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Developing Concepts of Change & Change Packages

Developing Concepts of Change & Change Packages. What about Change Concepts?. What are they? How can we use them to generate new change ideas when we encounter failure with our current ideas?. Theory of Change. Change Concepts. Specific Change Ideas. Ideas: 1 2 3 4 5 6 7 8 9 .

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Developing Concepts of Change & Change Packages

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  1. Developing Concepts of Change & Change Packages

  2. What about Change Concepts? • What are they? • How can we use them to generate new change ideas when we encounter failure with our current ideas?

  3. Theory of Change Change Concepts Specific Change Ideas Ideas: 1 2 3 4 5 6 7 8 9 . . . . . . . . N Concept 1 Concept 2 Concept 3 Concept 4 Concept 5 Concept 6

  4. How we use change concepts? Incomplete list of change concepts 27. Give people access to information Display patient safety data publically for patients, families and co-workers to see Provide electronic patient progress board in surgical waiting area Counsel patients on want to expect on Admission Develop a radio program Integrate topic in a local soap opera Langley, et al.

  5. Comprehensive list of concepts related to improving quality Langley et al, The Improvement Guide

  6. Break out • Select 2 change ideas that are a apart of your current theory • Review the list of Change Concepts to find which concept(s) relates to each idea • Spend 2 min silently at your table brainstorming other ideas that could flow from that concept • Share those in a round robin at your table – remember crazy ideas are encouraged later we can analyze them for feasibility

  7. Comprehensive list of concepts related to improving quality Langley et al, The Improvement Guide

  8. Finally • Select 1 idea you might like to develop into a change idea for testing using the Model for Improvement next week when you are back in the day to day of improvement

  9. Developing Change Packages

  10. What is a Change Package? • A change package is simply a collection of change ideas that are known to produce the desired result on a process or system

  11. Theory informs testing and in turn testing refines theory Ideas: 1 2 3 4 5 6 7 8 9 . . . . . . . . . N 2⁰ driver 1 Concept 1 1⁰ driver 1 Concept 2 2⁰ driver 2 Concept 3 Aim or Outcome 2⁰ driver 3 Concept 4 2⁰ driver 4 1⁰ driver 2 Concept 5 2⁰ driver 5 Concept 6

  12. Repeated Use of the PDSA Cycle A P S D D S P A A P S D A P S D Changes That Result in Improvement DATA Implementation of Change Wide-Scale Tests of Change Follow-up Tests Hunches Theories Ideas Very Small Scale Test Improvement Guide, Chapter 7, p. 146

  13. A A A A P P P P S S S S D D D D D D D D S S S S P P P P A A A A A A A A P P P P S S S S D D D D A A A A P P P P S S S S D D D D Changes That Result in Improvement DATA DATA DATA DATA Hunches Theories Ideas

  14. When to implement? Staff Readiness to Make Change Improvement Guide Pg 146

  15. Break out • Reviewing your Driver diagrams and PDSA trees • Can you Identify which change ideas are ready for implementation and potential inclusion in a change package

  16. Necessary components • For any idea included in a change package you will need: • A description of what the change idea is (in what way will the status quo look different after the change is made permanent, i.e. new process map, appended tool, etc.) • A description of how to institute the change in a reliable way so that the change applies to all people working in the system and happens reliably for all patients moving through the system

  17. What does it take to achieve sustained change? • Standardization • Documentation • Training • Measurement • Resourcing • Removing the old process/system Improvement Guide Ch 8

  18. Break out • For the ideas you believe are ready to become the new status quo: • Identify related processes that will need to change in order to accomplish permanence (i.e. budget, data collection/analysis, maintenance, professional development, resource allocation, etc.) • Also note, who owns these related processes • How active have they been thus far in the improvement journey? • How will you engage them successfully going forward?

  19. What theory do you have to make associated changes? • What ideas does the team have about how to change associated processes and structures in order to create permanence? • These, once tested successfully, will also need to be included in a comprehensive change package

  20. Break out • Finally, with your team, discuss how much time you think you will need to: • Engage associated process owners • Introduce through testing associated changes in non-clinical processes • Summarize what your next steps are to begin this process for relevant/ready change ideas in your project

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