AH case study AH case study

large group interventions in health care-DA effort

evaluating the change effort

impact effective of DA
subject of interest

systematic collection of data -feedback to org

action research
action plan-implementation-follow up data
impact of effort on org effectivness
changes history-database advance HS objectives
background
objective --rebranding of health care
AH -CIO, CEO, CFO, P,VP data of the DA effort

impact -culture + member

stake of parties involved

guide action and change

learning position org leveraged from the DA effort
2 OD consultants
study process-derive new knowledge

CEO researchers
publications
propose
purpose + cost estimate + schedule
researcher

data collection RT archive + interview

process

frame proj objectives feedback data interpretation

study team
contract

transfer learning -> org

(1) formal contract spec who what, how much, why
who, when , where
happening
(2) scheduling
schedule meeing + interview
by RT director

contract document statement of work + action plan + cost estimate

parties involved

CIO
CEO researchers case study assessment
corporate consulting contract

confidentiality issue
documents

proposal + revised schedule

purpose + benefit to AH + cost (interview, etc) + data analysis + expenses
scope of work
outline
AH resources establish study team + data confidentiality statement + publication
outlets
slipping oct-nov-dec
time line

2 years
strategy questions time frame
outstanding issues

data collection --survey for interview

schedule to fit time slot of 15 execs + 7 key physicians
speed of decision
unobstructive measure

improve relationship among workers

coordination operation of multihospital system
explicit focus on execution
interview measure

better change governance

follow up communication
comprehensiveness
innovativeness

clear+concise+measurable
clinical area strategy agressiveness
congruent with org strategy
business focus
survey measures

perception of clinical area strategy

clear action plan
implementation process
change governance
change coordination
build social capital

implementation success
proposal
ppl feel invoved in the change
goals of proposed effort

how to leverage further change

perception of change progress
elements
employee involvement
social capital
culture change

right thing to do
generate comprehensive strategies + catalysed important changes
feedback data
informal implementation approach
strong connection between implementation and strategy at top level; not mid leve
l
evaluation
speed of change is slow : everything is important
lack of formal change management system
DA

resource allocation decision trade off on technology coordination quality

adhoc change system emerged
create diff version of DA for diff issues
recommendation
formalize change process --resourcing+execution+comm coordination
strategic visioning intervention
apply technology and principles to other implementation oriented issues
new language+extensive use of DA+collaborative decision making+openess to innova
tion
recommended action plan
changes

org diagnosis + info convertion process + feedback process + action plan process
specification of responsibilities CIO+RT director + researcher + consultants
strategy for achiving the desire state

education+political influence+structure+confront resistant

fee+term+conditions outline of fee and expenses