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MS2 Methods - Hospital Change Management

Our Hospital change management process is designed to rapidly execute complex change initiatives within the usually bureaucratic and “inertia-prone” Hospital environment. It fuses elements of Kotter’s Change Framework, Rapid Cycle Changes, Staff Empowerment, Organizational “Flattening”, “Tipping-Point” Leadership and industrial group psychology.

At its core, our change management methodology is designed to markedly flatten the hospital decision-making process and systematically eliminate institutional barriers to change. This augments a hospital’s ability to innovate, test and execute solutions within a short time frame. Our methods help…

  • Bring to surface the full extent and consequences of current operational problems including the way in which barriers to change impact the institution from a financial, operational and competitive standpoint. This helps create a higher level of urgency throughout the institution and starts preempting some of the initial resistance.
  • Involve operational staff from all stakeholder departments and units to engage in the diagnosis of the true nature and consequences of their problems and develop the parameters of the solutions that will best solve them. This empowers the staff to develop a collaborative discovery and resolution process that promotes sharing of ideas, facilitates buy-in, and provides them the ability to work cross-functionally.
  • Eliminate the managerial layers and bureaucratic approval processes that prevent rapid changes and discourage internal process innovation while still providing the necessary oversight to prevent “rogue” actions. Under our managerial model, action items developed at the staff level will be reviewed, and either approved or disavowed, at the administrative level in almost “real-time”. Once approved implementation is immediate.
  • Provide the parameters within which solutions must be developed. The changes must preferentially be “budget-neutral” and involve no major increase in physical capacity or staff. They must also be quick to implement, provide significant leaps in performance and have readily measurable effects. This forces team members to find new and radically different ways to work and collaborate across functional boundaries.
  • Eliminate the strong silos, incomplete accountabilities and vertical reporting mechanisms that often separate hospital departments and units. Our methods force new information flows and working relationships to be forged by people who normally don’t have close contact with each other to exchange views, share information and approach patient flow processes as an integrated whole.

Combined with our Hospital Operations Redesign methods, our change management process has never failed to achieve impressive outcomes in Hospital operations.

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