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Launching and Leading Change Initiatives in Health Care Organizations: Managing Successful Projects



Launching and Leading Change Initiatives in Health Care Organizations: Managing Successful Projects

David A. Shore

ISBN: 978-1-118-41598-6 April 2014 Jossey-Bass 176 Pages


Implement change that fosters sustainable growth and better patient care

Health care projects depend on astute management of change. But more than anything else, they depend on leaders who pay attention, who understand the importance of starting right, and who know how to launch projects that succeed. If leaders can increase the percentage of successful projects, patients, and practitioners everywhere will be better off and so will the organizations that depend on these projects for innovation.

In Launching and Leading Change Initiatives in Health Care Organizations: Managing Successful Projects. Author David A. Shore of the Harvard School of Public Health speaks directly to the health care leaders and managers who see the need for change, but keep encountering nearly insurmountable challenges. Through his research, Shore discovered that most implementation failures occur because of a poor launch, and that strengthening processes and operations during the early weeks of a new project is a key to continued success. The book covers issues like:

  • The preliminary groundwork that cultivates a stronger launch
  • Systematic and selective project selection
  • Building the team that accomplishes change
  • Skill-building and record-keeping systems that foster sustainable growth

Launching and Leading Change Initiatives in Health Care Organizations gives leaders and managers the practical, easy-to-implement ideas and methodologies to start and manage projects successfully.

List of Figures and Tables ix

Preface xi

Acknowledgments xvii

The Author xix

PART 1 Changing Health Care 1

Introduction: The Need for Change 2

Chapter 1: How Organizations Can Really Change 7

A Better Approach 9

From “Projects” to Change Events 14

Chapter 2: Criteria for an Initiative’s Success 19

Failure Rates 20

Doing the Right Thing Right 21

Appropriate Measures of Success 24

Careful Management of Risk 26

Chapter 3: Planning: Seeds of Success and Failure 31

A Time for Planning 32

Learning from Failure 35

PART 2 Select the Right Projects 41

Introduction: The Crowded Runway 42

Chapter 4: Identifying and Creating the Right Initiatives 47

Change Initiatives as Strategic Planning 48

Where Good Project Ideas Originate 53

Developing Project Concepts 55

Chapter 5: Selecting, Prioritizing, and Monitoring

Change Initiatives 61

The Project and Portfolio Management Review Board 63

Criteria for Project Selection 66

Prioritizing Projects 72

Monitoring Projects 78

PART 3 Choose the Right People 83

Introduction: How Important Are Decisions about People? 84

Chapter 6: What You Are Looking For 89

Hard and Soft Skills 91

Crucial Conversations 94

Emotional Intelligence 98

Trust 100

Chapter 7: Assembling the Individuals for a Change Event 107

“Dunbar’s Number” for Change Teams 108

The Right Mixtures of People 110

Roles on the Team 113

The Right Number of Projects 120

The Project Management Human Capital Inventory 122

Do People Make a Team? 122

Chapter 8: Converting Individuals into a Project Implementation Team 125

Onboarding a Group 125

Beginning the Onboarding Process: Day Zero 127

The Next Step: Day One 128

Decisions and Tracking 130

Passion and Enthusiasm 132

Alignment 134

Trust 135

Chapter 9: The First Mile and Beyond 139

Index 145