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Complete Makeover

Complete Makeover. A 2 Year Consultation to a Private Non-Profit Community Health Plan. Presentation Outline. Overview of the consultation Setting—rural Washington State evolving purpose—personnel advice segues to organizational restructuring present status

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Complete Makeover

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  1. Complete Makeover A 2 Year Consultation to a Private Non-Profit Community Health Plan

  2. Presentation Outline • Overview of the consultation • Setting—rural Washington State • evolving purpose—personnel advice segues to organizational restructuring • present status • Presentation of details—by time line • Lessons learned

  3. The consultant must… • Establish, maintain trust through • Practical competence • Consistency • Exceed expectations • Promise Wednesday, deliver Monday • Complete commitment to the consultation • Emotional and intellectual

  4. Consultant Accountability Availability On time execution Reality focused Results oriented Company Accountability Availability On time execution Reality focused Results oriented Embody the changes you promote

  5. “Complete makeover” Requires commitment by CEO--authority + character + need Commitment by consultant and company of time and effort “Frame” of consultation critical--no dual agency “Personality change” Requires commitment by patient--resources + character + need Commitment of time by therapist and patient “Analytic frame”--environment for exploration and change “Parallels” to clinical work

  6. Consultation—Therapycorrelates • Address crises as presented • Hot issues engage affect and lessons stick • New competencies acquired by “doing” • Intellectual and emotional learning • Link thought + feeling • Character assessment skills needed by senior management • The importance of word choice

  7. Practices flow downhill

  8. Motivation “If our goal is excellence, no artificial incentive can ever match the power of intrinsic motivation.” Alfie Kohn, HBR 1993 “And Crispin Crispian shall ne’er go by, from this day to the ending of the world, but we in it shall be rememb’red. This story shall the good man teach his son; …We few, we happy few, we band of brothers; for he to-day that sheds his blood with me shall be my brother; be he ne’er so vile, this day will gentle his condition.” Henry V, IV. iii

  9. Leadership “Leadership is the accomplishment of a goal through the direction of human assistants.” “His unique achievement is a human and social one which stems from his understanding of his fellow workers and the relationship of their individual goals to the group goal that he must carry out.” WHC Prentice, Understanding Leadership, HBR 1961 (reprinted January 2004)

  10. Trust • “Organizations are no longer built on force but on trust. The existence of trust between people does not necessarily mean that they like one another. It means that they understand one another. Taking responsibility for relationships is therefore an absolute necessity. It is a duty. Whether one is a member of the organization, a consultant to it, a supplier, or a distributor, one owes that responsibility to all one’s coworkers: those whose work one depends on as well as those who depend on one’s own work.” –Peter Drucker, “Managing Oneself,” HBR 1999

  11. Character, skills, integrity, work ethic indispensable Character flaws will disclose themselves Positive change climate crucial to morale CEO--Board Chair relationship key Senior management more important than providers CEO, Board, Senior management must embody best practices “Lessons” 1

  12. “Lessons” 2 • A healthy organization maintains checks and balances--no dependency on “one good person” • A healthy organization maintains work and behavior standards and makes good “new hires” • Years of continuous effort are required to change board, management and staff personnel and practices

  13. Helpful elements • Group therapy experience • Getting consultation sooner rather than later when the wheels start to come off • Insistence on minimum of weekly contact with videoconferences • Entrepreneurial bent

  14. Summary • Continuous consultant commitment required • Organizational practices must be brought into harmony with mission • Professionalization of organizational practices are required for stability and continuity • Trust and teamwork remain goals requiring consistent effort

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