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Leading through Change and Innovation Date: Saturday, October 1, 2016 Time: 7:45 AM - 10:55 AM Session ID & Location: 5C: MtgRm11 CEU Eligibility: 0.30 Presented by: Janet Bezner, PT, DPT, PhD; Jennifer Green-Wilson, PT, MBA, EdD; Craig Moore, PT, MS Session Description: Rapid and chaotic change is occurring now in healthcare and it will continue! Evidence indicates that change demands leadership, innovation, and risk-taking. Yet often, as healthcare professionals with natural strengths including compassion, caring, empathy and sincerity, we’re risk-averse, become anxious when changes are explored and implemented, and work in environments that stifle creativity unintentionally. Healthcare practitioners can get “stuck” despite being surrounded by ongoing change and when this happens, decisions and responses can be short term and reactive. And unfortunately, healthcare lags behind in developing its own leadership ‘bench strength’ to ensure success in leading transformational change. So, the time is now for you to develop your own leadership capacity to ensure your ability to adapt and to have the courage to transform and advance clinical practice effectively. The purpose of this session is to demonstrate how you can lead change and use innovation as strategies to help you position your practice proactively for the long term. Essential skills needed for practitioners to develop a readiness for change and to be successful innovators will be discussed. Strategies to develop a culture of innovation that supports sustainable behavioral change will be reviewed. This session will be interactive and all participants will be encouraged to contribute throughout the program. Upon completion of this course, you’ll be able to: 1. Discover how to get “unstuck” to embrace innovation and change. 2. Discuss models to assess individual and collective readiness for change in physical therapist practice. 3. Discuss essential skills needed for innovators to be successful. 4. Review strategies to develop a culture of innovation that supports sustainable behavioral change. 5. Identify personal leadership skills to enhance your effectiveness as champions of change. 6. Develop an innovation action plan.

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Leading through Change and Innovation Date: Saturday, October 1, 2016 Time: 7:45 AM - 10:55 AM

Session ID & Location: 5C: MtgRm11 CEU Eligibility: 0.30

Presented by: Janet Bezner, PT, DPT, PhD; Jennifer Green-Wilson, PT, MBA, EdD; Craig Moore,

PT, MS

Session Description: Rapid and chaotic change is occurring now in healthcare and it will continue!

Evidence indicates that change demands leadership, innovation, and risk-taking. Yet often, as

healthcare professionals with natural strengths including compassion, caring, empathy and

sincerity, we’re risk-averse, become anxious when changes are explored and implemented, and

work in environments that stifle creativity unintentionally. Healthcare practitioners can get “stuck”

despite being surrounded by ongoing change and when this happens, decisions and responses

can be short term and reactive. And unfortunately, healthcare lags behind in developing its own

leadership ‘bench strength’ to ensure success in leading transformational change. So, the time is

now for you to develop your own leadership capacity to ensure your ability to adapt and to have

the courage to transform and advance clinical practice effectively.

The purpose of this session is to demonstrate how you can lead change and use innovation as

strategies to help you position your practice proactively for the long term. Essential skills needed

for practitioners to develop a readiness for change and to be successful innovators will be

discussed. Strategies to develop a culture of innovation that supports sustainable behavioral

change will be reviewed. This session will be interactive and all participants will be encouraged to

contribute throughout the program.

Upon completion of this course, you’ll be able to:

1. Discover how to get “unstuck” to embrace innovation and change.

2. Discuss models to assess individual and collective readiness for change in physical therapist

practice.

3. Discuss essential skills needed for innovators to be successful.

4. Review strategies to develop a culture of innovation that supports sustainable behavioral

change.

5. Identify personal leadership skills to enhance your effectiveness as champions of change.

6. Develop an innovation action plan.

Presenter Bio(s):

Janet Bezner, PT, DPT, PhD, is an Associate Professor in the Department of Physical Therapy at

Texas State University in San Marcos, Texas. Having just returned to academia for the 2014-2015

academic year, Janet formerly was the Vice President of Education and Governance &

Administration at the American Physical Therapy Association (APTA) where she managed the

association strategic planning effort, and supervised the Departments of Accreditation, Academic

Affairs, Post-professional Certification and Credentialing, National Governance and Leadership,

Component Governance and Leadership and Information Technology. She received her

bachelor’s degree in physical therapy at the University of Texas Medical Branch in Galveston,

Texas, her master’s degree from Texas Woman’s University, a PhD in health education from the

University of Texas and a DPT degree from Rocky Mountain University of Health Professions.

