March 2019
In This Issue
From the Desk of the KAHCE President
Message from Your ACHE Regent - Winter 2019
Students Learn at ACHE Congress
Register for ACHE Credits - May 2-3, 2019
Seeking Nominations for New Award
Advancing in ACHE
Membership Report
Three Steps for Engaging Healthcare Providers in Organizational Change
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Tony Thompson, FACHE
Allen County Regional Hospital
Iola, KS

President Elect

Trenton Stringer
Overland Park, KS

Past President
Judy Corzine, FACHE
Stormont Vail Health
Topeka, KS


George M. Stover, FACHE
Hospital District #1 of Rice County
Lyons, KS


KHA Liaison
Ronald W. Marshall
Kansas Hospital Association
Topeka, KS

ACHE Regent
Patricia Sanders-Hall
High Road Coaching
Overland Park, KS


KAHCE Website

KAHCE LinkedIn
KAHCE Kansas Association of Health Care Executives


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Three Steps for Engaging Healthcare Providers in Organizational Change
As healthcare organizations feel pressure to cut costs, reduce medical errors and adopt standardized processes and innovations, providers must give up some established and comfortable ways of working. Many view changes as clashing with patient care values. The following are three key ways managers can engage providers and connect innovation efforts to core motivations, passions and values.

Learn why staff think changes do not align with the existing culture and mission. 
One medical practice CEO listened as managers explained employees’ concerns regarding quality care versus financial pressures, and the replacement of familiar processes and techniques. The CEO first recommended that the managers listen to doctors and staff to understand the perceived misalignment between the changes and organizational values of the practice. The CEO then took steps, to reframe and strengthen the connection between innovations and the practice's core values to eliminate the perception of misalignment.

Use data to engage and explain how to address the problem. 
Data and metrics can create an awareness of problems, a means to explore them, and a goal post to measure progress. One hospital leader ordered the collection of observational data regarding staff hand hygiene to change existing norms and routines and drive more hand washing. The collated data became an agenda item during the weekly staff dialogue. This not only kept the problem in the forefront, but also engaged employees in diagnosing the barriers and factors outside their control that made change difficult to implement. This combination of data, staff engagement and appealing to the mission of good patient care increased the handwashing rate from 45 percent to 82 percent in one year.
Pay attention to the behaviors you reward and tolerate. 
As part of the same hand-washing initiative, the hospital system introduced a campaign empowering staff members, including clinicians, to remind each other—on the spot and regardless of level or status—to wash their hands. The change would not stick if it were exempt from this feedback. An administrator reminded physicians reacting negatively to feedback that the mandate was everyone’s responsibility for patient health. During weekly huddle meetings, the CMO distributed gift cards as positive reinforcement to those who had reminded others of hand washing. 
The status quo persists when unwanted behaviors at any level of the organization are tolerated. When leadership understands that ignoring one act of poor behavior can decimate the adoption of innovation, they may be more willing to hold difficult conversations with the highest-status employees in their organizations.
Seeking to understand staff perspectives, using data and holding all employees accountable will help providers understand how change can support, rather than contradict, the values they hold dear.
—Adapted from “3 Steps for Engaging Health Care Providers in Organizational Change,” by Joan F. Brett and Margaret M. Luciano, Harvard Business Review, Oct. 18, 2018.
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