Active Learning - Health Care Compliance Association 1 You Can Lead a Horse to Water But You Can’t...
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Transcript of Active Learning - Health Care Compliance Association 1 You Can Lead a Horse to Water But You Can’t...
3/17/2015
1
YouCanLeadaHorsetoWaterButYouCan’tMakeitDrink:
TheRoleofData,ActiveManagement,andEffectiveChangeManagement
StrategiesinCompliance
KristineKoontz,PhD,SSGBAmyDianeShort,MHSA,CSSBB
PresentationOverview
• Icebreaker• DMAIC• Stakeholderengagement• Embeddingmetricsintodailyoperations
Active Learning
IceBreaker
• Let’sgettoknoweachother!
• Whentheballgetstossedtoyou,shoutoutyourresponsetothetopicunderyourrightthumb
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SuccessfulOrganizations
• Understandwhattheircustomerswant
• Understandhowtheyaremeasuringup
• Candescribe,monitorandadjustprocesses
• Canexamineandsupportemployeeperformance
andfunctions
• Canquicklyidentifyandrespondtointernaland
externaldemands
What Compliance IssueKeeps You Up at Night?
SuccessfulOrganizationsUseDMAIC
DefineMeasureAnalyzeImproveControl
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Define &Measure
Findawaytomaketheimportantmeasurableinsteadofmakingthemeasurableimportant
KeyPerformanceIndicators(KPIs)
• Howdoyoumeasuresuccess
• Typeofperformancemeasurement
• Helpanorganizationdefineandmeasureprogress
• Linkedtoanorganization’smissionandvision
• Shouldincluderegularexaminationsofgoals/expectations
WhyAreKPIsImportant?
• Sustainabilityinanewera
• Performanceinformationisfrontandcenter
• Increasethepaceofeffectivedecision‐making
• Decisionsneedtobetargetedandinformed
• UseofKPIsembeddedintomanagementwillenabletheseabilities
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AnalysisandImprovement
• ProcessMapping
“Ifyoucan’tdescribewhatyouaredoingasaprocess,thenyoudon’tknowwhatyouaredoing”
‐‐Deming
• ParetoCharts
‐‐Thepowertodifferentiatetheimportantmanyfromthevitalfew
“InGodwetrust.Allothers,bringdata.”‐W.E.Deming
ProcessMapping
“Tofindouthowtoimproveproductivity,qualityandperformance‐‐‐askthepeoplewhodothework.”‐‐HarvardBusinessReview
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ProcessMappingina Nutshell
“Everysystemisperfectlydesignedtogettheresultsit
gets.”
Theonlywaytogetdifferentresultsistochangethesystem
PilotingImprovement andChange
Wemustremember…
AllImprovementsstemfromchange,butnotallchangesareimprovements
&
Hopeisnotanimprovementstrategy
TheEngineforInnovation&Change:PDSACycleSTARTHERE
Plan
• Objective• Predictions• Plan to carry out the cycle (who, what, where, when)
• Plan for data collection (who, what, where, when)Do
• Carry out the plan
• Document observations
• Record data
Study
• Analyze data
• Compare results to predictions
• Summarize what was learned
Act
•What changes need to be made?
• Next cycle?
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HoorahforPDSA!• Action‐orientedlearning
• Scientificprocess• Hypothesize• Experiment• Evaluate• Synthesize
• Avoid“analysisparalysis”
• LessonsinSTUDYandACTbecomepublicknowledgeandspeedsgeneralization
• Minimalexpenditures$$
• Verticalteamfacilitatesbuy‐in
TesttheChange
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PDSA:Processchange
.
Control
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MissionImpossible
ItTakesaTeam!
But…I’mAllAloneSustainable,transformative,changerequiresanengaged,interdisciplinary,team
• Letyourleadershipknowwhatyouneed
• Worktheseprinciplesasbestyoucaninyouownsphere• Ittakestime• Ittakesconstanteffort• It’sworthit!
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SuccessfulOrganizations
• Understandwhattheircustomerswant
• Understandhowtheyaremeasuringup
• Candescribe,monitorandadjustprocesses
• Canexamineandsupportemployee
performanceandfunctions
• Canquicklyidentifyandrespondtointernaland
externaldemands
…Ismultifactorialandcomplicated!
• Today’sfocusison:• Stakeholderengagement
• Communication(bitesized!)
StakeholderEngagement
Stakeholder:Anybodywhocanaffectorisaffectedbyanorganization,strategyorproject
FromOGCSuccessfulDeliveryToolkit2005
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StakeholderEngagement
Whatyougetfromstakeholderengagement:• Agreementonpurposeanddirection(i.e.buy‐in)ofaprojectorprogram
• Earlyidentificationofpotentialissues,conflictsandbenefits
• Generationofnewideas• Defusionofconflictsituationsbeforetheseimpedeprogress
• Increasedcommunitycohesionandstrengthenedsharedidentity
REVITStakeholderEngagement:AToolKithttp://www.revit‐nweurope.org/selfguidingtrail/27_Stakeholder_engagement_a_toolkit‐2.pdf
StakeholderEngagementKeyelementsforstakeholderidentification:• Whoisdirectlyresponsibleforthedecisionsontheissues?• Whoisinfluentialinthearea,communityand/ororganization?• Whowillbeaffectedbyanydecisionsontheissue(individualsandorganizations)?