Janet’s professional and personal interests lie in discovering how best to partner with members of

society to improve their health through physical activity. Dr. Bezner has numerous publications on

health promotion and wellness and is a frequent invited speaker on topics related to leadership,

personal development, strategic planning, and health promotion and wellness.

Jennifer Green-Wilson, PT, MBA, EdD, is a principal of the Leadership Institute, formerly the

Director the Institute for Leadership in Physical Therapy (LAMP) for the Health Policy and

Administration (HPA) Section of the APTA as well as a member of the Private Practice Section's

(PPS) Education Committee, and a founding faculty member of a national E-Initiative - an

entrepreneurial program for physical therapists. Recently elected to the Board of Directors of the

APTA, she speaks nationally and internationally on topics related to leadership, business, and

management in physical therapy, has been invited to submit short articles for APTA’s ‘Business

Sense’ section of PT in Motion, and was awarded a national research grant from the HPA Section.

As an academic, she served as Assistant Professor and Manager of Clinical Operations, working

directly with PT students to start and expand clinical operations on-campus while teaching:

business and leadership, health care, reimbursement, and professionalism in a Physical Therapy

program in upstate NY. Dr. Wilson holds an Ed.D. degree in Executive Leadership from St. John

Fisher College in Rochester, NY, a MBA degree from the Rochester Institute of Technology, and a

BS degree in physical therapy from Queen's University in Kingston, Ontario, Canada.

Craig Moore PT, MS is immediate past Home Health Section President, and currently serves as

the Director of Operations for Florida Hospital Home Care Services, an agency that services large

regional hospital system in central Florida. Prior to his current role, he served as the outpatient

team manager for Florida Hospital Celebration Health, an outpatient center that supported 6

clinical programs that include Sports Medicine, Pediatrics, Women’s Health, Hand Therapy,

Neurology, and Lymphedema Management. Previous experience also included serving as the

Florida Hospital Site Team Leader for the “Locomotor Experience Applied PostStroke” (LEAPS)

clinical trial, a walking ecovery study performed on patients who suffered a recent stroke. The

study was a 13-million dollar, multi -site, randomized, clinical trial funded by the NIH coordinated

between 5 hospital organizations and three universities (Duke, University of Florida and the

University of Southern California). Over the last 16 years, Craig Moore has worked in a variety of

clinical settings ranging from inpatient acute care, to rehabilitation, home health, clinical research

and now hospital administration. He has served on a variety of APTA task forces and committees,

currently serving on the APTA Finance Committee.

#3:LeadingthroughChangeandInnovation

1. Entrepreneurshiprequiresleadership.

TrueorFalse

2. Entrepreneursdisplaythefollowingcharacteristics:a) Commitmentanddeterminationb) Toleranceofrisk,ambiguity,anduncertaintyc) Creativity,self-reliance,andabilitytoadaptd) BothAandCe) Alloftheabove

3. JohnKotterinhisbook,LeadingChange,includesthefollowingstepsneededfor

transformationalchange:a) Recruitonlyafewpeopletoleadthechangeprocessb) Establishasenseofurgencyc) Enlistvolunteerarmyd) Celebrateonlywhenfinalgoalsarereachede) BothAandDf) BothBandC

4. Over60%ofmajorchangesinorganizationsfail.

TrueorFalse

5. Resistanceisnottheprimaryreasonwhychangesfail.

TrueorFalse

6. Creatingreadinessforchangeislessimportantthanannouncingthechange.

TrueorFalse

PTAG&TPTAINSIGHT2016- Chattanooga,TN

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JenniferGreen-Wilson,JanetBezner,CraigMoore 1

Leading throughChange andInnovation

RMBarneyPooleLeadershipAcademy

JenniferGreen-Wilson,PT,MBA,EdD

JanetBezner,PT,PhD&CraigMoore,PT,MBA

SaturdayOctober1,20167:45am– 10:55am

LearningObjectives:Uponcompletionofthiscourse,you’llbeableto:• Discoverhowtoget“unstuck”toembraceinnovationandchange.• Discussmodelstoassessindividualandcollectivereadinessforchangeinphysicaltherapistpractice.• Discussessentialskillsneededforinnovatorstobesuccessful.• Reviewstrategiestodevelopacultureofinnovationthatsupportssustainablebehavioralchange.• Identifypersonalleadershipskillstoenhanceyoureffectivenessaschampionsofchange.• Developaninnovationactionplan.

