinking others obviously know Very abstract in speaking –– uses metaphors and musical words Asks questions that lead to other questions: Why? How the Brain Communicates

19. Speaks in complete sentences and paragraphs Processes sequentially Very concrete in speaking Asks questions that have answers: Who? When? How? What? Where? © 1992-98 Ned Herrmann Group How the Brain Communicates

20. Face is animated – eyes flash, etc. Uses extensive nonverbal gestures Uses stories to illustrate points Talks out loud or to self to learn How the Brain Communicates

21. 21 Uses facts to illustrate points Very straightforward Applies logic Appears to display little or no emotion regardless of the situation Speaks in complete sentences and paragraphs Processes sequentially Very concrete in speaking Asks questions that have answers: Who? When? How? What? Where? Face is animated – eyes flash, etc. Uses extensive nonverbal gestures Uses stories to illustrate points Talks out loud or to self to learn Speaks in phrases Stops in mid sentence, thinking others obviously know Very abstract in speaking –– uses metaphors and musical words Asks questions that lead to other questions: Why? How the Brain Communicates © 1992-98 Ned Herrmann Group

22. “WHAT’S THE THEORY OF THE CASE?” Define goals & objectives Logically solve problems Critical analysis & theory Efficiency, cost & data Working toward quantifiable outcomes “WHAT’S THE THEORY OF THE CASE?” Define goals & objectives Logically solve problems Critical analysis & theory Efficiency, cost & data Working toward quantifiable outcomes Differing Approaches

23. “CHALLENGE THE STATUS QUO” Strategizing & visualizing the future Risk-taking & experimenting Combining & connecting concepts Brainstorming new ideas & solutions “Big picture” perspective Differing Approaches

24. “MAKING IT HAPPEN” Attention to detail & procedures Moving from point A to point B Organization, task allocation & planning Follow-up & scheduling with time lines Making sure everything is in order and in control “MAKING IT HAPPEN” Attention to detail & procedures Moving from point A to point B Organization, task allocation & planning Follow-up & scheduling with time lines Making sure everything is in order and in control Differing Approaches

25. “BEING PART OF THE TEAM” Mediating & facilitating Sharing, listening & expressing Collaborating & building relationships Intuitive sensing of underlying issues Being sensitive to other people’s feelings “BEING PART OF THE TEAM” Mediating & facilitating Sharing, listening & expressing Collaborating & building relationships Intuitive sensing of underlying issues Being sensitive to other people’s feelings Differing Approaches

26. 26 “WHAT’S THE THEORY OF THE CASE?” Define goals & objectives Logically solve problems Critical analysis & theory Efficiency, cost & data Working toward quantifiable outcomes “MAKING IT HAPPEN” Attention to detail & procedures Moving from point A to point B Organization, task allocation & planning Follow-up & scheduling with time lines Making sure everything is in order & in control “BEING PART OF THE TEAM” Mediating & facilitating Sharing, listening & expressing Collaborating & building relationships Intuitive sensing of underlying issues Being sensitive to other people’s feelings “CHALLENGE THE STATUS QUO” Strategizing & visualizing the future Risk-taking & experimenting Combining & connecting concepts Brainstorming new ideas & solutions “Big picture” perspective Differing Approaches © 1992-98 Ned Herrmann Group

28. What is Perception?

30. Lead and inspire others Create an environment that promotes inclusion and innovation Role model for setting higher standards of behavioral accountability

32. To raise your visibility and credibility, focus on making an impact: IndividualTeamBusiness

33. Trusting relationships are built over time and require consistent and deliberate effort.

34. What motivates your team? What inspires individuals to want to achieve more and see the change? How do you raise the bar on expectations? Do you know what matters most?

36. Let Go – Step Up

37. To raise your visibility and credibility, focus on making an impact: IndividualTeamBusiness

38. 38

39. Be Known Be Remembered Be Relevant