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

Informationen zum Autor DAVID A. SHORE, PhD, is former associate dean of the Harvard School of Public Health and founding director of the Program in Program Management. He is on the faculty of Harvard University and Adjunct Professor of Organizational Development and Change at the University of Monterrey Business School, Mexico. His previous book is Forces of Change: New Strategies for the Evolving Health Care Marketplace (also from Jossey-Bass). Klappentext Implement change that fosters sustainable growth and better patient careHealth 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 growthLaunching 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. Zusammenfassung 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. Inhaltsverzeichnis 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 Peop...

List of contents

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

Product details

• Authors: David A. Shore, Da Shore, David A Shore, David A. Shore
• Publisher: Wiley, John and Sons Ltd
• Languages: English
• Product format: Hardback
• Released: 08.08.2014
• EAN: 9781118099148
• ISBN: 978-1-118-09914-8
• No. of pages: 176
• Dimensions: 158 mm x 237 mm x 17 mm
• Series: Jossey-Bass Public Health/Health Services Text; Jossey-Bass Public Health; Jossey-Bass Public Health; Jossey-Bass Public Health/Health Services Text
• Subject: Natural sciences, medicine, IT, technology > Medicine > General