Forces of Change: New Strategies for the Evolving Health Care Marketplace

FORCES CHANGE OF New Strategies for the Evolving Health Care Marketplace

Program Director

David A. Shore, PhD Associate Dean Director, Forces of Change Program Director, Project Management in Health Care Programs Harvard School of Public Health

Early Bird Offer

Register by June 11, 2012 and also receive:

• Complimentaryregistrationtotheexclusive one-day Attaining Process Improvement Excellence in Health Care program

• Forces of Change book collection

• Complimentaryregistrationtotwo live virtual web seminars

The program was terrific—very comprehensive. I will use Forces concepts and tools in defining and implementing my projects. Forces has made me think differently about how to approach payers, administrators, and the community.

— Jacquelyn Hedlund, MD Medical Director

Maine Medical Center Cancer Institute

Driving successful implementation in a time of disruption, innovation, and change

September 10–14, 2012 • Boston, MA

Forces of Change quickly reached capacity in 2011 — Don’t miss the opportu-nity to improve your organization’s ability to implement change initiatives!

Harvard’sForces of Changeprogramprovideshealthcareexecutivesandemergingleaderswithdirectiononstrategicissuesattheirorganization.Inaneconomiclandscapethatdemandsimprovedefficiency,reducedcosts,andenhancedquality,Forcesaddressescriticalsuccessfactorsattheintersectionofhealthcareandbusinesswithafocusonhowtoeffectchange.

Forces of Change Participants Will:

• Initiatechangeandadvanceprojectsfromideatoimplementationwithactionablestrategies

• Implementbestpracticesforhealthinformationtechnology(HIT)

• Discussinnovationinpatient-centeredmedicalhomesandAccountableCareOrganizationswithclinicalleaders

• Exploreoptionsforclinicalprocessimprovement

• Overcomethelimitationsofcurrentapproachestoimprovingpatientsafetyanddevelopingsystemicchangestohealthcareservices

• GaininsightonreformimplementationfromMassachusettshealthcareleaders

• Improverelationshipsamonghealthcarestakeholders

• Buildtrustfortheirdepartmentororganizationanddiscussthecriticalroleoftrustinhealthcare

• Learnkeystepsforsuccessfulclinicalchangefromhospitalleaders

Attaining Process Improvement Excellence in Health Care

ThefinaldayofForceswillfocusonhowtoreducewasteinprocesses,increaseproductivity,andimproveperformanceinhealthcarewhilemaintainingpatientsafetyandqualitycare.The final day is complimentary if you register by June 11, 2012, after which there will be an additional fee of $450.

To register, visit https://ccpe.sph.harvard.edu/Forces

2Formoreinformationortoregister,visitthewebsite:https://ccpe.sph.harvard.edu/Forcesorcall617.384.8692.

Dear Colleague:

IinviteyoutojoinHarvardfacultyandindustrythoughtleadersatthisyear’sForces of Changeprogram.Lastyear,Forces of Changereachedcapacity,andwebelieveitwillagainin2012.Iencourageyoutotakeadvantageofthislimited-timeopportunity.

Forces of Changebringstogetherleaderstoaddressstrategicissuescriticaltoyourorganization’ssuccess.Theprogramisuniqueinfollowingtheend-to-endForces of Changemodelwhichoffersleadersbothabroadandfocusedviewofthehealthcareindustry.Forcesfacultywillhelpyoumovefromstrategytoaction,guidedbyour2012theme:drivingsuccessfulimplementationinatimeofdisruption,innovation,andchange.

Theprogram’sinteractiveapproachengagesparticipantsthroughcasestudies,facilitateddiscussions,andSocraticdialogues.Recognizingthatleadersonlygetcreditforideastheycanimplement,Forcesculminatesinafull-dayprogramonAttaining Process Improvement Excellence in Health Care,focusingonhowyoucantransformideasintoresults.

Forcesrepresentsanunparalleledopportunitytoimproveyourunderstandingofthehealthcaremarketplace.IencourageyoutoexperienceForceswithyourleadershipteambyregisteringasagroup.Ilookforwardtowelcomingyoutothe2012Forces of Changeprogram.