• Whorunsorganizationswithrelevantinterests?• Whoisinfluentialonthisissue?• Whocanobstructadecisionifnotinvolved?• Whohasbeeninvolvedinthisissueinthepast?• Whohasnotbeeninvolved,butshouldhavebeen?
REVITStakeholderEngagement:AToolKithttp://www.revit‐nweurope.org/selfguidingtrail/27_Stakeholder_engagement_a_toolkit‐2.pdf
WhoAreYourStakeholders?
NameandRoleStrategicObjective
ScopeofInfluenceCoherencewith
ObjectiveYes*No*Indifferent
KeyAlliances
Jane Doe, Clinic Manager Care Delivery Clinical site/staff Indifferent Corporation VP HR
Adaptedfrom“MainstreamingParticipation”http://www.fsnnetwork.org/sites/default/files/en‐svmp‐instrumente‐akteuersanalyse.pdf
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PrioritizeYourStakeholders
KeepSatisfied ManageClosely
Monitor(MinimumEffort) KeepInformed
www.mindtools.com
PowerVs.InterestGrid
StakeholderActions
Someone'spositiononthegridshowsyoutheactionsyouhavetotakewiththem:
• Highpower,interestedpeople:thesearethepeopleyoumustfullyengageandmakethegreatesteffortstosatisfy
• Highpower,lessinterestedpeople:putenoughworkinwiththesepeopletokeepthemsatisfied,butnotsomuchthattheybecomeboredwithyourmessage
www.mindtools.com
StakeholderActionsSomeone'spositiononthegridshowsyoutheactionsyouhavetotakewiththem:
• Lowpower,interestedpeople:keepthesepeopleadequatelyinformed,andtalktothemtoensurethatnomajorissuesarearising.Thesepeoplecanoftenbeveryhelpfulwiththedetailofyourproject
• Lowpower,lessinterestedpeople:again,monitorthesepeople,butdonotborethemwithexcessivecommunication
www.mindtools.com
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UnderstandYourStakeholders• Whatfinancialoremotionalinterestdotheyhaveintheoutcomeofyourwork?Isitpositiveornegative?
• Whatmotivatesthemmostofall?
• Whatinformationdotheywantfromyou?
• Howdotheywanttoreceiveinformationfromyou?Whatisthebestwayofcommunicatingyourmessagetothem?
• Whatistheircurrentopinionofyourwork?Isitbasedongoodinformation?
• Whoinfluencestheiropinionsgenerally,andwhoinfluencestheiropinionofyou?
www.mindtools.com
UnderstandYourStakeholders• Dosomeoftheseinfluencersthereforebecomeimportantstakeholdersintheirownright?
• Iftheyarenotlikelytobepositive,whatwillwinthemaroundtosupportyourproject?
• Ifyoudon'tthinkyouwillbeabletowinthemaround,howwillyoumanagetheiropposition?
• Whoelsemightbeinfluencedbytheiropinions?Dothesepeoplebecomestakeholdersintheirownright?
www.mindtools.com
StrategicTip:BeCompellingDon't"pushitthrough"– it'smuchbettertoconvincepeoplethatit'simportantandurgent–onlythatwaycanyougetaclearcommitmentfromothers• Whatconditionscreatetheneedforchange?
• Whataretheunderlyingcauses?
• Haveyouidentifiedandmadeacaseforthechange?
• Haveyouidentifiedtheonecrucialreasonforchange?
• “WIIFM”?www.mindtools.com
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StrategicTip:GettheWordOut
One size does not fit all forcommunication
• Whichstakeholderswillneedregularoneononechats?
• Doyouneedtodoorganizationwide“townhalls”?
• Dopeopleatyourorganizationreademailsreliably?
• Canyouputarticlesinthecompanynewsletter?
• Whichregularoperationalorstaffmeetingsshouldyouattend?
• Isaspecialactivityrequiredtogainattention?www.mindtools.com
But…I’mAllAloneSustainable,transformative,changerequiresanengaged,interdisciplinary,team
• Letyourleadershipknowwhatyouneed
• Worktheseprinciplesasbestyoucaninyouownsphere• Ittakestime• Ittakesconstanteffort• It’sworthit!
SuccessfulOrganizations
• Understandwhattheircustomerswant
• Understandhowtheyaremeasuringup
• Candescribe,monitorandadjustprocesses
• Canexamineandsupportemployeeperformance
andfunctions
• Canquicklyidentifyandrespondtointernal
andexternaldemands
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ActiveManagementvs.Auditing
ActiveManagementvs.Auditing
Component ActiveManagementwith
Data
Auditing
Scale Population Sample
Time Closetorealtime Retrospective
Opportunitiestoexamine
Performance Status
Frequent Dependentonauditschedule
Focus CurrentandFuture RetrospectiveandFuture
Organizational Risk Catchissues quickly Depends onAudittimeframe