CHI, Saint Joseph Partner to Pilot “Change Leadership 2.0”
Four Clinical Covenant teams at St. Joseph Health System in Kentucky are the first to use CHI's next generation of Change Leadership education and training in their work to improve clinical services.
Since CHI first implemented Change Leadership in fiscal year 2007, hundreds of leaders across the system have been trained in the methodology and tools, developed by General Electric, which improve an organization's ability to increase the odds and speed of successful change. The first generation of CHI's Change Leadership approach used a defined set of concepts and tools, including the Change Acceleration Process (CAP) and Work-OutTM meetings, to improve leaders' ability to achieve strategic priorities.
"Our original training covered a lot of material in five days of classroom activity," said Bob Cook, vice president, human resources and master change agent for CHI. "Typically, participants achieved greater awareness and understanding of Change Leadership. However, not all of them gained enough competency or confidence in actually using the tools to transfer their learning quickly into their work environments."
The Change Management team considered how to modify the training so that fundamental understanding of Change Leadership concepts and terms could be accomplished prior to classroom training. "We knew that if we could establish that foundation beforehand, we could use more training time to develop competency through practice with the Change Leadership tools," said Cook.
To pilot the new learning model, informally dubbed "Change Leadership 2.0," Cook's team partnered with St. Joseph Health System (SJHS). Three times a year, SJHS holds a Leadership Development Institute for more than 300 leaders and managers from its facilities across the state. "We used some time on the agenda to develop basic awareness and understanding of concepts and tools," said Ed Carthew, chief human resources officer for St. Joseph. "Later, Bob and his team met with our four Clinical Covenant teams (CCTs) to conduct further training and actually use the Change Leadership methodology on Clinical Covenant projects."
The CCTs are chartered to transform the way care is delivered. "They had the tools to accomplish the technical aspect of change, but recognized a need to develop skills for managing the people side of change," said Carthew. "Helping those involved to accept change, understand their accountabilities and improve their ability to achieve results is what Change Leadership is all about."
For two days, Cook and his team worked with the CCTs to apply CAP to their work. "In our original approach, participants spent two-thirds of their time listening and one-third practicing," said Cook. "With 2.0, we've reversed that ratio."
The results are clear: on a five point scale, participants rated "Developed a clear understanding of Change Leadership methodology and tools" a 4.8; "Will be able to apply Change Leadership concepts to future initiatives" rated a 4.6. "The new learning model also engages intact teams with real priorities," said Cook. "That is essential to building confidence with the concepts and tools that accelerate successful change. For more information, contact Bob Cook, email@example.com.
Next Issue: How Saint Joseph's Clinical Covenant Teams are using Change Leadership 2.0.