Sincerely,

David A. Shore, PhDAssociate Dean Director, Forces of ChangeProgramDirector,ProjectManagementinHealthCareProgramsHarvardSchoolofPublicHealth

To learn more, visit https://ccpe.sph.harvard.edu/Forces

The Forces of Change Model

Forces of Changeisanend-to-endconceptualmodelthatservesastheframeworkfortheprogram.TheForces of Changemodeloffersleadersabroadviewoftheplayersandforcesatworkinthehealthcareindustry,alongwithstrategicdirectiontogaincompetitiveadvantage.Themodelexaminescriticalareasofthehealthcaresystemandprovidesthestrategiesandactionsleaderscantaketoimplementchangedespitethedifficultenvironment.Eachtopicintheprogramoffersfurtherdiscussionontheelementsinthemodel.Takentogether,thedescriptiveandprescriptiveelementsofthemodelprovidehealthcareleaderswithacomprehensiveroadmapoftheindustryandtheinsightsandtacticsnecessarytorealizetheirgoals.

Nominate a Colleague for Forces of Change

Whichofyourcolleagueswouldmostbenefitfromparticipatinginthe2012Forces of Changeprogram?

CommunicatetheneedforimprovedmarketunderstandingandimplementationtechniquestoacolleaguebyensuringtheyreceiveinformationabouttheForces of Change: New Strategies for the Evolving Health Care Marketplace program.

Visit https://ccpe.sph.harvard.edu/ForcesNominate

Invitation from the Program Director

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Who should participate in Forces of Change

Forces of Change isidealforthoseseekingtoimprovethequalityofpatientcare,reducethecostofprovidingthatcare,enhancestakeholdersatisfaction,addresscriticalworkforcechallengesand,intheprocess,createauniqueandsustainablecompetitiveadvantage.Forcesisalsorecommendedforleadersresponsibleforthestrategy,design,anddeliveryofhealthcareprograms.Mostimportantly,theprogramisdesignedfortheleaderwhoisdriventotransformideasintoaction.

Past Forces participants include:

•C-Suiteexecutives,presidents,andvicepresidentsfromhospitals,healthsystems,andhealthplans

•Chiefsandchairsofacademicteachinghospitals

•Patientsafetyofficers

•Foreignanddomesticgovernmentalagencyrepresentatives

•Physicians,managers,anddirectorswithincreasingstrategicresponsibilities

•Purchaserandsupplierrepresentatives

•Otherdiversestakeholdersinthehealthandbusinesssectors

Expand Your Forces of Change Experience

Forces participantswhoregisterearlywillbenefitfromvalue-addedopportunitiesdesignedtoextendandenhancethe Forces of Change experience.Register by June 11, 2012andreceivecomplimentaryadmissiontotwolivevirtualwebseminars,theForcesbookcollection,andtheone-dayAttaining Process Improvement Excellence in Health CareprogramonFriday,September14th.

Exclusive one-day Attaining Process Improvement Excellence in Health Care program (Optional day)

Learnmoreaboutimplementinginitiativesatthisfull-dayprocessimprovementprogram,designedspecificallyforhealthcareorganizations.

After June 11, 2012, this program is an additional $450 to participate.

Two Forces of Change live virtual web seminars

ThisseriesexpandsForcesbeyondtheclassroom,bringingadditionalcutting-edgesolutionstoyourorganization.ParticipantsinForcesreceivecomplimentaryregistrationtotwoliveandinteractiveForcesvirtualwebseminars.Participantsmayinvitecolleaguestojointhematnoextracost.

After June 11, 2012, participants will have access to the archived virtual web seminars.

Forces of Change book collection Contributionsbymanyfacultyfromthe2012program:

• Forces of Change: New Strategies for the Evolving Health Care Marketplace,editedbyDavidA.ShorewithchaptersbyMaxCaldwell,MichaelJ.Dowling,JohnP.Glaser,AshishK.Jha,EricD.Kupferberg,LucianL.Leape,JeffMargolis,DavidA.Shore,andDavidShoultz(Jossey-Bass,2012)

• High Stakes: The Critical Role of Stakeholders in Health Care,writtenbyDavidA.ShorewithEricD.Kupferberg(OxfordUniversityPress,2011)

• The Trust Crisis in Healthcare: Causes, Consequences and Cures,editedbyDavidA.ShorewithchaptersbyDonaldM.Berwick,RobertJ.Blendon,MichaelJ.Dowling,LucianL.Leape,GeorgeD.Lundberg,CokieandStevenV.Roberts,MarcJ.Roberts,DavidA.Shore,andothers(OxfordUniversityPress,2007)


FORCES Program at a Glance • September 10–14, 2012

Monday, September 10, 2012

1:00 pm Check-In — The Colonnade Hotel

2:00 Forces Framework: The Right Start: How to Successfully Launch Change Initiatives in Health Care Organizations — David A. Shore

