Modify Modify Adapt Adapt Rearrange Rearrange Combine Combine - PDF document

“You miss 100 “You miss 100 percent of the percent of the shots you don’t shots you don’t take.” take.” – Wayne Gretzky – Wayne Gretzky “Management was, “Management was, A Bias for Action A Bias for Action is, and always will is, and always will be the same thing: be the same thing: Steve Rivkin The art of getting The art of getting Senior Fellow, Health Communications & Marketing Strategy, things done.” things done.” Estes Park Institute Managing Partner, Rivkin & Associates LLC – Bob Eccles & Nitin Nohria, – Bob Eccles & Nitin Nohria, Harvard Business School Harvard Business School professors professors 80 % 80 % 80 % 80 % 80 % 80 % 1

The Six-Step Model of The Six-Step Model of Problem Solving Problem Solving 1. Define the problem 1. Define the problem 2. Analyze potential causes 2. Analyze potential causes 3. Identify possible solutions 3. Identify possible solutions 4. Select the best solutions 4. Select the best solutions 5. Develop an action plan 5. Develop an action plan 6. Implement and evaluate 6. Implement and evaluate “Make it a habit to be “Make it a habit to be on the lookout for on the lookout for novel and interesting novel and interesting ideas that others have ideas that others have used successfully. used successfully. Your idea needs to be Your idea needs to be original only in its original only in its adaptation to the adaptation to the problem you are problem you are currently working on.” currently working on.” – Thomas Edison – Thomas Edison Modify Modify Adapt Adapt Rearrange Rearrange Combine Combine Streamline Streamline 2

• Governance & transformation • Governance & transformation • Readmissions • Readmissions • Culture, leadership, • Culture, leadership, • Post-acute care • Post-acute care performance performance • Patient-centric care • Patient-centric care • Bringing innovations to life • Bringing innovations to life • Non-physician practitioners • Non-physician practitioners • Physician leadership • Physician leadership • New rules & regulations • New rules & regulations • Margin improvement • Margin improvement _________________________ _________________________ Kotter’s 8-Step Model Kotter’s 8-Step Model for Change for Change _________________________ _________________________ Getting the Best from Getting the Best from your Task Force. your Task Force. 3

Your Task Force Your Task Force (continued) The Six-Step Model of The Six-Step Model of 1. Keep it small – under 8. 1. Keep it small – under 8. 5. Emphasize the “action” in an 5. Emphasize the “action” in an action plan. action plan. 2. No formal chartering process. 2. No formal chartering process. 6. Limit the duration. (Establish a 6. Limit the duration. (Establish a 3. Seniority of members should be 3. Seniority of members should be clear end date.) clear end date.) proportional to the importance of proportional to the importance of the problem. the problem. 7. Follow-up should be swift. 7. Follow-up should be swift. 4. Clearly define one task or goal. 4. Clearly define one task or goal. 8. Documentation should be 8. Documentation should be informal. informal. Caveat: Caveat: Caveat: Caveat: Inspiration is Perishable. Inspiration is Perishable. The best strategic idea is useless if it The best strategic idea is useless if it cannot be implemented tactically. cannot be implemented tactically. Caveat: Caveat: Don’t Confuse Enthusiasm w ith Don’t Confuse Enthusiasm w ith Priority. Priority. 4

“Keeping an open “Keeping an open We Agree We Agree mind is a virtue, mind is a virtue, on a Good Idea... on a Good Idea... but not so open but not so open that your brains that your brains fall out.” fall out.” -- Bertrand Russell, -- Bertrand Russell, British philosopher and historian British philosopher and historian (1872-1970) (1872-1970) “When anything is “When anything is being accomplished, being accomplished, it is being done, it is being done, I have learned, by a I have learned, by a monomaniac with a monomaniac with a mission.” mission.” -- Peter Drucker -- Peter Drucker author, author, management guru management guru 5