www.openminds.com
December 3, 2015 at 2:00pm EST
Presented By: Darrell Cunningham, MPPA, Community Resources Division Director at Mecklenburg County Department of Social Services Sharon Hicks, Senior Associate,
OPEN MINDS
Change Is Constant:
The Next Wave Of
Learning Objectives
I. Understanding change management and why change is important
for your patients and practice
II. Outline the stages of change management
III. What a successful implementation using change management
Change Management:
What Is It? Why Does It Matter?
One of the most misunderstood components of EHR selection and implementation is the amount of change that is involved.
– If we do it right, it’s more than just learning how to use a new system, it is also changing the way that we approach the care that is provided and the team that is providing the care
– How to include change management in all facets
Why? Because workflow redesign is endemic to new system
implementation. You can’t separate them. You have to help your team embrace them!
So we recommend that you build change management principles and practices into the project team and project plan from the very beginning.
Change Models
Kurt Lewin, known as one of the modern pioneers of social,
organizational and applied psychology, developed a change model involving three steps:
Many who study change management now feel that the concept of “refreezing” is no longer pertinent since change happens daily.
1 • Unfreezing — Creating the perception that change is needed and setting the vision for the future 2 • Changing — Applying the new models and refining them
Refining The Model
John Kotter, the Konosuke Matsushita Professor of Leadership,
Emeritus at Harvard Business School, has written extensively on change management
In Dr. Kotter’s writing however, he does address the fact that, in some ways, change is never ending
– In our next slide, we see how Dr. Kotter has further expanded the three phases into a cycle.
His model also has three components:
• Creating a climate for change
• Engaging and enabling the organization for change • Implementing and sustaining the changes
The Cycle Of Change
Create a sense of urgency Build a guiding coalition Form strategic vision Enlist assistance Enable action by removing barriers Generate short terms wins Sustain new models of action Institute changeBIG IDEA
Creating A Climate For Change
Establishing a sense of urgency– What could be improved from our current state?
What is better about the future state?
– Why do we have to change NOW?
Building a guiding coalition
– Who are the natural leaders (champions) for this change initiative?
– What team building is needed to form a cohesive team?
Creating a vision for the future state
– What will life be like in the future state for the people we serve?
– For our staff?
Engaging & Enabling The Organization
Communicate the future state– Be innovative
– Incorporate ceremony
Empower others to take action toward accomplishing the future state
– Ensure that staff have a clear understanding of the authority you are giving them
– Delegate leadership roles for training scheduling and workflow redesign
Plan for and create short-term wins
Implementing & Sustaining The Changes
Using your guiding team (internal champions) to:– Continue to focus on problem areas
– To promote solutions using new tech
Train, retrain, and offer technical assistance to rapidly address problems Celebrate the successes as often as you can
Resistance To Change (Or “Being Human”)
Change creates uncertainty and people hate that
Even when everyone agrees that what you are doing now is not optimal, people will fight to retain the status quo
• Let them help with the vendor selection/creating RFP criteria/creating the future vision, etc.
But people also love to feel as they have a stake, so one way to help people through the general resistance is to engage them in the process
Find your champions early and use them consistently
A good part of resistance to change is fear based so address how people are feeling instead of what they are directly saying
Results speak volumes so celebrate all success, create “events”, have fun, and be inclusive
How Mecklenburg County
Successfully Implemented
a New EHR Solution
Darrell Cunningham, MPPA, Community Resources
Division Director at Mecklenburg County Department
How We Created A Climate Of Change
Communication, communication, communication Ensured that everyone could see the “bigger
picture”
Hosted change management sessions for supervisors and managers
Empowered leaders to be the change champions Made sure everyone had access and dedicated time to the change management team