3:30 Networking Break

3:45 Forces Framework: The Right Start: How to Successfully Launch Change Initiatives in Health Care Organizations (Continued) — David A. Shore

5:00 Sessions End

5:15 Buses Depart for Harvard Yard

5:45 Student-Led Guided Tour of Harvard Yard

6:30 Reception and Entertainment at the Harvard Faculty Club

8:00 pm Reception Ends — Buses Return to Hotel

Tuesday, September 11, 2012

7:30 am Continental Breakfast — Joseph B. Martin Conference Center at Harvard Medical School

8:00 The Politics of Health and Medicare Policy Leading Up to and following the 2012 U.S. Election (Alternate International roundtable session available at this time) — Robert J. Blendon

9:00 Forces Framework: Stakeholders in Health Care — David A. Shore

9:30 Breaking Down Silos: Merging and Managing Diverse Stakeholder Interests in Hospitals and Health Systems — Michael J. Dowling


11:00 Implementing Health Reform: The Massachusetts Experience and National Reform (Presentation and Discussion) — John E. McDonough, Andrew Dreyfus

12:00 pm Lunch Roundtable Dialogues

1:00 High-Value Care and Coverage: Lessons Learned and Implementation Challenges for Health Reform — Katherine Baicker

2:15 Balancing Ethical Obligations and Stakeholder Interests (Case Study) — Marc J. Roberts


3:30 Tales from the Field: International Participant-Led Case Vignettes on Successful Implementation Efforts — Marc J. Roberts

4:30 Socratic Dialogue: Reflections on the Day — Marc J. Roberts

5:00 Sessions End

Wednesday, September 12, 2012

7:30 am Continental Breakfast

8:00 Forces Framework: From Market Structure to Market Responses — David A. Shore

8:30 The EHR: Why Is Implementing It so Hard, so Slow, and so Limited, and How You Can Bend the Curve in Your Organization — Ashish K. Jha

9:30 Connecting Payers, Providers, and Patients: Meaningful Use and Beyond — John D. Halamka


11:00 Driving Value through Systems, Collaboration, and Cultural Change — ACOs, Patient-Centered Medical Homes, and More (Panel Discussion) — Arnold M. Epstein

12:30 pm Lunch Roundtable Dialogues

1:30 Huddles: The Practice, the Power, and the Panel (Team Discussions)

1:50 Huddle Report Outs


3:00 The New Frontier in Patient Safety: Teamwork and Respect — Lucian L. Leape

4:15 Socratic Dialogue: Reflections on the Day — Marc J. Roberts

4:45 Sessions End

6:30 Dinner Discussion Groups (Optional)

Added Benefits Include:

• Student-LedGuidedTourofHarvardYard

• ReceptionandEntertainmentattheHarvardFacultyClub

• DailyLunchRoundtableDialogues

• DailyNetworkingBreaks

• OptionalDinnerDiscussionGroups

• DailySocraticDialogues:ReflectionsontheDay

For more information or to register, visit: https://ccpe.sph.harvard.edu/Forces or call 617.384.8692.

*Attaining Process Improvement Excellence in Health Care

Friday, September 14, 2012

Please Note: This is an exclusive, one-day program.

Intoday’sincreasinglycompetitiveenvironment,hospitalsandhealthsystemsmustimprovequalityandpatient-reportedoutcomeswhilereducingcoststoensurecontinuedsuccess.Focusingonthesegoals,expertsinthefieldofhealthcarequalityimprovement,strategy,andoperationsmanagementwillofferpracticaltoolsandtacticswhichwillbeimmediatelyapplicabletotheparticipants’organizations.Thisone-dayprogramextendstheForcesprogramwithadditionalinsightintocriticalstepsforprocessimprovement.Theprogramwillfocusonhowtoreducewasteinprocesses,optimizeproductivity,andimprovepatientsafety.

Expert Faculty

• VinodK.Sahney•PaulTumolo

This exclusive one-day program is complimentary for participants who register by June 11, 2012.

Interested participants who register after June 11th may pay an additional $450 to participate in the September 14th program (space permitting).

