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

 

President
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


Secretary
Spshelle Rutledge 
National University


Co-Treasurers
Amy Kasahara 
UC San Diego Health

Michael Sokolowski

 

Board of Directors


Membership
Allison Noel
ECG Management Consultants

Aubrianna Butler


Programs
Jared Vogt
Rady Children’s Hospital

Nora Bota
County of San Diego


Marketing
Michelle Martin
Casa Palmera Treatment Center

Melinda Hudson
UC San Diego Health


Career Development
Andrea Gonzalez
Scripps Health


Volunteer Coordinator
Vicki Shumulinsky
West Health


Sponsorship
Barbara Gerber
Devon Hill Associates, LLC

Howard Salmon
nThrive


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


Newsletter
Mike De Castro
ECG Management Consultants


Social Media
Alice Dang
Scripps Health


Mentoring
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
TBD

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


Members-At-Large
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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