Caroline F Ayyad IT Support Analyst Forsyth County … Taibi Kahler, Ph.D. Workaholic –logical,...
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Caroline F Ayyad IT Support Analyst Forsyth County Public Health 2016 Annual Conference
Transcript of Caroline F Ayyad IT Support Analyst Forsyth County … Taibi Kahler, Ph.D. Workaholic –logical,...
Caroline F Ayyad
IT Support AnalystForsyth County Public Health
2016 Annual Conference
The Forsyth County Department of Public Health (FCDPH) has been in operation since 1916, and today consists of a staff of approximately 245 dedicated employees who serve a community of 361,220 residents.
Our public health professionals work diligently and inconspicuously to reduce preventable health risks.
In addition to the traditional regulatory and communicable disease control strategies, we commit increased energy and effort to educating and encouraging citizens and community leaders to adopt behaviors and policies which are conducive to healthier and more productive communities.
The department provides all mandated public health programs and services through the Nursing, Preventative Health Services, and Surveillance Divisions.
It also provides the regulatory, inspection and preventive services associated with Environmental Health. FCDPH operates a very large and very well equipped laboratory.
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Definition of Change Management Why People Resist Change? Possible Behavior Toward Change Phases of Change Real Life Experiences Change Management Strategies Effective Change Management Tools What are the barriers to Change Management? Success Factors Process to Engage People to creatively solve
problems
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A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state.
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Transition
Current State Future State
Jon Madonna, CEO KPMG Marwick in Jumping the Curve
“Nothing stops an organization faster than people who believe that the way they work yesterday is the best way to work tomorrow.
To succeed, not only do your people have to change the way they act, they’ve got to change the way they think about the past.”
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9Arnold S. Judson, Changing Behavior in Organizations: Minimizing Resistance to Change
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Process Oriented Change
Technological Change
Software Development and Installation
Systems Change
Continuous Process Improvement
Structured Quality Improvement
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AIRCRAFT MAINTENANCE SYSTEM CHANGE
MANUFACTURING PROCESS ORIENTED CHANGE
ELECTRONIC MEDICAL RECORDS SYSTEM AND PROCESS CHANGE
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SYSTEM AND PROCESS CHANGE
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System was not compliant forces the change for Y2K
Until the end of 1999, system used to document, inventory, billing, invoicing, etc.
Starting in year 2000, new system was implemented for compliance.
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Strategy
Culture
Structure
Technology
Work Process
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New Roles
Added Responsibilities
Fear of Unknown and Possible Loss of Job
Comfortable with the old ways
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PROCESS ORIENTED CHANGE
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Changing location and how to do business forces process oriented change
Outsource part of manufacturing processes
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New Management Structure Formation
Centralization of all activities
Outsource some activities
Implement new Enterprise Resource Planning (ERP) System
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Misunderstanding and Lack of Trust
Fears
Wrong Methods
Low Tolerance for Change
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ELECTRONIC MEDICAL RECORDS SYSTEM AND PROCESS CHANGE
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New technology was introduced to improve quality of service
Change from Manual process to Electronic Medical Records (EMR)
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Strategy
Culture
Structure
Technology
Work Process
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New Roles
Added Responsibilities
Fear of Uncertainty
Lack of user involvement
Lack of Planning
Lack of Communication
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Build Trust
Open communication to discuss change
Demonstrate the need for Change
Involve the employees
Provide rewards and incentives
Make sure that changes are reasonable
Educate the employees
Provide Empathy and Support
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Planning◦ SWOT Analysis◦ Purpose and Vision◦ Change Team
Commitment◦ Stakeholder Analysis◦ Communications
Planning
Build/Implement◦ Project Plan and results
tracking◦ Communications Plan◦ Risk Analysis
Transition/Monitor◦ Storytelling◦ Refresher training◦ Tips and Tricks◦ Celebrate wins◦ Reward for performance
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"If you want them to listen to what you say, talk their language." Taibi Kahler, Ph.D.
Workaholic – logical, responsible, organized
Reactor – compationate, sensitive, warm
Persister – dedicated, observant
Dreamer – imaginative, reflective, calm
Rebel – spontaneous, creative, playful
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Female Male
Workaholic Reactor Persister Dreamer Rebel
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Lack of Employee Involvement
Lack of Effective Communication Strategies
Bad Culture Shift Planning
Unknown Current State
Organization Complexity
Strong, ongoing senior management support
Effective planning
Well-defined scope, clear vision
Committed, high-level change
Dedicated, skilled project team
Detailed Communications Plan
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A process to engage people to creatively solve problems
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“The Ultimate Measure of a Man Is Not Where He Stands in Moments of Comfort, but Where He Stands at Times of Challenge and Controversy” Martin Luther King, Jr.
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CAROLINE FAZA AYYAD
IT SUPPORT ANALYST
FORSYTH COUNTY PUBLIC HEALTH
TEL: (336) 703-3528
CELL: (704) 206-9732
Email: [email protected]
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