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FORCES Program at a Glance • September 10–14, 2012

Thursday, September 13, 2012


8:00 Forces Framework: From Market Responses to Competitive Advantage — David A. Shore

8:30 Health Care at the Speed of Trust — Stephen M. R. Covey


10:30 Health Care at the Speed of Trust (Continued) — Stephen M. R. Covey

11:30 Lunch Roundtable Dialogues

12:30 pm The Incredible Intangibles: Leveraging Brand, Reputation, and Trust to Create a Unique and Sustainable Competitive Advantage — David A. Shore


2:45 Workshop — The Activation Process: Accelerating New Projects and Initiatives from Ideas to Implementation — David A. Shore

3:45 Ending Well Exercise: What Have We Learned and Where Do We Go from Here? — David A. Shore

4:00 2012 Evaluation; 2013 Consultation

4:15 Sessions End

95% of 2011 participants expect to see improved job performance relating to the program’s content

Friday, September 14, 2012* Attaining Process Improvement Excellence in Health Care (Optional day)


8:00 Framing the Day — Paul Tumolo

8:30 Developing and Executing a Quality and Patient Safety Strategy — Vinod K. Sahney


10:15 Improving Organizational Performance (Case Study) — Vinod K. Sahney

11:45 Lunch

12:45 pm Active Applied Learning: LEAN Principles Improve Emergency Room Processes at Academic Medical Center (Case Study) — Paul Tumolo

2:30 Wrap Up and Evaluation

2:45 Program Adjournment

Agenda is subject to change.

For more information or to register: https://ccpe.sph.harvard.edu/Forces or call 617.384.8692.

Added bonus: Forces online resource libraryVisithttps://ccpe.sph.harvard.edu/ForcesLibrarytoaccessourexclusiveonlinelibraryandbenefitfromselectprogrammaterials,includingthearchivedcollectionofhigh-impactvirtualwebseminars.


Program Director

David A. Shore, PhDAssociate Dean Director, Forces of Change Program Director, Project Management in Health Care Programs Harvard School of Public Health

David Shore’s current work focuses on successfully launching change initiatives as part of his larger work on market dynamics and the strategies that most powerfully effect the creation of a unique and sustainable competitive advantage.

Program Co-Director

Michael J. Dowling Instructor Harvard School of Public Health President and Chief Executive Officer North Shore–LIJ Health System

Michael Dowling transformed a collection of competing hospitals into the nation’s second-largest non-profit secular health system, renowned for its excellent care and employee engagement.

Program Faculty

Katherine Baicker, PhDProfessor of Health Economics Department of Health Policy and Management Harvard School of Public Health

Katherine Baicker’s leadership in health policy has focused on reforming the finance of health insurance and the delivery of health care.

Robert J. Blendon, ScDRichard L. Menschel Professor Senior Associate Dean Policy Translation and Leadership Development Harvard School of Public Health

Robert Blendon is the Richard L. Menschel Professor and Senior Associate Dean for Policy Translation and Leadership Development at the Harvard School of Public Health.

Stephen M. R. Covey, MBACo-Founder and Global Practice Leader FranklinCovey’s Global Speed of Trust Practice

Stephen Covey is a sought-after and compelling keynote speaker and advisor on

trust, leadership, ethics, and high performance who speaks to audiences around the world.

Arnold M. Epstein, MD, MAChair and John H. Foster Professor of Health Policy and Management Department of Health Policy and Management Harvard School of Public Health

Arnold Epstein is one of the country’s leading experts on quality and access to care, especially for disadvantaged populations.

Forces of Change faculty represent Harvard faculty and industry thought leadersfrompublic,private,andnon-profitsectors.Executivesinindustryprovidereal-world examples, tools, and tacticsdrawnfromyearsofleadershipintheirrespectivesectorsofhealthcare,including:informationtechnology,qualityimprovement,business,andpatientsafety.Expertfaculty,drawnfromtheHarvardSchoolofPublicHealthandtheHarvardMedicalSchool,informparticipantsaboutleading-edgeindustrytrendsandprovidenew strategies to drive successful implementation.

Full faculty biographies are available at: https://ccpe.sph.harvard.edu/ForcesFaculty

FORCES Faculty Roster


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Marc J. Roberts, PhDProfessor of Political Economy and Health Policy Department of Health Policy and Management Department of Global Health

and Population Harvard School of Public Health

A widely known trainer and consultant, Marc Roberts has worked to advance health sector reform activities in over thirty countries.

Vinod K. Sahney, PhDAdjunct Professor of Health Policy and Management Harvard School of Public Health Senior Fellow Institute for Healthcare Improvement

Vinod Sahney has worked to improve health care systems for twenty-four years with the Institute for Healthcare Improvement, and has taught in the Executive Programs for the past thirty-four years.

