Flashcards
Organizational Effectiveness
Cards in this deck (38)
- 1Transformational ChangeReaction to a short term crisis. Can lead to new and strong culture if once the crisis is under control, the positive lessons are internalized and sustained by a long term vision and meaningful shared values
- 2Accidental OpportunityIntuitive, already aligned with organizational goals. These opportunities are viewed as common sense that would never even consider disagreeing
- 3Fueled by PassionProactive, insightful, deliberate and fully engaging at EVERY level
- 4Types of ChangeTransformational, Accidental Opportunity, Fueled by Passion
- 5Five Broad Change CatalystsBurning Platform/Significant Threat
Passion to Be Better
External Restructuring
New Facilities/Technology
Visionary Leadership - 6Burning Platform/Significant ThreatFinancial crisis, loss of market share, mediocre pt satisfaction, poor community perception
- 7Passion to be betterAdoptions for PFCC models
Improved outcome measures
Improved staff morale - 8External restructuringMergers, acquisitions, system expansion
- 9New facilities/technologyConstruction of new facilities in response to pt wants/needs
Movement of services to new location
Implementation of new EHR - 10Visionary LeadershipAction oriented
Risk taking leaders - 11Change readinessReceptive to change
Openness evident in attitudes, beliefs, and intentions - 12Change AcceptanceBelief in the change
willingness to work with the change - 13Change IntegrationAttitudes beliefs, intentions reflect change
New ways of thinking and acting are ingrained - 14Organizational Support for changeClarity of vision
Decision making
Oats changes
Communication strategies
Level of accountability - 15Organizational Culture for ChangeReceptive to new ideas
Teamwork
Trust
Response to conflict
Vested in Org success - 16The Change EnvironmentAwareness of case for change
Clarity of vision
MOS
Past experience with change
Number of concurrent changes - 17Employee attitude and behaviorsSense of urgency for change
Levels of engagement
Level of autonomy
Receptive to change
Confidence in leadership - 18Planning or change: 4 stepsAssess current reality
Define desired state
Devise the strategic plan
Lead the strategic initiative - 19Assess the current realityForce field analysis
Org urverys
Focus groups
Leadership funds
Site visits - 20Define the desired stateVision it with pts and fam
Brainstorming alternatives
Innovative experiential session with employees - 21Devise the strategic planGoals - desired state - WHY
Objectives - WHAT
Actions - HOW
Outcome measures - 22Lead the strategic initiativePX leader
Charter teams of dedicated resources
Steering committees
Change agents - 23Minimizing resistance to changeEncourage meaningful participation
Use communication
Provide training
Provide emotional support
Emphasize the benefits
Provide negative consequence - 24Change readiness strengthsKey learnings from past successes
Beliefs, values and assumptions that have driven high pt sat
Behaviors that have allowed the org to anticipate pt and fam needs - 25Change readiness liabilitiesKey learnings from past struggles
Beliefs, values and behaviors that have undermined past change initiatives
Key pt feedback - 26Force Field AnalysisDriving forces may be persons, trends, resources or information
In opposition are restraining efforts such as obstacles which may also be persons, trends or resources or information - 27Static Org ChangeDriving forces and restraining efforts with equal pressure
Visual:
Left driving forces l Restraining efforts - 28Failed Organizational ChangeRestraining Efforts pushing back driving forces
Visual:
Driving Forces \ Restraining Efforts - 29Successful Organizational ChangeDriving Forces pushing forward over restraining efforts
Visual
Driving Forces / Restraining Efforts - 30UnfreezingTaking in the status quo
- 31MoveMinimize expected resistance:
Do I agree with the direction the org is going int? Fear of the unknown... - 32Change Selection Success CriteriaDirect impact on pts and their fam
Effect of the change will be visible within weeks
Chosen change is not already under transition
Clearly defined starting and ending points
Agree upon the majority - 33Common errors in selection of changeMinimal interest
Pre-defined solutions
Process already in transition
Project is too large - 34Data sourcesVendor survey data
Direct pt data: pt interviews, exit interview, PFAC
CHAPS survey data - 35Emotional Intelligence (EQ)Engender positive relationships and a positive sense of team.
Competencies demonstrated by:
The ability to motivate self, using positive ways to release anger, acting responsibility in situations when their is no personal benefit,
Dealing calmly and thoughtfully with the emotional displays of others, demonstrating empathy, seeking commonality and agree to when there is conflict - 36Business Intelligence (BQ)Able to anticipate customer demands and transfers it into service offerings that exceed customer expectations.
Competencies: identify competitors and their advantage, defining objective list of strengths and opportunities for the org, developing an awareness of what pts define as "best in class", accurately defining the Orgs culture, read and interpret financial statements - 37Political intelligence (PQ)Able to readily identify the Orgs power sources and identify the key change stakeholders. They promote an understanding of thee stakeholders' issues and concerns and actively network in order to influence them to gain needed buy-in
- 38Spiritual Intelligence (SQ)Importance of displaying self-confidence and awareness which enables the leader to set a clear direction and commit to a course of action. Use your inner drive and commitment to formulate the vision and values necessary to lead the organization going forward.
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- CPXP Exam Flashcards on Organizational Effectiveness, created by Beth Ryther on 23/09/2016.
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- Beth Ryther
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