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More About This Title Launching and Leading Change Initiatives in Health Care Organizations: Managing Successful Projects
English
Health care projects depend on astute management of change. But more than anything else, they depend on leaders who pay attention, who understand the importance of starting right, and who know how to launch projects that succeed. If leaders can increase the percentage of successful projects, patients, and practitioners everywhere will be better off and so will the organizations that depend on these projects for innovation.
In Launching and Leading Change Initiatives in Health Care Organizations: Managing Successful Projects. Author David A. Shore of the Harvard School of Public Health speaks directly to the health care leaders and managers who see the need for change, but keep encountering nearly insurmountable challenges. Through his research, Shore discovered that most implementation failures occur because of a poor launch, and that strengthening processes and operations during the early weeks of a new project is a key to continued success. The book covers issues like:
- The preliminary groundwork that cultivates a stronger launch
- Systematic and selective project selection
- Building the team that accomplishes change
- Skill-building and record-keeping systems that foster sustainable growth
Launching and Leading Change Initiatives in Health Care Organizations gives leaders and managers the practical, easy-to-implement ideas and methodologies to start and manage projects successfully.
English
DAVID A. SHORE, PhD, is former associate dean of the Harvard School of Public Health and founding director of the Program in Program Management. He is on the faculty of Harvard University and Adjunct Professor of Organizational Development and Change at the University of Monterrey Business School, Mexico. His previous book is Forces of Change: New Strategies for the Evolving Health Care Marketplace (also from Jossey-Bass).
English
List of Figures and Tables ix
Preface xi
Acknowledgments xvii
The Author xix
PART 1 Changing Health Care 1
Introduction: The Need for Change 2
Chapter 1: How Organizations Can Really Change 7
A Better Approach 9
From “Projects” to Change Events 14
Chapter 2: Criteria for an Initiative’s Success 19
Failure Rates 20
Doing the Right Thing Right 21
Appropriate Measures of Success 24
Careful Management of Risk 26
Chapter 3: Planning: Seeds of Success and Failure 31
A Time for Planning 32
Learning from Failure 35
PART 2 Select the Right Projects 41
Introduction: The Crowded Runway 42
Chapter 4: Identifying and Creating the Right Initiatives 47
Change Initiatives as Strategic Planning 48
Where Good Project Ideas Originate 53
Developing Project Concepts 55
Chapter 5: Selecting, Prioritizing, and Monitoring
Change Initiatives 61
The Project and Portfolio Management Review Board 63
Criteria for Project Selection 66
Prioritizing Projects 72
Monitoring Projects 78
PART 3 Choose the Right People 83
Introduction: How Important Are Decisions about People? 84
Chapter 6: What You Are Looking For 89
Hard and Soft Skills 91
Crucial Conversations 94
Emotional Intelligence 98
Trust 100
Chapter 7: Assembling the Individuals for a Change Event 107
“Dunbar’s Number” for Change Teams 108
The Right Mixtures of People 110
Roles on the Team 113
The Right Number of Projects 120
The Project Management Human Capital Inventory 122
Do People Make a Team? 122
Chapter 8: Converting Individuals into a Project Implementation Team 125
Onboarding a Group 125
Beginning the Onboarding Process: Day Zero 127
The Next Step: Day One 128
Decisions and Tracking 130
Passion and Enthusiasm 132
Alignment 134
Trust 135
Chapter 9: The First Mile and Beyond 139
Index 145