Paul Tumolo, MBAFounding Co-Director Project Management in Health Care Program Harvard School of Public Health Adjunct Professor of Management

Harvard Extension School

Paul Tumolo has over twenty-five years of experience in various senior management positions in technology companies, with a special emphasis on Project Management, Operations Management, and introducing new products and processes to emerging global markets.

91% of 2011 participants rated Forces as meeting or exceeding expectations

John D. Halamka, MD, MSChief Information Officer Professor of Medicine Harvard Medical School Chief Information Officer Beth Israel Deaconess Medical Center

John Halamka is responsible for all clinical, financial, administrative, and academic information technology at CareGroup as well as all educational, research, and administrative computing at Harvard Medical School.

Ashish K. Jha, MD, MPHC. Boyden Gray Associate Professor of Health Policy and Management Department of Health Policy and Management Harvard School of Public Health Associate Professor of Medicine Harvard Medical School

Physician, VA Boston Healthcare System

Ashish Jha’s work on electronic health records, electronic medical records, and IT’s utility in improving the quality of health care offers critical insights into key issues in today’s climate of health care reform.

Lucian L. Leape, MDAdjunct Professor of Health Policy Department of Health Policy and Management Harvard School of Public Health

Recognized as the father of the patient safety movement, Lucian Leape was named one of the

30 people with the most impact on health care in the past thirty years (Modern Healthcare).

John E. McDonough, DPh, MPA Director of the Center for Public Health Leadership Professor of Public Health Practice Department of Health Policy and Management Harvard School of Public Health

John McDonough is a Professor of Public Health Practice at the Harvard School of Public Health and Director of the new Center for Public Health Leadership.

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there is little shared vision between Republicans and Democrats among the public on how this country should respond to its budgetary and health care problems. These deep divisions in views could lead to dramatically different health care futures for the country depending on the outcome of the 2012 election. Professor Blendon will present four scenarios on how different election results could shape the immediate future of health care.

Forces Framework: Stakeholders in Health Care

David A. Shore

This session explains the importance of stakeholder theory and management as a critical element to organizational success.

Breaking Down Silos: Merging and Managing Diverse Stakeholder Interests in Hospitals and Health Systems

Michael J. Dowling

Successfully leading complex organizations involves the management of constituent politics — the bringing together of the various stakeholder groups and guiding them toward a common mission. This is of particular importance in health care, where many of your collaborators can also be your competitors. This session will discuss these issues and suggest some strategies on how best to resolve these inherent conflicts. Handling constituent politics is not just the province of government, it is key to organizational success.

Implementing Health Reform: The Massachusetts Experience and National Reform (Presentation and Discussion)

John E. McDonough, Andrew Dreyfus

The 2006 Massachusetts health reform law provided much of the framework for the insurance coverage provisions of the federal Affordable Care Act (ACA) in 2010. With a five plus year head start on implementation, what lessons does the Massachusetts experience hold for other states and the nation? How is implementation of the ACA resembling and differing from what happened in Massachusetts? How have consumers, employers, health insurers, and providers responded to health reform in Massachusetts and in the nation? What is the state doing to deal with costs, and how is that compared with the national experience thus far?

Speakers will include John McDonough, Professor of Public Health Practice at the Harvard School of Public Health and Director of the new HSPH Center for Public Health Leadership, and Andrew Dreyfus, CEO of Blue Cross Blue Shield of Massachusetts.

High-Value Care and Coverage: Lessons Learned and Implementation Challenges for Health Reform

Katherine Baicker

There is ample evidence that Americans do not receive high enough value care for the large and growing share of U.S. GDP devoted to health care. This session will explore the way that health care has been financed in the U.S., the relationship between that financing system and health insurance, and the value of health care delivered. The financing of both public and private insurance has profound implications for

This unique program offers participants a sequential journey through the end-to-end Forces of Change model, effectively defining and addressing issues critical to future success.

Forces Framework: The Right Start: How to Successfully Launch Change Initiatives in Health Care Organizations

David A. Shore

We draw upon the enduring wisdom of that early project manager, Plato, who observed — “The beginning is the most important part of the work.” Guided by Phase I of the Project Management Activation System (PAMS), we consider the steps necessary to select the right change initiatives, at the right time, for the right reasons, and with the right people. We explore how to maximize creativity and opportunity in the initial stages of development, while gradually narrowing specifications to reach a defined goal. By carefully considering each step in the initial stage, we sow the seeds to enjoy future project success.

