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Measuring the Importance of the Human Side of Change

Posted by Matthew Smith on Apr 10, 2017 1:59:30 PM

By Elina Spule, MBA, Senior Consultant, GE Healthcare Camden Group

Have you ever been part of a change that was very successful? Have you ever experienced a change that was not very successful? What were some of the key elements that distinguished each of them?

Research conducted by GE across hundreds of change initiatives concluded that “100% of all changes evaluated as ‘Successful’ had a good technical solution or approach. Over 98% of all changes evaluated as ‘Unsuccessful’ also had a good technical solution or approach.1

So what is the differentiating factor?

I posed this question to 23 individuals during the Change Acceleration Process (“CAP”) training that I led at one of the premiere healthcare systems in the nation, and these were some of the answers regarding successful change initiatives:

  • There was a strong leader
  • The change was sustained
  • People supported it
  • Staff understood why we needed to do it
  • There was a strong communication
  • The team was knowledgeable
  • The team was aligned
  • The new process was better than the old one
  • People were excited
  • It had a start and an end date
  • People were recognized for their hard work

I then shared with the class that one of the key concepts in this class is the formula Q X A3 = E1 that translates into the following:

Quality of Solution     x     Alignment       =      Effective Results

Acceptance

Accountability

This means that in order to have effective results, it is not enough to simply have a great solution (e.g., a new process, a better system, a new technology, a new strategy etc.) but one has to gain the human buy-in for this new solution.

For example, as a part of a project to reduce denials for a certain type of lab tests, a client developed a payer grid (a solution) that would help administrators determine upfront which tests are covered by which payers and which are not.

Let’s assume that on an arbitrary scale of 1-10 where 10 is the best, the quality of the grid is at 8 (it is regularly updated, it contains a comprehensive list of payers, it is user friendly, etc.).  But if we don’t have the buy-in from the clinic administrators to use it, the change formula would be as follows—indicating there will be no results.

8 x 0 = 0

Look what happens when we spend just little more time explaining why we need to adopt this new grid, what we hope to achieve with it, and how to use it. The results already are much better!

8 x 33 = 216

Now imagine what would happen if we spent little more time planning who should be on the team, how to involve our stakeholders, and how to communicate it better. Our results could be more like:

8 x 83 = 5632

That’s already 26 times the difference!

While we were reviewing the formula, one of my colleagues helped me organize the ideas that the class brainstormed and provided across the change formula Q X A3 = E1 as to the differentiating factor between successful and unsuccessful changes. What do you notice about it?

qae.pngDuring our outcomes based process improvement projects, we encourage our teams to take it one step even further – can you look for ways to measure all three sides of the equation? As the old saying goes: “If you can't measure it, you can't manage it.” I have listed below some of the ideas related to measuring the denials project:

qae2.png

Although this particular initiative is still ongoing, our historic experience shows that it is possible to achieve process improvements of greater than 50 percent improvement. However, it is critical to focus on and measure both sides of the equation: the quality of the technical solution as well as the human side of change.

Think about the current change that you are implementing or your organization as a whole: What would a typical Q X A3 = E equation look for you? What do you measure on your process improvement process? How have you measure the alignment, acceptance, and accountability?

1 Slide 14 in “Change Acceleration Process” (CAP) training developed by GE Crotonville

Change Acceleration Program (CAP)


Spule.jpgMs. Spule is a senior consultant with GE Healthcare Camden Group specializing in the areas of outcomes based process improvement and clinical transformation. Ms. Spule has also experience in capacity strategy, governance, analytics, and leadership development. She is a GE Master Change Agent certified to teach and coach process improvement and change management. She may be reached at [email protected]. 

 

 

 

Topics: CAP, Change Leadership, Change Acceleration Program, Elina Spule

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

Who 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 [email protected] .

 

 

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

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