Switch– HowtoChangeWhenChangeisHard

Heath&Heath,2010

PTAG&TPTAINSIGHT2016- Chattanooga,TN

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JenniferGreen-Wilson,JanetBezner,CraigMoore 2

Let’sTalkaboutCHANGE!

“Manypopularwritershavewrittenthattherighthemisphere isthekeytoexpandinghumanthought,survivingtrauma,healing

autism,andmore. It’sgoingtosaveus. It’stheseatofcreativity,ofthesoul,andeven

greatcasseroleideas.”-RobertOrnstein

(Pink,D.,2006,p.16)

OpeningUpOurRIGHTBrains

PTAG&TPTAINSIGHT2016- Chattanooga,TN

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Entrepreneurship

•Wayofthinking,reasoning&actingthatisopportunity obsessed,holisticinapproach&leadership balanced

•Resultsincreation,enhancement,realization&renewalofVALUE forowners,allparticipants&stakeholders

BabsonCollege

Uncertainty

Opportunity Resources

Team

Communication

Businessplan

FitsandgapsAmbiguity

Creativity Leadership

Capitalmarketcontext

Founder

Sustainability:ForEnvironment,CommunityandSociety

Exogenousforces

TheTimmonsModeloftheEntrepreneurialProcess(Timmons&Spinelli)

“Innovation isnowrecognizedasthesinglemostimportantingredientin

anymoderneconomy.”(Kelley,2005,p.3)

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Creativity&Innovation

Attheheartoftheentrepreneurialprocessistheinnovativespirit.

(Timmons&Spinelli)

Sparknewwaysofthinking.

“Coloroutsidethelines”

“Thinkoutsidethebox”

SkillsRequiredof“HealthcareLeaderoftheFuture”

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Entrepreneurs:6DominateThemes1. Commitment&Determination**2. OpportunityObsession3. ToleranceofRisk,Ambiguity,and

Uncertainty4. Creativity,Self-Reliance,andAbilityto

Adapt5. MotivationtoExcel6. Leadership Whereareyou?

E-Thinking:Self-Assessment

DoYou HaveanEntrepreneurialMindset?

ExamineYour“ENTREPRENEURIALMind”(Timmons&Spinelli,2007,pp.34-35)

Instructions:Examineyourattitudes,behaviors,&know-how.Rankyourself(onascaleof5to1).

Commitment&Determination Strongest Weakest

Decisiveness 5 4 3 2 1Willingnesstosacrifice 5 4 3 2 1OpportunityObsession Strongest Weakest

Beingmarketdriven• Havingknowledgeofcustomer’s

needs5 4 3 2 1

Obsessionwithvaluecreation&enhancement

5 4 3 2 1

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ExamineYour“ENTREPRENEURIALMind”(Timmons&Spinelli,2007,pp.34-35)

Instructions:Examineyourattitudes,behaviors,&know-how.Rankyourself(onascaleof5to1).

Commitment&Determination Strongest Weakest

Decisiveness 5 4 3 2 1Willingnesstosacrifice 5 4 3 2 1OpportunityObsession Strongest Weakest

Beingmarketdriven• Havingknowledgeofcustomer’s

needs5 4 3 2 1

Obsessionwithvaluecreation&enhancement

5 4 3 2 1

ToleranceofRisk,Ambiguity,&Uncertainty

Calculatedrisk-taker 5 4 3 2 1

Toleranceofuncertainty&lack

ofstructure5 4 3 2 1

Toleranceofstress&conflict 5 4 3 2 1

Creativity,Self-Reliance,&

AbilitytoAdaptStrongest Weakest

Nonconventional,open-

minded,lateralthinker5 4 3 2 1

Restlesswithstatusquo 5 4 3 2 1

Abilitytoadapt 5 4 3 2 1

Lackoffearoffailure 5 4 3 2 1

MotivationtoExcel

Drivetoachieve&grow(self-

imposed)5 4 3 2 1

Lowneedforstatusandpower 5 4 3 2 1

Abilitytobeinterpersonally

supporting(versuscompetitive)5 4 3 2 1

Awarenessofweakness&strengths 5 4 3 2 1

Leadership Strongest Weakest

Beingself-starter 5 4 3 2 1Havinginternallocusofcontrol 5 4 3 2 1Havingintegrity&reliability 5 4 3 2 1Havingpatience 5 4 3 2 1Beingteambuilder 5 4 3 2 1

