ROLE OF CHANGE AGENTS IN CHANGE MANAGEMENT

Written by Ileana Delgado-Romero, BS-HSA

EXECUTIVE SUMMARY

“The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades.” John P. Kotter

CONSULTING AGENTS ASSISTING CHANGE

Health Central Hospital The need for internal and external change.

• Caring, compassion, commitment • Affordable Care Act

Merger and the new President • Less cost, Best practices • What we focus on, we achieve

Emergency Room Culture Change Consulting Agents

CHANGE AGENTS

Blue Jay Consulting

• History • Change Management Approach • Increase Revenue • Shorten Wait Times • Emergency Room Throughput • Cultural Re-vamping

MEDI

• History • Organizational Development • Vision • Break resistance • Resources & Tools • Unified team

LITERATURE REVIEW

CHANGE IS GLOBAL CHANGE IS UNAVOIDABLE

CHANGE AGENTS

$10 billion global business Agents that fit the need, the change and the

situation. Agents have knowledge of the external

elements. Agents are Leaders that practice different

images.

DISCUSSION & CONCLUSION

ORGANIZATIONAL RENEWAL

BLUE JAY CONSULTING

CHANGE MANAGEMENT APPROACH

Direct and navigate policies and procedures Decrease wait times. Decrease patients not seen. Faster I-Triage New Concierge Desk Call Backs Increase revenues Sustainability of short and long term goals.

MEDI

ORGANIZATIONAL DEVELOPMENT

Coach and interpret the vision. Executive Leadership

• Leaders coaching management • Management coaching staff • Staff coaching staff

Team Building Resources and Tools Change to a positive culture Empowerment and accountability

RESULTS

Grade A Hospital for 24 months running in by the Leapfrog Group.

Joint Commission full accreditation OPPE best practice by VHA Southeast Bright Ideas magazine. The 1st and only full accredited stroke receiving hospital in

Central Florida. #1 hospital in the Orlando Health organization for quality

improvement in the last 4 years.

According to the Center of Medicaid Services (CMS), “Health Central is recognized as a mentor hospital for best practices in reducing harm and re-admissions.”

REFLECTIONS

PROJECT/PRACTICE MANAGER

Situational approach –the need to be flexible to handle any changes.

Collective approaches Collaborative images Awareness of the organization and its culture. Internal and External changes Knowing when assistance is needed. Director and Coach

THE 4 P’S OF MANAGEMENT

Purpose Why? External or Internal. Picture How? What If’s? Plan The Method Lean Six Sigma Kotter’s 8 Step Process Part Who are the players? Team Building Empowerment Accountability

PURPOSE PICTURE PLAN PART

QUESTIONS & COMMENTS