Quarterly SOHLstice
December 2019
In This Issue
President's Message
SOHL Programs: Quarterly Update
Welcome Our Newest Members of SOHL!
National News | Q4
Shifting Perceptions of Change From Episodic Solution to Always-on Strategy
Learn the Art of Dialogue and Have Open, Productive Conversations
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Chapter Officers

Executive Board

Regent (California - Southern)
Ellen Zaman, FACHE
Children's Hospital Los Angeles


Dasha Dahdouh
Rady Children’s Hospital - San Diego


President Elect
Edwin Kofler
UC San Diego School of Medicine


Immediate Past President
Darrell Atkin
TruthPoint / Darrell Atkin & Associates

Spshelle Rutledge 
National University

Amy Kasahara 
UC San Diego Health

Michael Sokolowski


Board of Directors

Allison Noel
ECG Management Consultants

Aubrianna Butler

Jared Vogt
Rady Children’s Hospital

Nora Bota
County of San Diego

Michelle Martin
Casa Palmera Treatment Center

Melinda Hudson
UC San Diego Health

Career Development
Andrea Gonzalez
Scripps Health

Volunteer Coordinator
Vicki Shumulinsky
West Health

Barbara Gerber
Devon Hill Associates, LLC

Howard Salmon

Imperial County Liaison
Kathleen Lang


Subcommittee Members

Diversity Council
Chisun Chun
Rady Children's Hospital

Melody Schiaffino
San Diego State University

Allied Healthcare Professional Council
Jose PonCevega
Naval Medical Center San Diego

Nora Bota
County of San Diego

Shawn Amirhoushmand
Generations Healthcare-Friendship Manor Nursing

Yameeka Jones
Vibra Hospital of San Diego

Sarah Gerard
VA San Diego Healthcare System

Annual Conference
Johan Otter
Scripps Health

Kristine Ortwine

Mike De Castro
ECG Management Consultants

Social Media
Alice Dang
Scripps Health

Sarah Gerard
VA San Diego Healthcare System


Executive Program
Celerina Cornett

Jack Hallmark

Advancement Study Group
Jose PonCevega
Naval Medical Center San Diego

Andrea Gonzalez
Scripps Health

Graduate Program Council, San Diego State University
Brandy Lipton

Student Liaison, San Diego State University
Sarah Norwood
Britney Prince

Graduate Program Council, National University
Negin Iranfar

Student Liaison, National University
Norelis Dyshkant
Myreen Piazza

Graduate Program Council, UC San Diego

Student Liaison, UC San Diego
Justin Sigmund
Rene Lopez


College Bowl
Peggy Ranke
National University

Senior Advisors Council
Mary Parra
Neighborhood Healthcare

Mark Campbell
TRICARE Regional Office – West

Aaron Byzak
Galvanized Strategies

Nia Price

Website Manager
Carol Cannizzo
BestBuy Health

Shifting Perceptions of Change From Episodic Solution to Always-on Strategy
Healthcare leaders are grappling with unprecedented disruption, resulting in a greater need for agile, change-ready cultures. A change-ready culture accepts that change is constant and understands that success will not come from point-in-time solutions, but rather from meaningful, perpetual improvement. To create a change-ready culture, leaders must shift the organization’s perceptions of change management from an episodic solution to an ongoing strategy that becomes part of the organization’s DNA.
As traditional approaches to change shift, leadership practices must evolve to align with the organization’s aspirations. By actively modeling desired behaviors, leaders reinforce the mentality required for changes to be successful. To cultivate an organization that is able to evolve continuously, its leaders should do the following:
  • See change as a transformative competency. Recognize that change is continuous, and multiple changes must occur simultaneously. This requires a culture that accepts change as the norm and becomes so good at changing that it thrives during disruption.
  • Focus on your mission. This is your “why” for transformation and needs to be clearly, compellingly and continuously articulated in order to engage key stakeholders.
  • Hold employees accountable. Make it clear that adapting is not optional and reinforce this mentality through validation, coaching, rewards and recognition.
If the transformation employees are asked to take on are interpreted as overwhelming and complicated, it will make it harder for the changes to be adopted and sustained. Change should not feel impossible to achieve, and it does not have to require a significant amount of effort. Here are several essential steps:
  • Establish a shared vision of transformation within your organization. This will help curb change-related stress and confusion regarding the way forward.
  • Leverage data to create a high-level view of the organization. Rather than focusing on a broad problem, conduct an objective assessment and diagnose the challenges at hand with quantifiable data. Share these insights broadly to promote buy-in.
  • Demonstrate why. After you build your strategy, share data with stakeholders to explain why changes are critical for reaching organizational goals.
  • Identify advocates. Seek out individuals who will display model behaviors and encourage others to contribute to growth and sustainable performance. They can help determine who will be affected by change and how certain team dynamics may impede or accelerate progress.
Change within healthcare is no longer an option; it’s a necessity for long-term viability. Make sure leaders make the essential mind shift, then build momentum for transformational capability.
—Adapted from "Elevating Change Management: From Point Solution to Continuous Transformation," by Tonia Breckenridge, Michelle Bright and Ryan McPherson, HealthLeaders, Oct. 14, 2019.
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