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High

Low High

Creativity &

Innovation

PromoterMANAGER,

ADMINISTRATOR

Inventor Entrepreneur

GENERAL MANAGEMENT SKILLS, BUSINESS KNOW-HOW, & NETWORKS

Foster Entrepreneurial Thinking

WhoIstheEntrepreneur?(Timmons&Spinelli,2007)

EntrepreneurialThinking[Mindset]

Entrepreneursare…

• Drivenbyintensecommitment&determinedperseverance,workveryhard• Optimists(cuphalffullnotempty)

• Strivingforintegrity• Burningwithcompetitivedesiretoexcel• Abletousefailureasatoolforlearning• Self-confidentenoughtobelievetheycanandwillmakeadifference. (Kuratko &Hodgetts)

Let’sTalkaboutFailure

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Innovation…

Nosingularmagicmoment.Manysmallerinsightsaccumulatedovertime.

Itdoesn’tmatterwhereyoustart,aslongasyoustart.

ScottBerkin,p.7&39

TheTenFacesofInnovation(Kelley,2005)

1. TheAnthropologist2. TheExperimenter3. TheCross-Pollinator4. TheHurdler5. TheCollaborator

6. TheDirector7. TheExperienceArchitect

8. TheSetDesigner9. TheCaregiver10. TheStoryteller

Modelsfortransformational

change

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Lewin’sModelof

PlannedChange

Lewin– PlannedChange

Kotter– TransformationalChange

Unfreeze 1. Establishasenseofurgency2. Createaguidingcoalition3. Developavision&strategy4. Communicatethechange

Change 5. Empowerbroad-based action6. Generateshorttermwins7. Consolidategains&makemore

change

Refreeze 8. Anchornewapproachestotheculture

8StepstoAccelerateChange(Kotter)

1. CreateSenseofUrgency

2. BuildGuidingCoalition3. *FormStrategicVisionandInitiatives*

4. EnlistVolunteerArmy5. EnableActionbyRemovingBarriers6. GenerateShort-TermWins7. SustainAcceleration8. InstituteChange

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Over-communicatevision–thewhy behindthechange

ComplexAdaptiveSystems&Change

Change requiresLEADERSHIP

Leadershipaboutbehavior,not aboutpersonality.

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SocialAwareness

SocialSkill

Changecatalyst

Managingconflict

Buildingbonds

Teamwork&collaboration

(Goleman,2000)

Proactivelypreparereadinessforchange toovercomeresistance

• Nearly2/3rdsofmajorchangesin

organizationsfail

• Resistance =primaryreasonchangesfailed(Fortune500Executives)

AssessReadinessforChange*(Individual&Collective)

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Readinessrequires IndividualEQ• Self-awarenessand reflectionbothindividuallyandcollectively

EffectiveTeamwork&Collaboration

Part4!

ChangeReadinessSelf-Assessment

• Thinkaboutyour[organization]&checktheboxwhichbestreflectsyourlevelofagreementwitheachstatementonascalewhere:• 1=stronglydisagreeand• 6=stronglyagree

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ChangeReadinessSelf-Assessment 1 2 3 4 5 6

AllourpeoplehavegoodawarenessofourexternalenvironmentWeengageincontinueddialoguewithallstakeholdersOurorganizationworksflexibly&cooperativelyacrossfunctional&hierarchicalboundariesHighdegreeoftrustispresentinrelationships acrossorganizationWearefrank&openinourcommunicationEveryonecangivetheelevatorpitch re:thefuturedirectionoftheorganization

Melbec Development

ChangeReadinessSelf-Assessment 1 2 3 4 5 6

LeadersatalllevelsconsistentlymodelnewbehaviorssoughtaspartofachangeinitiativeOurleadersactivelyseekfeedbackastoeffectivenessoftheirleadershipstyleLeaders&followersestablishinformalcontractstoagreetomutual expectationsofeachotherThereisaclearunderstandingastowhatbeingagoodfollowerisinourorganizationWecelebrate &recognizeachievementsThereisapositiveworkingclimatewithinourorganization

Melbec Development

ChangeReadinessSelf-Assessment

Total subtotals– eachcolumnInterpretation:

