1. Creating a CulturalBlueprint for a Highly-Engaged
HealthcareOrganizationAONE 46th Annual Meeting & ExpositionJoe
Tye, Values Coach Inc.Carol Wahl, Good Samaritan HospitalCopyright
2013, Values Coach Inc. 1
2. 2If we dont answer yourquestions or to requestfollow-up
information, giveme a card or email:[email protected]
3. Question #1When did thehealthcare crisisbegin?3
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5. Question #2When will thehealthcare crisisend?5
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7. Before we beginlets go on a littlerafting trip7
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14. Companies that study employeeengagement* consistently
find:~ 25% fully engaged~ 60% not engaged~ 15% aggressively
disengaged* e.g. Gallup, HR Solutions, Press Ganey14
15. Disengagedpeople, especiallydisengaged managers, are
aquality defectJim Clifton: The Coming Jobs War15
16. Disengagementnegatively effects16
17. Clinical quality17
18. Patient safety18
19. Patientsatisfaction19
20. Productivity20
21. Marketingimage21
22. Job security22
23. But whats evenmore tragic...23
24. It has a life-diminishingimpact on the disengaged.24
25. Disengagement [is] oneof the chief causes
ofunderachievement anddepression.Edward M. Hallowell, M.D. in HBR,
12-1025
26. 26
27. The journey from mereAccountabilityto a culture
ofOwnership27
28. Accountable28
29. AccountabilityDoing what you are supposedto do because
someone elseexpects it of you. It springsfrom the extrinsic
motivationof reward and punishment.29
30. You cannot hold peopleaccountable for thethings that really
matter.30
31. Nobody ever changesthe oil in a rentalcar!31
32. OwnershipDoing what needs to be donebecause you expect it
ofyourself. Ownership springsfrom the intrinsic motivationof
personal pride.32
33. Who Owns Left Field?33
34. InvisibleArchitectureInvisible Architecture is atrademark
of Values Coach Inc. 34
35. The BlueprintBehindthe Blueprint
36. Invisible architecture, notbuildings, determines whetheryou
are a good hospital, agreat hospital, or just
anotherhospital.36
37. Invisible architectureis to the soul of yourorganization
whatphysical architectureis to its body.
38. Core Values arethe Foundation38
39. Core valuesdefine what youstand for andwhat you wontstand
for39
40. 40People who are clearestabout their personal visionand
values are significantlymore committed to theirorganizations.James
Kouzes and Barry Posner:A Leaders Legacy
41. When a critical mass ofpeople connect withand act upon
their corevalues, they will have apositive impact on
42. Corporate culture isthe superstructure
43. Culture is to theorganization whatpersonality andcharacter
are to theindividual.
44. SamebusinessDifferentcultures
45. Culture eats strategyfor lunch!45
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47. If culture eats strategyfor lunch, shouldnt youhave a
culture plan tocomplement yourstrategic plan?47
48. Culture doesnt changeunless peoplechange, and that
isemotionalwork!48
49. Emotional attitudeis the interior dcor
50. 50
51. How would youcalculate theROI on a smilelike this?51
52. 52A positive workplaceculture begins withintolerance for
toxicemotional negativity.
53. 53One toxically negativeperson can drag downmorale and
productivityof an entire workunit.
54. 54It is a leadershipresponsibility to create aworkplace
environmentwhere toxic emotionalnegativity is nottolerated.
90. Department ActivitiesDSER groupBottom-up innovation tends
tobe chaotic but smart. Top-downinnovation tends to be orderly
butdumb. -- Rich Carlson, SRI92
91. The 6 Es of Employee Engagement1. Expect2. Educate3.
Enable4. Energize5. Evaluate6. Elevate93
92. Key lessons wevelearned through ourwork on
culturaltransformation94
93. Lesson #1aLaunching a movement is alot harder than starting
aprogram it is also muchmore likely to achieve alasting positive
impact95
94. 96Lesson #1bAchieving critical massrequires approximately
30%population commitment
95. Lesson #1cYou need enough peoplemoving fast enough toescape
negativity,pessimism, cynicism, andinertia of the past97
96. Lesson #2aTop down direction andsupportANDBottom up passion
andinnovation98
97. Lesson #2bPeople must believesenior leadershipbelieves in
and iscommitted to thecultural vision
98. Lesson #2cMiddle managements meresupport is not enough they
must be gung hochampions for change
99. Lesson #3You need a blueprint foryour Invisible
Architectureand a culture plan tocomplement your strategicplan
100. The Culture Blueprint102
101. The Culture PlanUse the Culture MappingSchematic to map
out plansfor actions you can take topromote a stronger culture
ofownership.103
102. 104
103. Lesson #4aStart from where yourculture is and align
andevolve
104. Lesson #4bAvoid identification of thechange process with
anysingle individual orprogram.
105. Lesson #4cCreate initiativecoherence by being clearabout
how variousprojects reinforce oneanother
106. Lesson #4dCelebrate successesthrough stories
107. Lesson #5Proceed untilapprehended!
108. WWFD?Build a Culture of Ownershipon aFoundation of
ValuesTransforming People through the Power of ValuesTransforming
Organizations through the Power of People