One of the most common questions we get from clients around Defining the Change in the AIM methodology is to explain what we mean by "human objectives." Let's try and take the mystery out of human objectives once and for all!
So many organizations are investing in some level of business transformation--healthcare transformation, HR transformation, IT transformation, one company solutions. These are complex changes that have many moving parts, just from the technical implementation perspective.
There is likely no more important Change Agent activity than getting Sponsors to provide the visible commitment you need for transformational change success. We use the term "contracting" to describe these meetings because the most effective meetings involve an exchange of needs and offers.
One of the challenges in change management training is balancing the needs of the organization with the needs of associates. On the one hand, the organization needs to move as quickly as possible to implement the elements of its competitive strategy, whether that includes new technology, new business processes, a changed culture, and/or a new structure.
There may be no industry undergoing more significant and rapid change than healthcare. Transformational changes abound, whether it is in healthcare delivery (clinical redesign and transformation) or on the support side with changes created by electronic medical records or ICD 10.
One of the most common questions we get as change management consultants is, "What is the best practice for deploying a change management methodology?" Clients are convinced that the Accelerating Implementation Methodology (AIM) is right for the organization. They've made the go-forward commitment. But how best to go forward?
Our change management consulting on transformational change-- whether it is IT transformation, HR transformation, or healthcare transformation--consistently points to one major change management flaw: Organizations reinforce the status quo rather than transformational change.
In the whirlwind of activity surrounding healthcare transformational change, it's easy to be uncertain of where to put your focus. So much is going on, and in many organizations the constraints are more significant than ever before. If you are charged with supporting the implementation of a project or program, where should you be spending your time?
In our change management consulting, we work across many industries and organizations that are in the throes of transformation. The healthcare industry may well be the leader in transformational change. In addition to the implementation of the Affordable Health Care Act (also known as Obamacare), healthcare is experiencing a myriad of other changes, including:
Suppose one day you have a great idea for an improvement or process change. How will you introduce this change into your organization?
