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What To Expect When You are Integrating. CDR Rosemary Perdue Ms. Joan Loepker-Duncan. A little about us. CDR Perdue . JOAN. Active Duty Navy Nurse Assistant Director for Medicine Directorate/Senior Nurse for Medicine Directorate 20 years experience in Navy medicine . Army Civilian Nurse

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what to expect when you are integrating

What To Expect When You are Integrating

CDR Rosemary Perdue

Ms. Joan Loepker-Duncan

a little about us
A little about us

CDR Perdue

JOAN

  • Active Duty Navy Nurse
  • Assistant Director for Medicine Directorate/Senior Nurse for Medicine Directorate
  • 20 years experience in Navy medicine
  • Army Civilian Nurse
  • CNOIC, Cardiology

Department

  • 18 years of experience in Army medicine
show of hands
Show of hands

Who has had to endure significant change?

Did you feel any of these?

  • Professional setting
  • Private life
  • Relationships
  • Routines
  • Fear
  • Frustration
  • Anxiety
  • Stress
  • Confusion
  • Apathy
  • Exhaustion
background successful grand opening just the beginning
Background: Successful Grand Opening…just the beginning

September 2011 – Disestablishing two major commands and establishing through integration the Walter Reed National Military Medical Center (WRNMMC)

  • The Nation’s Military Medical Center
    • 7,000 staff
    • 243 acres, 2 million square feet of clinical space serving over 1 million patient visits annually
  • “A historic day for military medicine”
  • “The largest and most complex series of moves and relocations that we have ever had within the military medical system” Admiral Mateczun (September 2011)
objectives
Objectives
  • Share from our experience - lessons learned
  • Explore Change Theories
  • Identify key leadership tools
  • Discuss Organizational Culture
  • Define Transformational Leadership
  • Identify key traits of transformational leaders
  • Discuss how to Alleviate Ambiguity
  • Ultimately … increase your comfort level when you are integrating or experiencing change in your workspace
integration challenge
Integration Challenge
  • Unprecedented Merger of Two Major Medical Center’s representing two separate Service cultures
    • 2005 Base Realignment and Closure
    • Core of an integrated military medicine system in the National Capital Region
    • Staffed by Army, Navy, and Air Force employees
    • Groundbreaking July 3, 2008 President George W. Bush
    • Located in Bethesda, MD on the grounds of former National Naval Medical Center
army point of view
Army - Point of View
  • Walter Reed Army Medical Center
    • Premier Hospital of Army Medicine
    • Named after Major Walter Reed (Army Physician who discovered the transmission of yellow fever)
    • 102 year history of providing medical care
    • 2,500 employees
navy point of view
Navy – Point of View
  • National Naval Medical Center
    • Flagship of Navy Medicine
    • The President’s Hospital (Founded by Franklin D. Roosevelt)
    • 71 years of providing medical care
    • 3,800 of employees
air force point of view
Air Force – Point of View
  • 158 staff
  • Such a small percentage of the workforce
    • - Who advocated for their needs?
what was the same
What was the same
  • Premier medical care and long standing history
    • Focus on our nation’s heroes - wounded, ill and injured
    • All military beneficiaries and their families
    • Patient and family centered care
    • Our Nation’s leaders
    • Rich in military tradition
    • Uniformed employees
    • Civil service employees
    • Contract civilians
    • Patient loyalties
    • Proud and strong culture of leading the way for other military organizations
what was different
What was different
  • Military specific organizations and culture
    • The way we did it before
  • Focused specialty care
  • Language/Jargon
  • Artifacts
  • Acronyms
  • Chain of Command
  • Culture, Culture, Culture
cardiovascular health interventional radiology cvhir
Cardiovascular Health & Interventional Radiology (CVHIR)
  • New area for the hospital combining 5 separate services (Cardiology, CT Surgery, Interventional Radiology, Neuro Interventional Radiology, and Vascular Surgery)
  • Patient Centered Experience
  • Multiple levels of ownership
  • Competing missions impacted forward movement
here s the story
Here’s the story…
  • “Nothing is so painful to the human mind as a great and sudden change.”

