1. Change Management
Sinead O’Connor

2. Imagine a healthcare world, where change………
Is the norm
Is sought out & embraced by all
Is safe and effective
Enables teams and empowers employees
Improves our patient outcomes
Improves our patient experiences
Where you end up is better than where you started !!

3. The more familiar response to change is…….
Not happening!
It won’t work!
Don’t want to know!
It’s not needed!
It was a disaster the last time we tried!

4. All organisations need to change to survive!
To stay relevant, effective & efficient
To continue to improve on quality, safety, patient outcomes & experiences
To attract & retain top talent

5. Why change management programmes fail?
Not understanding or ignoring the culture
“Change fatigue”- too many changes without prioritisation
“Visionary” change… I don’t need a plan
Communication is not engagement
Change on the cheap
Visionary change- someone sitting in their office
Ineffective or no real senior management buy in or commitment
Gaps or inconsistencies in change leader skills
Fear to feedback or of failure

6. Other reasons….. Mission accomplished (opps…. not quite)
Failure to embed the change
But everything really comes down to people, who they are, how they are set up, who leads them, who influences them, who engages them, who listens to them

7. Step 1: Understand the culture, “how things get done around here”
How it is done & who does it
Change managers must address
culture - what are people proud of?
Unleash the power of special forces - informal leaders who are trusted & are proud of what they do. Leaders by example
Myth: Changing communications, reward systems, adding more training is all that is required to move an organisation to a new place
Coherent

9. Step 2: Create a sense of urgency.
Establish the compelling need for change & identify the risks of “standing still” Start the conversation…… Understand the “translation effect”
Incidents complaints, staff recruitment & retention, patient safety, not best practice, poor patient feedback or customer experience. Internal & external input
Translation compeling case for change translated for all the players

10. Step 3: Identify & create a guiding coalition
Those who get it.
Those who don’t get it but want to get it
Those who don’t want
to get it & don’t want to
get it.

11. Those who don’t get it, but want to get it
Those who get it
Those who don’t get it, but want to get it
Embraces change
Embraces the opportunity
Can see the end game & the roadmap to get there
Don’t need convincing
Heart is in the right place
Needs more help & support
Almost always gets there
Those who don’t want to get it & don’t want to get it Intractable & inflexible Do not believe their way of working is antiquated. “ If it ain’t broke; don’t fix it” Recognise that some employees, you just can’t reach
Carrot & stick approach

12. Beware Negative Nellies & Resisters
“It’s hard to overstate the impact that “Negative Nellies” can have on culture, morale, and the ultimate success of a new change management programme”
Prof John Kotter, Harvard Business School,  
Resist to the death. Tendency to try to get them on board or win them over. Some even bring them into the key team in the hope to give them ownership. For the absolute resisters get them out of the way, distract them & move on. If the are real no’s they will undermine the project & destrroy the integrity of the same. In cases of significant change this is the only solution.
Result or transformation not achieved
Wasted resources- time people & money
Left with reduced morale

14. Like sport- team selection is everything
Respected leaders
Relevant expertise
Ability & willingness to play as part of a team
Trusted
Mix of members from different areas
Those who get it.
Those who don’t get it but want to get it
Those who don’t want to get it and don’t want to get it

16. Step 4: Develop the plan & engage the stakeholders
Talk about it (a lot)
Listen to fears & anxieties & deal with them (& I mean REALLY listen!)
Know the details & give them confidence in you
You can have the best designed hospital, with all of the infrastructure in place, devices at the hands of every clinician and provide all of the professional development on how to do the stuff, and none of it will matter if people do not know why these things are important, and they see themselves as part of the change, not people that are being changed.
Deal with them- change
how it will be executed
Determine the reason for change
Develop a vision & strategy
Vision statement- how you see the future post the change
Know how it will be executed
Easily explained

17. Rethink how you communicate

18. Step 5: Enable the Team Identify leaders
Choose respected influencers across all workgroups
Give them authority and confidence to act
Visibly support them
Talk about it (a lot)
Without understanding why and seeing yourself as part of something bigger than yourself, we can’t expect schools to change en masse, nor will we see it happen.  And this isn’t just in schools, it is in all organizations.  It is easy to get people to do stuff, but it is a lot harder (and more important) to have people do amazing stuff.
There’s a difference.
And the infrastructure and environment is important, but not as important as the thinking that makes “incredible” happen. Schools will always be people powered, and they should always be our biggest investment.

19. Step 6: Score some early goals
Quick wins that can be
measured & felt
Celebrate successes
& talk about them (a lot)
Tell the “working together”
story
Generate short term wins

20. Step 7: Run up the score
Continually analyse what went right & what needs improvement
Build on belief
80-20 rule
Don’t settle

21. Step 8: Embed the change - “this is just what we do & how we do it”
Keep celebrating success, keep telling stories, keep making heroes
Include the change ideals & values, when hiring, inducting, training, promoting……