The Politics of Health and Medicare Policy Leading Up to and following the 2012 U.S. Election

Robert J. Blendon

In the past year, an intense public debate has taken place over the role of government in today’s sluggish economy, health care reform, and approaches to reducing the growing federal budget deficit. These public conflicts over policy can be characterized by one word: hyperpartisanship.

Using results from a myriad of recent polls, Professor Blendon will show that


Detailed Session Descriptions

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the extent and generosity of insurance coverage, for the quality and quantity of health care consumed, and for how the burden of paying for that care is borne. It has also had a major impact on the path of health reform. This session will focus on a set of analytical tools that can be used to understand the implementation issues and the likely effects of reform on the cost and quality of the U.S. health care system.

Balancing Ethical Obligations and Stakeholder Interests (Case Study)

Marc J. Roberts

Set in a fictional biotech company, this case explores the dilemma faced by the CEO in setting the price for a newly developed cancer drug. The class will help him struggle with conflicting ethical and organizational obligations. These include the interests of employees, shareholders, current patients, and potential future beneficiaries, as well as the individuals’ own sense of what is the “right thing” to do.

Tales from the Field: International Participant-Led Case Vignettes on Successful Implementation Efforts

Marc J. Roberts

We will invite Forces participants to submit a brief abstract outlining a “best practice” project they would like to present at the Forces of Change program. All submissions will be reviewed and several participants will be invited to present their success stories during this session. Presentations will focus on practitioners’ recommendations, with comment and context offered by Forces faculty.

Socratic Dialogue: Reflections on the Day

Marc J. Roberts

Roberts draws upon the time-tested Socratic method by enticing participants to share their reflections on the program’s initial sessions, and the implications for the future of the health care industry. Participants will explore the central issues and debate the relative merits of available strategic options.

Forces Framework: From Market Structure to Market Responses

David A. Shore

This session describes five market responses virtually every organization attempts to implement, often with marginal impact due to the conflicting nature of the responses.

The EHR: Why Is Implementing It so Hard, so Slow, and so Limited, and How You Can Bend the Curve in Your Organization

Ashish K. Jha

The U.S. has embarked on a major effort to transform health care from a cottage industry to a 21st century system. At the heart of this transformation effort is the widespread adoption and “meaningful use” of health information technology (HIT). Yet, major advances in HIT, especially with electronic health records (EHR), have been difficult to achieve quickly. This session will provide both the vision for an electronically driven health care system and a reality check for the challenges ahead. We will also use real case examples from the VA and Kaiser to understand what has worked, what has not, and how the lessons from these large organizations may (or may not) apply to the broader health care efforts.

Connecting Payers, Providers, and Patients: Meaningful Use and Beyond

John D. Halamka

There will be more health care regulatory change in the next five years than in the past twenty. New requirements for meaningful use, ICD-10, and health care reform will require significant information technology innovation. In this presentation, Dr. Halamka will review the electronic health record, health information exchange, and analytics projects necessary to support accountable care organizations, patient centered medical homes, and patient/family engagement.

Driving Value through Systems, Collaboration, and Cultural Change — ACOs, Patient-Centered Medical Homes, and More (Panel Discussion)

Arnold M. Epstein

Health care reform has set in motion a broad range of synergistic new policies designed to catalyze changes in the delivery system that will increase value by raising the quality of care, slowing the increase in health care costs, and improving collaboration among stakeholders. These policies include pay for performance reward models, health information technology incentives, penalties for hospitals with high rates of readmission, and pilot programs for Accountable Care Organizations (ACO), Patient-Centered Medical Homes, and the bundling of payments for episodes of care. This session will include commentary from leaders of health care organizations who are working actively to adapt to the rapidly evolving environment and incentives.

Their remarks will focus on the

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opportunities created by the Affordable Care Act, the strategies that seem most effective to date, and the remaining challenges that loom ahead. A representative of the Centers for Medicare and Medicaid Services (CMS), which is charged with administering the new programs, has also been invited to provide commentary.

Huddles: The Practice, the Power, and the Panel (Team Discussions)

Health care organizations and, in particular, nursing units have used the huddle process to cultivate innovative problem-solving and performance improvement for both intra-departmental and interdepartmental issues. The huddle commonly focuses on a particular goal, the resolution of which may involve multiple position types or departments who may not typically work together. Meetings are short, informal, incisive, and they focus on performance of the group as a whole in order to improve the organization, not individual posturing. The process is designed to be non-judgmental, supportive, and action-based, as well as to lay the groundwork for effective informal networks. Following an introduction to the huddle process, small groups will experiment using this solution-focused circle to brainstorm a solution to one of the three morning sessions for a particular type of organization.