Mary Shelley- Frankenstein

change defined dictionary com
Change defined (dictionary.com)
  • to make the form, nature, content, future course, of (something) different from what it is or from what it would be if left alone
  • transform or convert
  • substitute another or others for; exchange for something else, usually of the same kind
  • to give and take reciprocally; interchange
  • to transfer from one (conveyance) to another
change theory
Change Theory
  • What do the experts say about how to approach change successfully?
    • Lewin’s (Change process)
    • Lippit, Watson, & Westley (Change agent)
    • Prochaska & DiClemente (Person changing)
    • Social Cognitive (Behavior)
  • Use of variety of theoretical frameworks to guide and ensure success
lewin s 3 step change theory
Lewin’s 3 step Change Theory
  • Unfreeze:
    • Get rid of status quo
  • Movement:
    • Move to a new level
  • Refreeze:
    • Stabilize the equilibrium
  • Leadership considerations
change agent lippitt watson westley
Change Agent/Lippitt, Watson, & Westley
  • Expanded on Lewin’s Theory
  • 7 step approach
  • Focus on the roles and responsibilities of the change agent
  • Leadership Considerations
behavior prochaska diclemente
Behavior/Prochaska & DiClemente
  • 5 stages: focus on individual going through the change
    • Pre-contemplation, complementation, preparation, action and maintenance.
    • Cyclical not linear
  • Leadership Considerations
behavior social cognitive
Behavior/Social Cognitive
  • Developing self-efficacy (belief in one\'s capabilities to achieve a goal or an outcome)
  • Behavior Change is affected by environmental influences, personal factors, and attributes of the behavior itself
  • Leadership Considerations
optional leadership tools for change
Optional Leadership Tools for Change
  • Make it as easy as possible:
  • Effective communication
  • Development of self-efficacy
  • Consider the human experience
  • Addressing physical requirements:
slide21

“Any real change implies the breakup of the world as one has always known it, the loss of all that gave one an identity, the end of safety.”

    • James Baldwin
organizational culture
Organizational culture
  • “Total beliefs, behavior, knowledge, sanctions, values, and goals that make up the way of life of a people.”
  • “Historically transmitted patterns of meanings embodied in symbols by which men communicate, perpetuate, and develop their knowledge about and attitudes towards life.”
  • “THE WAY THINGS ARE DONE AROUND HERE”…

(Sara Breckenridge-Sproat, 2001)

influence organizational culture
Influence Organizational Culture
  • Physical structure
  • Rituals and ceremonies
  • Language
  • Stories and Legends
  • Leadership Considerations
organizational culture1
Organizational Culture

Artifacts -Army

Artifacts - Navy

  • Pictures of Generals
  • Walter Reed Sword
  • Auditoriums – Joel
  • Uniforms – “Class A”
  • Statue of Walter Reed
  • Ward 72 (gifts from dignitaries/DV)
  • Pictures of Admirals
  • Hall of Flags
  • Auditoriums – Clark/Memorial
  • Uniforms – “Dress Blues”
  • Quarterdeck
transformational leadership
Transformational Leadership
  • A leadership style that fosters positive changes in those who follow
  • Characteristics of a transformational leader
    • Embraces change
    • Endorses participative leadership
    • Challenges the way things are done and who does them
    • Active listeners
  • Toxic Handler
  • Ambiguity Alleviator
toxic handler
Toxic Handler
  • Definition: “Managers who voluntarily shoulder the sadness, frustration, bitterness, and anger of others so that high-quality work continues to get done.”

(Peter Frost and Sandra Robinson, Harvard Business Review, July-August 1999)

  • Leadership Considerations
what is ambiguity why is it important to explore
What is Ambiguity? Why is it important to explore?
  • Definition: doubtfulness or uncertainty of meaning or intention, unclear. (dictionary.com)
  • Can be harmful to a work environment
    • Decrease forward movement towards a goal
    • Staff can become paralyzed by it
    • Staff may create their own false realities and perceptions
    • Effects successful group direction and progress
    • Negatively impacts staff morale
  • Leadership Considerations
slide29

“The creative person is willing to live with ambiguity. He doesn\'t need problems solved immediately and can afford to wait for the right ideas.”

Abe Tannenbaum

ambiguity alleviator
Ambiguity Alleviator
  • Characteristics
    • Actively assess
    • Accepts accountability
    • Asks and answers
    • Aides and abets
    • Avoids attack
  • Role Function
    • Close gaps of the unknown (ambiguity)
    • Connect staff who have the knowledge and answers
    • Establish actions on how to move forward
    • Know what to do when there are no good answers
ambiguity alleviator actions words with positive movement
Ambiguity alleviator: Actions words with positive movement
  • Align
  • Achieve
  • Amplify
  • Acknowledge
  • Apply
  • Advocate
  • Advance
  • Ascertain
  • Applaud
summary
Summary
  • Change theory can help frame foreseeable challenges
  • Organizational Culture can positively impact change
  • Transformational Leaders are key
    • Identify them early and tap into their resourcefulness
  • Accept that even best laid plans will have to change
  • Seek out and celebrate success - no matter how small
  • Actively Alleviate Ambiguity
  • Find common ground and move forward
final thoughts
Final thoughts
  • All big changes in human history have been arrived at slowly and through many compromises.
              • Eleanor Roosevelt
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