TeamSTEPPS Fundamentals: Module 8

Change Management: Classroom Slides

TeamSTEPPS^® Fundamentals Course: Module 8

Change Management: Classroom Slides

Contents:

Slide 1: Change Management: How to Achieve a Culture of Safety
Slide 2: Objectives
Slide 3: 8 Steps of Change
Slide 4: Set the Stage and Create a Sense of Urgency
Slide 5: Pull Together the Guiding Team
Slide 6: Develop the Change Vision and Strategy
Slide 7: Communicate for Understanding and Buy-In
Slide 8: Empower Others to Act
Slide 9: Produce Short-Term Wins
Slide 10: Don't Let Up
Slide 11: Create a New Culture
Slide 12: Errors Common to Organizational Change
Slide 13: Shift Toward a Culture of Safety
Slide 14: Culture Change Comes Last, Not First!
Slide 15: Roadmap to a Culture of Safety:
Slide 16: Sizing Up The Iceberg
Slide 17: Teamwork Actions

Slide 1: Change Management: How to Achieve a Culture of Safety

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Slide 2: Objectives

• Identify and discuss the Eight Steps of Change.
• Describe the actions required to set the stage for organizational change.
• Identify ways to empower team members to change.
• Discuss what is involved in creating a new culture.
• Begin planning for the change in the organization.

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Slide 3: 8 Steps of Change

Eight Steps of Change (from bottom up):

• Create sense of urgency
• Build the guiding team
• Develop a change vision and strategy
• Understanding and buy-in
• Empower others
• Short-term wins
• Don't let up—be relentless
• Create a new culture

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Slide 4: Set the Stage and Create a Sense of Urgency

• Get people's attention!
• Sell the need for change . sell the pain and the consequences of not changing.
• Immerse people in information about the change.
• Discuss ways to solve the problems people identify with the change.
• Empower people to solve the "problem".

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Slide 5: Pull Together the Guiding Team

• Choose key players, especially staff-level managers.
• Multidisciplinary.
  • Goal is informed; intelligent decisions are being made.
• Credibility and integrity of change leaders.
• Choose proven leaders who can drive the change process.
  • Strong position power, broad expertise, and high credibility.
• Need both management and leadership skills.
  • Management skills control the process.
  • Leadership skills drive the change.

...TeamSTEPPS initiative should have a designated executive sponsor

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Slide 6: Develop the Change Vision and Strategy

Senior Leadership is responsible for:

• Establishing the definition of a "culture of safety" aligned with expectations, core values, and shared beliefs.
• Informing the organization of these values and evaluating the culture.
• Leading the process of:
  • Establishing trust and accountability.
  • Translating values into expected behaviors
• Communicating a commitment to shaping the culture.

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Slide 7: Communicate for Understanding and Buy-In

• Provide supportive actions for fear, anger, and resistance.
• Encourage discussion, dissent, disagreement, debate ... keep people talking.
• Tell people what you know—and what you don't know.
• Acknowledge people's pain, perceived losses, and anger.
• Value resisters.
  • They clarify the problem and identify other problems that need to be solved first.
  • Their tough questions can strengthen and improve the change
  • They may be right—it is a dumb idea!

...communicate, communicate, communicate...

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Slide 8: Empower Others to Act

• Develop a shared sense of purpose.
• Align structures with vision and goals.
• Train employees so they have the desired skills and attitudes.
• Align information systems and personnel with the vision and goals.
• Confront high-level resisters.

An organization cannot be improved from the top only

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Slide 9: Produce Short-Term Wins

• Provide further impetus for change.
• Provide positive feedback.
  • Further builds morale and motivation.
• Lessons learned help in planning next goal.
• Create greater difficulty for resisters to block further change.
• Provide leadership with evidence of success.
• Build momentum.
  • Helps draw in neutral or reluctant supporters.

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Slide 10: Don't Let Up

• Acknowledge hard work.
• Celebrate successes and accomplishments.
• Reaffirm the vision.
• Bring people together toward the vision.
• Acknowledge what people have left behind.
• Develop long-term goals and plans.
• Provide tools and training to reinforce new behaviors.
• Reinforce and reward the new behaviors.
• Create systems and structures that reinforce new behaviors.
• Prepare people for the next change.

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Slide 11: Create a New Culture

• Develop action steps for stabilizing, reinforcing, and sustaining the change:
  • Give people time to mourn their actual losses.
  • Provide skill and knowledge training.
  • Revise job descriptions.
  • Develop new reward systems.
  • Strengthen social connections and relationships.
  • Recognize and celebrate accomplishments.
• Develop performance measures to continually monitor the results from the change and to identify opportunities for further improvements.
• Make adjustments to the change vision and strategy to reflect new learning and insights.
• Challenge people to be open to new challenges, forces, and pressures for the next change.

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Slide 12: Errors Common to Organizational Change

• Allowance for complacency.
• Failure to create a sufficiently powerful Guiding Coalition and Change Team.
• Not truly integrating the vision.
• Allowance for obstacles.
• Not celebrating "short-term wins".
• Declaring victory too soon.
• Neglecting to anchor changes firmly in the culture.

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Slide 13: Shift Toward a Culture of Safety

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Slide 14: Culture Change Comes Last, Not First!

• Most alterations in norms and shared values come at the end of the transformation process.
• New approaches sink in after success has been proven.
• Feedback and reinforcement are crucial to buy-in.
• Sometimes the only way to change culture is to change key people.
• Individuals in leadership positions need to be on board.
  • Otherwise, the old culture will reassert itself.

...Reculturing takes time and it really never ends

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Slide 15: Roadmap to a Culture of Safety

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Slide 16: Sizing Up The Iceberg

• Break into groups.
• Read through and answer the questions on the "Sizing Up the Iceberg Exercise Sheet" assigned to your group by the instructor.
• As you answer the questions, consider the state of your current organization and the current safety climate.

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Slide 17: Teamwork Actions

• Relate the Eight Steps of Change within your organization.
• Within each change step, identify at least on key action to impact your organization.

"Create a new culture. Don't let up — Be relentless. Empower"
—John Kotter

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Proceed to Module 9