The New Frontier in Patient Safety: Teamwork and Respect

Lucian L. Leape

Despite the publicity garnered by the patient safety movement following the Institute of Medicine’s reports in 2000 and 2001, progress in the nation’s hospitals and other health care institutions has been agonizingly slow. Apologists note that moving to safe

health care demands a change in culture comparable to that undergone by the aviation industry several decades ago. According to this view, effective change will take time. Others note that there are structural impediments that need to be resolved before this cultural change can take place. We will examine several of these structural barriers and offer insight into changes needed in medical education and in hospital policies if significant progress is to occur.

Dinner Discussion Groups (Optional)

Optional dinner discussion groups are an opportunity for Forces participants to continue conversations with colleagues at one of our favorite local restaurants. We will suggest topics for conversation, all of which will have been covered in the program prior to the dinner. One topic will offer participants a chance to discuss Thursday’s case on how to improve influenza vaccination rates among health care personnel.

Sign-ups for the dinner discussion groups will occur on Wednesday, September 12th during the morning networking break. Please note that the cost of the dinner is not included in the program fee.

Forces Framework: From Market Responses to Competitive Advantage

David A. Shore

Learn how the Forces of Change model allows leaders to move beyond market responses towards constructing a forward-thinking strategy for their organizations.

Health Care at the Speed of Trust

Stephen M. R. Covey

In this session, we will have an interactive discussion around three main ideas relating to trust in health care:

1. There is a compelling business case for trust (i.e., the notion that trust is an economic driver, not merely a social virtue).

2. Trust is the currency of the health care economy (now more than ever in a low-trust world).

3. Trust is a learnable competency, an asset we can deliberately improve.

The first two ideas represent the “why to’s” around trust, and the third idea will be a discussion of the “how to’s” around trust: how we establish, grow, extend, and restore trust with multiple stakeholders in the health care environment. We will discuss specific behaviors, tools, and processes that will help health care leaders and organizations turn the creation of trust into a deliberate competency.

The Incredible Intangibles: Leveraging Brand, Reputation, and Trust to Create a Unique and Sustainable Competitive Advantage

David A. Shore

How can your organization secure competitive advantage? This extended session offers one essential strategy: intangibles. Intangibles represent some of an organization’s most crucial and most often overlooked assets. Of the many factors contributing to individual and organizational success, none is more important than reputation. A highly valued reputation allows a brand to stand out from the crowd, comprising what Warren Buffett calls a “competitive


Detailed Session Descriptions

moat” in your market. In the health care field, compelling data suggests that the organization that owns a reputation for trust owns its marketplace. A trusted reputation for high-quality programs, products, and services is good medicine, good business, and great leadership — it is both a mission-driver and a margin-driver. This practical session moves beyond simply documenting the value of brand, reputation, and trust-building. We will focus on how to build your organization’s capacity for trust and trustworthiness, and how your organization can translate that capacity into a trusted reputation and brand.

Workshop — The Activation Process: Accelerating New Projects and Initiatives from Ideas to Implementation

David A. Shore

There is nothing more elemental to the work of leaders than producing results. Leaders are the force that ignite change. All too often, however, the desired results are not achieved, and new projects and initiatives fall flat. Walt Disney said, “If you can dream it, you can do it.” Not so fast, Walt. Many brilliant ideas have floundered, or even died, due to the lack of an activation implementation strategy. Moreover, leaders get little credit for their brilliant ideas unless they can also bring them to market.

This interactive workshop, the final phase of the Forces model, is the Comprehensive Activation and Management Program (CAMP). CAMP offers a set of activation mechanisms for stakeholder groups to use both internally and externally. These mechanisms increase the likelihood of success for new initiatives. Special emphasis will be placed on why health

care projects frequently fail and how you can lead your projects to success. We will spotlight four prerequisites necessary to overcome pervasive inertia, resulting in greater organizational effectiveness and efficiency.

Participants engage in discussion and action planning through a case study of a familiar health care challenge: how to improve influenza vaccination rates among health care personnel. Using the data and background information provided in the case, participants explore the strategies to move from stated goal to successful implementation.

Ending Well Exercise: What Have We Learned and Where Do We Go from Here?

