Leading Strategic and Long-Range Planning Efforts Kurt O’Brien, MHROD Senior Lecturer Graduate Program in Health Services Administration University of...
Leading Strategic and Long-Range Planning Efforts Kurt O’Brien, MHROD Senior Lecturer Graduate Program in Health Services Administration University of Washington www.nwcphp.org/hot-topics
Is Strategic Planning Still Relevant?
Polling Question #1 Have you been personally involved in a strategic planning effort? • Yes • No
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Polling Question #2 How would you rate the success of the effort? • • • •
Very successful Moderately successful Not particularly successful Counterproductive
Polling Question #3 What was the impact of the strategic planning effort on the performance of the organization? • • • •
Strong positive impact Moderate positive impact Little to no impact Negative impact
Story #1: The Setting
U.S. Coast Guard Training Center Petaluma, CA
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Story #1: Process Strategic planning: a great idea!
Story #1: Results Results 2.0 1.0
Strategic Plan
Executive Summary This is strategic plan. It is a short document that only communicates the basic information you need to know. Our hope is that by making the plan short and accessible it will be possible for people to actually read it and make use of it.
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Strategic Planning Advice Planning is obsolete
New approaches
Visioning
Mission statements
Who? What? Where? When?
Planning is essential No one has time
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Story #2: The Setting
Photo courtesy of UW ISIS
Institute for Simulation and Interprofessional Studies University of Washington
Story #2: The Situation
Rapidly changing environment
Needed a way to plan for the future
Story #2: Process
Used a change model Involved the entire team
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Story #2: Results Created a plan that made sense and helped establish goals/priorities
Collective ownership
Key stakeholders signed off
Know Your Environment Perform an “environmental scan” Look at what is going on around you, both inside and outside your organization.
Engage others in this conversation.
Repeat every 6-12 months.
Be Deliberate Use a change model to help with your strategic thinking/planning.
Ok, makes sense, but what model should I use?
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Change Models 8-steps
John Kotter
ADKAR
PROSCI
Influencer 6-grid
Vital Smarts
Switch
Heath Brothers
The Switch Model Direct the rider Motivate the elephant Shape the path
From Switch: How to Change Things When Change is Hard by Chip and Dan Heath
The Switch Model: Direct the Rider
Find the bright spots
Point to the destination
Script the critical moves
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The Switch Model: Motivate the Elephant
Find the feeling
Shrink the change
CHA
Grow your people
NGE
The Switch Model: Shape the Path
Tweak the environment
Build habits
Rally the herd
The Switch Model: Key Elements
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Find the motivation
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Establish a destination
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Shrink the change
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Identify the critical moves
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Worksheet for Planning Using Switch SWITCH Framework
Issue or Challenge
Direct the Rider Find the Bright Spots Explore what is working and determine how to do more of it. Script the Critical Moves Be clear about how people should act; what are key, specific behaviors they can take? Destination Postcard
Actions
People need to know where you are going and why it will benefit them.
Motivate the Elephant Direct the Rider
Find the Feeling Tap into people’s emotion; showing them something (i.e., an image) is better than reading it. Shrink the Change
Bright Spots Critical Moves Destination Postcard
Break things down into smaller chunks so folks don’t feel overwhelmed. Grow your People Create a sense of team identity and foster a growth mindset.
Motivate the Elephant Find the Feeling Shrink the Change
Shape the Path
Grow your People
Tweak the Environment What small changes can people try to make things better or easier?
Shape the Path Tweak the Environment
Build Habits Establish “action triggers” to help keep you (and others) on track and accountable.
Build Habits Rally the Herd
Rally the Herd
Call out and emphasize early successes; leverage social/peer pressure to help drive change.
Download the worksheet from our resources page. Also see the Heath brothers’ website at http://heathbrothers.com/
Story #3: The Setting
Clare McLean/UW Medicine
Eastside Specialty Center University of Washington Medicine
Story #3: The Situation
Major move to a new building
Double size Double number of services Increase staff and providers New processes
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Story #3: The Process
Needed way to unite leadership team
Needed way to involve staff and providers
Used Switch, TeamSTEPPS
Story #3: Results Leadership team became aligned and high functioning Improved results/outcomes (top percentile in patient satisfaction) Staff and providers felt ownership for process and results
Polling Question Which aspects of this model do you think you could implement? • Direct the rider • Motivate the elephant • Shape the path • All three Do you have any ideas for areas where you could implement this model? Type a brief description into the chat box.
