(AIM) Key Concepts Judy Willis & Gavin Meredith 17 th August - - PowerPoint PPT Presentation

Accelerating Implementation Methodology (AIM) – Key Concepts

Judy Willis & Gavin Meredith 17th August 2012

Introduction to AIM

Accelerating Implementation Methodology

Objectives:

• To briefly introduce the elements of AIM to the group
• To provide the group with strategies to use throughout

the project which will assist with Implementation.

Project ROI

INSTALLATION IMPLEMENTATION

Go Live Cut Over TIME PERFORMANCE & PRODUCTIVITY

SYSTEM DEVELOPMENT CYCLE

Future State Analysis  Design  Development  Testing  Training

HUMAN DEVELOPMENT CYCLE

Competency Development Performance  Coaching Reinforcement  Management  Retraining

Minor Change – Minor Disruption

Minor alterations to the Frame of Reference resulting in minimal disruption and resistance, like a change in policy or procedure

1ST Order – Frame- Bending

Major alterations to the existing Frame of Reference resulting in significant resistance. Taking what you are currently doing and doing it

• better. Multiple sets of improvements around something that currently

exists

2nd Order – Frame- Breaking

The old Frame of reference is no longer adequate. A new FOR must be created resulting in maximum disruption and resistance – requires the

• ld FOR to be broken down. The organisation must “forget what they

are doing now.”

• 1. Define the

Change

• 2. Build

Agent Capacity

• 3. Assess the

Climate

• 4. Generate

Sponsorship

• 5. Determine

Change Approach

• 6. Develop

Target Readiness 7. Communicati

• n Plan
• 8. Develop

Reinforceme nt Strategy

• 9. Create

Cultural Fit

• 10. Prioritize

Action

Introduction to the AIM Road Map

“By failing to prepare, you are preparing to fail…”

• Benjamin Franklin

Cast of Characters

Champions Agents Sponsors Targets

Individuals who believe in and want the change and attempt to obtain commitment and resources for it, but lack sponsorship to drive it. Implementation can be accelerated when the other three roles are also Champions. Implement change. Agents have implementation responsibility through planning and executing implementation. At least part, if not all, of their performance is evaluated and reinforced on the success of this implementation. Authorise, legitimise and demonstrate ownership for the change: possess sufficient organisational power and/or influence to either initiate resource commitment (Authorising Sponsor) or reinforce the change at the local level (Reinforcing Sponsor). Change behaviour, processes, knowledge, perceptions, etc Ref: P23

Define the change

• What are you changing?
• Why are you changing it?
• What are the consequences of not changing?
• Needs to be specific and measurable
• There must be clear and commonly held definition
• f the present state and the desired state for

successful implementation

Build agent capacity

• Key skills & attributes for an Agent

– Trust & credibility – Successful organisational history – Belief in the project – Translate FOR of targets & sponsors

• Agents job

– Communicate – Educate – Facilitate

• Can’t do it all alone..may need to enlist others

Assess the Climate

• Identify implementation strengths & weaknesses
• What’s gone on before in the organisation

– Adverse publicity – Restructure

• What other changes are going on in the
• rganisation that will impact on your project?

Generate Sponsorship

• Sponsorship is the single most important factor for

successful implementation

• Express, Modelled & Reinforce
• Agents need to:

– Educate their sponsor – Contract with their sponsor ( If you want.... I need....) – Preserve their sponsor’s currency (time, money, energy & reputation) – Identify all sponsors & targets in the project

Determine Change approach

• Change – symbolic ending of the present state
• Is it for compliance? Hammer
• Is it for commitment? Transition
• Need to identify the frame of reference

PRESENT STATE DESIRED STATE TRANSITION STATE PRESENT STATE PRESENT STATE DESIRED STATE DESIRED STATE TRANSITION STATE TRANSITION STATE

End Transition Beginning End Transition Beginning

Productivity/Morale

Beginning Transition End

PRESENT STATE PRESENT STATE DESIRED STATE DESIRED STATE TRANSITION STATE

Develop Target Readiness

• Resistance is a process that must be managed. It

cannot be combated, solved or overcome.

• Resistance can be good or bad
• Find out the “What’s in it for me?”
• Use of 2 good faith attempts

– Listen to feedback – Demonstrate that you listened – Acknowledge their pain but don’t defend – Problem solving – brainstorming some ideas

Communication

• Right message to the right people using the right

vehicle.

• Communicate in the targets frame of reference
• Use the “What’s in it for me?”/ Frame of reference
• Resources up your sleeve 1:3:25
• Face to face has the most impact
• Check all your communication for

sanity

Develop a reinforcement strategy

• Reinforcement strategy

– Reward – align with FOR – Consequences – Immediate & certain – Effort – new way easier, old way harder

Create cultural fit

• Culture- What is it?

– Unwritten rules – Behaviours – values

• Align the change with the Culture
• If your project conflicts directly with the culture,

culture wins

AIM Concepts – Prioritise Action

• Putting it altogether
• 1. Define the

Change

• 2. Build

Agent Capacity

• 3. Assess the

Climate

• 4. Generate

Sponsorship

• 5. Determine

Change Approach

• 6. Develop

Target Readiness 7. Communicati

• n Plan
• 8. Develop

Reinforceme nt Strategy

• 9. Create

Cultural Fit

• 10. Prioritize

Action

On line learning - Gem

Where to find Gem: https://gem.workstar.com.au

AIM is located at the e-learning tab under implementation Many other topics relating to project management are available

More Information:

• Judy Willis

Principal Policy Advisor - Surgery | System Relationships & Frameworks Tel 02 9391 9557 | Fax 02 9391 9456 | Mob 0458 713 435 | juwil@doh.health.nsw.gov.au

• Gavin Meredith

Critical Care and Surgery Taskforces Manager (CCST Manager).| Agency for Clinical Innovation

• Tel. 02 8644 2183| Fax. 02 8644 2151 |Mob. 0467 749 714 | Gavin.Meredith@aci.health.nsw.gov.au
• Vanessa Evans

Manager | Emergency Care Institute Tel 02 8644 2166 | Fax 02 8644 2148 | Mob 0403 497 654 | vanessa.evans@aci.health.nsw.gov.au

• Sophie Baugh

Manager - Special Projects| Emergency Care Institute Tel 02 8644 2152 | Fax 02 8644 2148 | Mob 0467 710 667 | sophie.baugh@aci.health.nsw.gov.au

• Lea Kirkwood

Program Manager - Centre for Healthcare Redesign Tel 02 9424 5806| lea.kirkwood@aci.health.nsw.gov.au