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7 Tips (and 7 seconds) to Make Your Meetings Run More Smoothly

Posted by Matthew Smith on Jun 9, 2016 3:01:42 PM

By Adrienne Evatt, MILR, MCA, MBB, Manager, GE Healthcare Camden Group

Better MeetingsWho hasn’t sat in a meeting at one time or another thinking, “I wish this was a more productive use of my time. Why aren’t more people engaging? This conversation is not value added. Only one person is doing all of the talking.” Worse, what if this was a meeting you were leading? There are a few key facilitation and meeting tools that you can implement in your next healthcare meeting, and they can make all the difference.

Here are 7 tips (and 7 Seconds) to make your meetings run smoother.

  1. Create and use a detailed facilitator agenda: Facilitator agendas are not to be distributed to the meeting participants. By being intentional about your topic, objective, approach, materials, timing, and people, you can direct your meeting towards your goals and course-correct along the way.
  2. Do an icebreaker: There is more to icebreakers than making your meeting participants feel good and introducing them to one another. Icebreakers are all about accelerating to the productive part of your meeting. The faster you can help participants reach their productive stage, the better your output will be.
  3. Have a Parking Lot: Capture those ideas that come up in your meeting that are important, yet not necessarily on topic for the agenda in a parking lot, but don’t forget the next step.
  4. Keep track of follow up items: Assigning items to a parking lot because they are important is incredibly demotivating for your meeting participants if they don’t get re-addressed. Parking lot items and any other follow up for your meetings must be captured, tracked, followed up on. Accountability for actions and timing is paramount. Remember…“The fortune is in the follow up.”
  5. Separate the meeting roles of facilitator, scribe, and time keeper: Your meeting facilitator has a lot on his or her plate—focus on engaging the group, ensuring the meeting objectives are being met, and enabling a robust discussion. Assigning the roles of scribe and timekeeper allows for all roles to be purposely executed.
  6. Get feedback (plus / delta): Collecting some post-meeting feedback from your participants allows meetings to constantly stay productive and useful. Indicate that feedback is necessary for you to ensure the meetings are the best use of everyone’s time, and that the feedback will be considered for the next time your group meets. Create an environment that welcomes the feedback, and collect it anonymously before attendees leave the room. Alternatively, an anonymous survey (Two questions: What went well?  What would make it even better next time?) works well for virtual sessions.
  7. Wait 7 seconds: Give attendees a chance to feel open to participating by asking encouraging, open-ended questions and waiting 7 seconds to allow them to digest your question and formulate a response. This technique needs to be used intentionally and in moderation… as doing this repeatedly has the potential to make discussions feel a little heavy.

For more ideas like this, and how you can make your meetings run more smoothly, while engaging in a rich productive discussion, you can look to these GE proprietary change leadership programs: Change Acceleration Process ("CAP") and Workout. Each is described in a PDF download available via the button below.

Change Leadership


EvattA.jpgAdrienne Evatt is a manager with GE Healthcare Camden Group’s Strategy and Leadership team. Ms. Evatt leads a team of experts in the deployment of performance improvement skills in healthcare, with particular emphasis on data-driven performance improvement. She has over 22 years of experience helping organizations create a culture of accountability and excellence. She may be reached at Adrienne.Evatt@ge.com .

 

 

Topics: CAP, Adrienne Evatt, Change Leadership, Process Improvement

Facilitate Effective Change Across the Care Spectrum with CAP

Posted by Matthew Smith on Jun 3, 2016 11:27:48 AM

By Adrienne Evatt, MILR, MCA, MBB, Manager, GE Healthcare Camden Group

Change management, CAPWhen Greek philosopher Heraclitus said, “The only thing that is constant is change,” he wasn’t making a bold prediction about the state of the U.S. healthcare market in 2016. His adage, however, resonates with all healthcare leaders as they face daily challenges concerning change at all levels. GE’s proprietary Change Acceleration Program (“CAP”) is a tool designed to help leaders understand their organization’s typical approach to managing and implementing change via a flexible, non-linear model used throughout a change process. The model contains tools to help change teams identify ways to achieve behavioral change while applying strategic thinking to the influencing of others.

Think of the CAP model as a pilot’s pre-flight checklist. It reminds you that you need to cover all the important elements. CAP provides a methodical way to overcome resistance by identifying from where resistance may be coming and creating influencing strategies to overcome the resistance. This is a continuous process throughout the change and can be utilized across the care spectrum.

Here are a number of initiatives that benefit from utilizing the CAP model:

  • Implementing an Electronic Medical Record system
  • Adapting to ICD-10
  • Changing the organization’s governance structure
  • Transitioning from a loose confederation of hospitals to a system that works more like an operating company and less like a holding company
  • Increasing capacity
  • Improving efficiency in operating room scheduling
  • Executing the organization’s 5-year strategic plan
  • Acquiring a new hospital
  • Divesting Services or business units
  • Centralizing or outsourcing back office work
  • In-sourcing work
  • Implementing bundling payments or an ACO
  • Shifting the organization’s focus to population health management
  • Setting up clinically integrated networks

Provided there is a program or process identified to be implemented, CAP enables true cultural understanding and acceptance of the changes by approaching them from the stakeholders’ point of view.

By providing tools and facilitation approaches to truly get to the root of stakeholder perspectives, one is able to speak his /her language. In doing that, it is possible to gain true understanding, craft messaging that is sincere and emotionally compelling, and ultimately, gain buy-in. Actual commitment from stakeholders is an incredibly powerful thing, and it is the beginning of any cultural transformation. CAP can help you get there.

Change Acceleration Program (CAP)


EvattA.jpgAdrienne Evatt is a manager with GE Healthcare Camden Group’s Strategy and Leadership team. Ms. Evatt leads a team of experts in the deployment of performance improvement skills in healthcare, with particular emphasis on data-driven performance improvement. She has over 22 years of experience helping organizations create a culture of accountability and excellence. She may be reached at Adrienne.Evatt@ge.com .

 

 

Topics: CAP, Adrienne Evatt, Change Acceleration Program

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