RED HIGHRisk– yourorganizationwillprobablynotrespondwelltosignificantchange

AMBER POTENTIALRisk– youmightconsideraddressingtheareaswhereyouscoredpoorly

GREEN LOW Risk– yourorganizationiswell-placedtorespondtochange

Melbec Development

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ReadinesstoBehavioralChangeBehavioralChange

SixStages

1. Pre-contemplation2. Contemplation3. Determination4. Action5. Maintenance6. TerminationProchaska,Veliger1997

We’veGottoKnowWhatCreatesResistancetoChange

3Levels ofResistancetoChange

Level1– IDon’tGetItCognitivereactiontochangeMaycomefrom...• Lackofinformation• Disagreementwithdata• Lackofexposuretocriticalinformation• ConfusionoverwhatitmeansLevel2– IDon’tLikeIt• Emotionalreactiontochange- BPrises,adrenalineflows,pulseincreases

• BasedonFEAR:WIIFM?

Level3– IDon’tLikeYou• Personalreactiontochange- Maybetheylike you,butthey

don’ttrustyou,ordon’thaveconfidenceinyourleadershipRickMaurer

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LackofattentiontoLevel3=majorreasonwhy

resistanceflourishesandchangesfail

Level3– IDon’tLikeYou

(theLeader)

Identifychampionsofchange– tofuelthechangemomentum

InspirechangeFuelchange

Keepchangeprocessfueled

Driving change– takesenergy&canbelonely

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Switch– HowtoChangeWhenChangeisHardHeath&Heath,20101)DirecttheRIDER

Culturesofinnovationthatsupportsustainablebehavioralchange

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AFewWordson…Barriers&BlindSpotstoInnovation…

HoldPeersAccountableforChange

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Leadership&Entrepreneurship

• Theleader’sactionssetthetoneforinnovation&risktaking.• Leadersmustbeattentivetohowpeoplearemadetofeelwhentheytakerisksandfail.•Arepeoplerewardedorpunishedwhentheyfail?•Arepositiveornegativestoriestoldaboutfailure?

ActionPlanning

Thinkof1typeofchangethatyou’d

like/needtomake.

Whatdoyouneed/havetodoinorderto

startand/orre-startthechangeprocess?

Whattools&/orresourcesdoyouneed?

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Ittakesabout6yearsofhardworktobecomeanovernight

success.

SethGodin

#3:LeadingthroughChangeandInnovation

1. Entrepreneurshiprequiresleadership.

TrueorFalse

2. Entrepreneursdisplaythefollowingcharacteristics:a) Commitmentanddeterminationb) Toleranceofrisk,ambiguity,anduncertaintyc) Creativity,self-reliance,andabilitytoadaptd) BothAandCe) Alloftheabove

3. JohnKotterinhisbook,LeadingChange,includesthefollowingstepsneededfor

transformationalchange:a) Recruitonlyafewpeopletoleadthechangeprocessb) Establishasenseofurgencyc) Enlistvolunteerarmyd) Celebrateonlywhenfinalgoalsarereachede) BothAandDf) BothBandC

4. Over60%ofmajorchangesinorganizationsfail.

TrueorFalse

5. Resistanceisnottheprimaryreasonwhychangesfail.

TrueorFalse

6. Creatingreadinessforchangeislessimportantthanannouncingthechange.

TrueorFalse

#3:LeadingthroughChangeandInnovation

ANSWERKEY

1. Entrepreneurshiprequiresleadership.

Answer:True

2. Entrepreneursdisplaythefollowingcharacteristics:a) Commitmentanddeterminationb) Toleranceofrisk,ambiguity,anduncertaintyc) Creativity,self-reliance,andabilitytoadaptd) BothAandCe) Alloftheabove

Answer:E

3. JohnKotterinhisbook,LeadingChange,includesthefollowingstepsneededfortransformationalchange:a) Recruitonlyafewpeopletoleadthechangeprocessb) Establishasenseofurgencyc) Enlistvolunteerarmyd) Celebrateonlywhenfinalgoalsarereachede) BothAandDf) BothBandC

Answer:F

4. Over60%ofmajorchangesinorganizationsfail.

Answer:True

5. Resistanceisnottheprimaryreasonwhychangesfail.

Answer:False

6. Creatingreadinessforchangeislessimportantthanannouncingthechange.

Answer:False