JKO Flashcards
focus group
facilitated group of 5-8 people who are asked a series of questions that focus on a particular topic
what is a process
turns inputs into outputs
unfreezing stage
change management phase in which the leader creates an environment that provides a version of a better future and why the current state, condition, or behaviors need to be changed
refreezing stage
change management phase in which the leader institutionalizes “locks in” new behaviros and ways in which work is conducted through new polices and procedures?
task force
interdisciplinary group that is charged with study and and/or implementing change
user group
small group where peers discuss the change and work together to resolve issues win
6 methods to use when people are resistant to change
education/communication,
participation and involvement,
faciltiation and support,
negotiation and agreement,
manipulation and cooperation,
explicit/implicit coercision
8 steps for effective organizational change
- establish sense or urgency
- form a powerful guiding coalition
- create a vision
- communicate the vision
- empower others to act on your vision
- plan for/create short term wins
- consolidate improvements and produce mroe change
- insitutionalize new approaches
model of change
Lwein model of change: unfreeze, moving, refreezing
benchmarks
target performance marks
“moving” (stage 2) of the Lewin model
Lewin model of change
- sets milestones, objectives to give staff foreseeable and reachable goals
what should follow the implementation of change
implementation of change must be followed by an eval of what is working/not working
first step to overcome resistance to change
to educate staff on why the change is necessary
what is needed for ongoing process improvement
the organization needs to have an effective evaluation mechanism, measures, and tools
2 most important evaluation questions
- what is getting in the way of patient care/customer
- what can we do about it?
evaluation metrics
Outcomes: did the change reach its desired outcomes or target established duirng the planning process
time: did the change happen on time or require a course correction
cost: was it at/above/under budget
quality: impact on readiness and efficiency
customer service
learning/growth/professional develoment
Lessons learned/evaluation
- problem: problem statement, why the change was necesary
- action: implementation plan, what actually took place, reasons for departure from plans
- results/measure: measures used, outcomes of change, costs, unanticipated findings, impactson departments and other orgs (quality, readiness, staff lesson, AAR)
- AAR and followup: remaining actions, actins to reinformce/maintain outcomes
- lessons learned: barriers/resistance encuntered, how barriers are delt with, howt io improve change structure/mechanisms. if apropriate,how to improve function on the team…even before change
- POC; who wrote the AAR, other key indicators associated w/change
Nominal Group Technique
structured brainstorming to generate ideas/solutions
1. state the problem or issue
2. each team member silently thinks of solutions and writes them down
3. each member states one idea aloud
4. discusses each idea in turn
- the technique is very useful way to increase innovation and provide other benefits
what needs to be provided IOT support new ideas?
provide resources
how should innovation failures be treated
treat innovation failures as opportunities for learning
“The Fifth Discipline”
systems thinking
- helps you to see patterns of complex interrelationships
benefit of having a dialog
suspend your own assumptions, judgments, and self-interests so they can truly listen and understand the perspectives of others
“It’s not in the budget”
how can we make it make sense to get it or cut
“management won’t buy it”
what do we need to do to get their buy-in