Team STEPPS for OfficeBased Care Change Management OfficeBased

Team. STEPPS for Office-Based Care Change Management

Office-Based Care ® Learning Objectives n List Kotter’s Eight Steps of Change n Identify errors common to organizational change n Discuss what is involved in creating a new culture n Begin planning your organizational change strategy Mod Page 1 205. 2 Page 2 TEAMSTEPPS 05. 2

Office-Based Care ® Optional Change Management Activity n Step 1: Engage in storytelling (10 minutes) n Step 2: Identify best practices (10 minutes) n Step 3: Prioritize best practices (10 minutes) Mod Page 1 305. 2 Page 3 TEAMSTEPPS 05. 2

Office-Based Care ® Optional Change Management Activity (continued) n Step 4: Review Kotter’s Eight Steps of Change (5 minutes) n Step 5: Discuss errors common to change (5 minutes) Mod Page 1 405. 2 Page 4 TEAMSTEPPS 05. 2

Office-Based Care ® 8 Steps of Change John Kotter Mod Page 1 505. 2 Page 5 TEAMSTEPPS 05. 2

Office-Based Care ® Set the Stage and Create a Sense of Urgency n Get people’s attention! n Sell the need for change … describe the consequences of not changing n Immerse people in information about the change n Discuss ways to solve the problems people identify with the change n Mod Page 1 605. 2 Page 6 Empower people to solve the “problem” TEAMSTEPPS 05. 2

Office-Based Care ® Pull Together the Guiding Team n Choose key players, especially staff-level managers n Identify a Guiding Team that is multidisciplinary n Consider the credibility and integrity of change leaders n Choose proven leaders who can drive the change process n Strong position power, broad expertise, and high credibility n Ensure the Guiding Team has both management and leadership skills Mod Page 1 705. 2 Page 7 n Management skills control the process n Leadership skills drive the change TEAMSTEPPS 05. 2

Office-Based Care ® Develop the Change Vision and Strategy Senior Leadership is responsible for: n Defining a “culture of safety” aligned with expectations, core values, and shared beliefs n Informing the organization of these values and evaluating the culture n Leading the process of: n Translating values into expected behaviors n Establishing trust and accountability n Communicating a commitment to shaping the culture Mod Page 1 805. 2 Page 8 TEAMSTEPPS 05. 2

Office-Based Care ® Communicate for Understanding and Buy-In n Provide supportive actions for fear, anger, and resistance n Encourage discussion, dissent, disagreement, debate— n n keep people talking Tell people what you know―and what you don’t know Acknowledge concerns, perceived losses, and anger Model the expected behaviors Value resisters n n n Mod Page 1 905. 2 Page 9 They clarify the problem and identify other problems that need to be solved first Their tough questions can strengthen and improve the change They may be right―it is a dumb idea! TEAMSTEPPS 05. 2

Office-Based Care ® Empower Others To Act n Provide direction n Allow others to find their own team-driven n n n Mod Page 1 10 05. 2 Page 10 solutions Encourage others to speak up and take risks Share the information you know Encourage teamwork and collaboration Encourage personal reflection and learning Train employees so they have the desired skills and attitudes Track activities and progress Set short-term goals TEAMSTEPPS 05. 2

Office-Based Care ® Produce Short-Term Wins n Show visible success; further impetus for change n Provide positive feedback; recognize and reward contributions to wins n Further builds morale and motivation n Leverage lessons learned to help plan next goal n Create greater difficulty for resisters to block further change n Provide leadership with evidence of success n Build momentum n Mod Page 1 11 05. 2 Page 11 Helps draw in neutral or reluctant supporters TEAMSTEPPS 05. 2

Office-Based Care ® Don’t Let Up Acknowledge hard work Celebrate successes and accomplishments Reaffirm the vision Bring people together toward the vision Acknowledge what people have left behind Develop long-term goals and plans Provide tools and training to reinforce new behaviors Reinforce and reward the new behaviors Create systems and structures that reinforce new behaviors n Prepare people for the next change n n n n n Mod Page 1 12 05. 2 Page 12 TEAMSTEPPS 05. 2

Office-Based Care ® Create a New Culture n Develop action steps for stabilizing, reinforcing, and sustaining the change: n n Give people time to mourn their losses Provide skill and knowledge training Develop new reward systems Recognize and celebrate accomplishments n Develop performance measures to continually monitor the results from the change and to identify opportunities for further improvements n Make adjustments to the change vision and strategy to reflect new learning and insights n Encourage people to be open to new challenges, forces, and pressures for the next change Mod Page 1 13 05. 2 Page 13 TEAMSTEPPS 05. 2

Office-Based Care ® Errors Common to Organizational Change n Allowing for complacency n Failing to create a sufficiently powerful Guiding n n n Mod Page 1 14 05. 2 Page 14 Coalition and Change Team Not truly integrating the vision Allowing obstacles to block change Not celebrating short-term wins Declaring victory too soon Neglecting to anchor changes firmly in the culture TEAMSTEPPS 05. 2

Office-Based Care ® Culture Change Comes Last, Not First! n Most alterations in norms and shared values come at the end of the transformation process n New approaches sink in after success is shown n Feedback and reinforcement are crucial to buy-in n Sometimes the only way to change culture is to change key people n Individuals in leadership positions need to be on board, or the old culture will reassert itself Mod Page 1 15 05. 2 Page 15 TEAMSTEPPS 05. 2

Office-Based Care ® Team. STEPPS Change Model Mod Page 1 16 05. 2 Page 16 TEAMSTEPPS 05. 2

Office-Based Care ® Change Management Models n PDSA: Plan, Do (Team. STEPPS), Study, Act n DMAIC: Define, Measure, Analyze, Improve (Team. STEPPS), Control n IHI Model for Improvement: Forming the Team, Setting Aims, Establishing Measures, Selecting Changes, Testing Changes, Implementing Changes (Team. STEPPS), Spreading Changes n CUSP: Assemble the Team, Engage the Senior Executive, Understand the Science of Safety, Identify Defects through Sensemaking, Implement Teamwork and Communication (Team. STEPPS) n Mod Page 1 17 05. 2 Page 17 CUSP Toolkit TEAMSTEPPS 05. 2

Office-Based Care ® Monitor, Integrate, Continuous Process Improvement Celebrate Wins! Staying the Course Sustaining Roadmap to a Culture of Safety Implement Action Plan, Train, Empower Others Test Intervention (Outcomes) I’m staying right here. Yeah, they’ll be back. t Join issio m Com n Status QUO FUTURE rville Erro What are they doing? Why do we need change? Develop Action Plan Prepare the Climate Build Team, Strategy, Buy-In, Establish Goals Catalytic Event Drives Need For Change Mod Page 1 18 05. 2 Page 18 Team. STEPPS Change Coaching TEAMSTEPPS 05. 2