Accelerating Implementation Methodology (AIM) – Key Concepts

Judy Willis & Gavin Meredith17th August 2012

Introduction to AIMAccelerating Implementation Methodology

Objectives:

• To briefly introduce the elements of AIM to the group

• To provide the group with strategies to use throughout the project which will assist with Implementation.

Project ROI

INSTALLATION IMPLEMENTATION

Go

Live C

ut O

ver

TIME

PER

FOR

MA

NC

E &

PR

OD

UC

TIV

ITY

SYSTEM DEVELOPMENT CYCLE

Future StateAnalysis Design Development Testing Training

HUMAN DEVELOPMENT CYCLE

CompetencyDevelopment

Performance Coaching

Reinforcement Management Retraining

Minor Change – Minor DisruptionMinor alterations to the Frame of Reference resulting in minimal disruption and resistance, like a change in policy or procedure

1ST Order – Frame- BendingMajor alterations to the existing Frame of Reference resulting in

significant resistance. Taking what you are currently doing and doing it better. Multiple sets of improvements around something that currently exists

2nd Order – Frame- Breaking

The old Frame of reference is no longer adequate. A new FOR must be created resulting in maximum disruption and resistance – requires the old FOR to be broken down. The organisation must “forget what they are doing now.”

1. Define the Change

2. Build Agent

Capacity

3. Assess the Climate

4. Generate Sponsorship

5. Determine Change

Approach6. Develop Target

Readiness

7. Communicati

on Plan

8. Develop Reinforcement Strategy

9. Create Cultural Fit

10. Prioritize Action

Introduction to the AIM Road Map“By failing to prepare, you are preparing to fail…”-Benjamin Franklin

Cast of Characters

Champions

Agents

Sponsors

Targets

Individuals who believe in and want the change and attempt to obtain

commitment and resources for it, but lack sponsorship to drive it.

Implementation can be accelerated when the other three roles are also

Champions.

Implement change. Agents have implementation responsibility through planning and executing implementation. At least part, if not all, of their performance is evaluated and reinforced on the success of this implementation.

Authorise, legitimise and demonstrate ownership for the change: possess

sufficient organisational power and/or influence to either initiate resource

commitment (Authorising Sponsor) or reinforce the change at the local level

(Reinforcing Sponsor).

Change behaviour, processes, knowledge, perceptions, etc

Ref: P23

Define the change

• What are you changing?

• Why are you changing it?

• What are the consequences of not changing?

• Needs to be specific and measurable

• There must be clear and commonly held definition of the present state and the desired state for successful implementation

Build agent capacity• Key skills & attributes for an Agent

– Trust & credibility

– Successful organisational history

– Belief in the project

– Translate FOR of targets & sponsors

• Agents job – Communicate

– Educate

– Facilitate

• Can’t do it all alone..may need to enlist others

Assess the Climate

• Identify implementation strengths & weaknesses

• What’s gone on before in the organisation

– Adverse publicity

– Restructure

• What other changes are going on in the organisation that will impact on your project?

Generate Sponsorship

• Sponsorship is the single most important factor for successful implementation

• Express, Modelled & Reinforce

• Agents need to:

– Educate their sponsor

– Contract with their sponsor ( If you want.... I need....)

– Preserve their sponsor’s currency (time, money, energy & reputation)

– Identify all sponsors & targets in the project

Determine Change approach• Change – symbolic ending of the present state

• Is it for compliance? Hammer

• Is it for commitment? Transition

• Need to identify the frame of reference

PRESENT

STATE

DESIRED

STATE

TRANSITION

STATE

PRESENT

STATE

PRESENT

STATE

DESIRED

STATE

DESIRED

STATE

TRANSITION

STATE

TRANSITION

STATE

End Transition BeginningEnd Transition BeginningProductivity/Morale

Beginning TransitionEnd

PRESENT

STATE

PRESENT

STATE

DESIRED

STATE

DESIRED

STATE

TRANSITION

STATE

Develop Target Readiness

• Resistance is a process that must be managed. It cannot be combated, solved or overcome.

• Resistance can be good or bad

• Find out the “What’s in it for me?”

• Use of 2 good faith attempts

– Listen to feedback

– Demonstrate that you listened

– Acknowledge their pain but don’t defend

– Problem solving – brainstorming some ideas

Communication

• Right message to the right people using the right vehicle.

• Communicate in the targets frame of reference

• Use the “What’s in it for me?”/ Frame of reference

• Resources up your sleeve 1:3:25

• Face to face has the most impact

• Check all your communication for

sanity

Develop a reinforcement strategy

• Reinforcement strategy

– Reward – align with FOR

– Consequences – Immediate & certain

– Effort – new way easier, old way harder

Create cultural fit

• Culture- What is it?

– Unwritten rules

– Behaviours

– values

• Align the change with the Culture

• If your project conflicts directly with the culture, culture wins

AIM Concepts – Prioritise Action

• Putting it altogether1. Define the

Change2. Build Agent

Capacity

3. Assess the Climate

4. Generate Sponsorship

5. Determine Change

Approach6. Develop Target

Readiness

7. Communicati

on Plan

8. Develop Reinforcement Strategy

9. Create Cultural Fit

10. Prioritize Action

On line learning - Gem

Where to find Gem:

https://gem.workstar.com.au

AIM is located at the e-learning tab under implementation

Many other topics relating to project management are available

More Information:• Judy WillisPrincipal Policy Advisor - Surgery | System Relationships & Frameworks

Tel 02 9391 9557 | Fax 02 9391 9456 | Mob 0458 713 435 | juwil@doh.health.nsw.gov.au

• Gavin MeredithCritical Care and Surgery Taskforces Manager (CCST Manager).| Agency for Clinical Innovation

Tel. 02 8644 2183| Fax. 02 8644 2151 |Mob. 0467 749 714 | Gavin.Meredith@aci.health.nsw.gov.au

• Vanessa EvansManager | Emergency Care Institute

Tel 02 8644 2166 | Fax 02 8644 2148 | Mob 0403 497 654 | vanessa.evans@aci.health.nsw.gov.au

• Sophie BaughManager - Special Projects| Emergency Care Institute

Tel 02 8644 2152 | Fax 02 8644 2148 | Mob 0467 710 667 | sophie.baugh@aci.health.nsw.gov.au

• Lea KirkwoodProgram Manager - Centre for Healthcare Redesign

Tel 02 9424 5806| lea.kirkwood@aci.health.nsw.gov.au