David A. Shore

The Forces program concludes with an “ending well” exercise, prompting participants to draft a plan of action for bringing the lessons and strategies of the Forces program to bear on their particular organization. We explore mechanisms for translating ideas into specific actions. The participants draw upon their collective experiences to evaluate techniques for enlisting the support and advice of colleagues.

The following sessions are a part of the Attaining Process Improvement Excellence in Health Care optional day

Developing and Executing a Quality and Patient Safety Strategy

Vinod K. Sahney

This session focuses on the development of a strategy to improve quality and patient safety in health care organizations. The importance of leadership engagement and key leverage initiatives are presented.

The session includes a discussion of common pitfalls in implementation. The importance of quality and patient safety in an era of increased transparency, pay for performance, and development of accountable care organizations is discussed.

Improving Organizational Performance (Case Study)

Vinod K. Sahney

Health care organizations are going to face the next decade where reimbursement for services is not going to keep pace with increasing costs of delivering care. In this session, we discuss the strategy for continuous performance improvement in health care organizations. Using a case study of implementation of LEAN within a health care organization, key concepts of process improvement are presented. The importance of senior leader engagement and capability building at all levels of the organization are discussed.

Active Applied Learning: LEAN Principles Improve Emergency Room Processes at Academic Medical Center (Case Study)

Paul Tumolo

In this session, we will examine a real-life process analysis and optimization case at a leading health system in the Midwest. The case will cover the process problem analysis, project plan, and application of process improvement tools, as well as lessons learned and organizational improvement change initiatives. Specific take-aways will be the practical application of LEAN tools and the organizational alignment required to leverage the outcome.

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The Forces of Change framework presented us with many of the keys to relevance in health care today.

— Aaron Forburt, MBA Principal

Blue Cross Blue Shield of Minnesota

In this ever-growing and developing arena of health care, Forces of Change brings together health care constituents to align implementation ideas in a constructive environment. Forces provides insight and exposure to successfully construct and maintain improvement initiatives.

— Anthony Pallicone, Sr. Director of Safety & Emergency Services

North Shore-LIJ Hospital System

New and emerging leaders need a framework for success. Forces is it: a model to move your ideas forward and to improve the health care marketplace.

— Craig C. Porter, MDProfessor and Vice Chair

PediatricsMedical College of Wisconsin

Challenging, thought provoking, and timely. The skills taught in this program are essential to my ability to facilitate transformation of our health care delivery system.

— Richard C. Antonelli, MD Medical Director of Integrated Care

Children’s Hospital Boston

Forces of Change offered a structured approach to large transformational projects and the value of intangibles that are often ignored at the cost and risk of compromising the entire project.

— Rajesh Bhargava, MD Director

Hospital Medicine Aurora Healthcare

Great industry experts provided top-level insights into different areas of health care and how they interrelate. I can now work with my team to develop a 20/20 vision for our organization.

— Lynn A. Clothier Chief Executive Officer

Indiana Health Centers, Inc.

The program was inspiring and pragmatic. It provided thought-provoking discussion on leadership and the change process. The faculty truly exhibited knowledge of their field as well as passion in sharing this knowledge. The caliber of the participants, both national and international, further enhanced the value of the program.

— Mary C. Pawlikowski Vice President and

Chief Operating Officer Carrier Clinic

The knowledge gained at this program will impact you and your organization at the core with medical topics to empower your way of thinking.

— Yossi Weiss, PhD, MPH Chair

Department of Health Systems Management Ariel University Center

Forces of Change participants represent executives and emerging leaders from key stakeholder groups in health care. ParticipantsconsistentlypraiseForcesforitstangibleoutcomes,with95%of2011participantsexpectingimprovedjobperformancerelatingtotheprogram’scontent.

What Participants Say about Forces:


Participant Experiences

Related Program

Leadership Strategies for Information Technology in Health Care

January 27–February 1, 2013 & May 13–17, 2013

Theabilitytodesign,develop,anddelivercogentInformationTechnology(IT)projects,strategies,andinitiativesusingproventoolsandtechniquesisparamounttohavingapositiveimpactonanorganization’smissionand,ultimately,margin.Themodulesinthisseriesaredesignedspecificallyforsenior-levelprofessionalsandexecutives,withtechnologyresponsibilitiesfromvariousavenuesofthehealthcareindustry,seekingtobuildITknowledge.

Expert Faculty:

• TejalK.Gandhi,MD,MPH

• JohnP.Glaser,PhD

• JohnD.Halamka,MD,MS

• BlackfordMiddleton,MD,MPH,MSc

To register or for more information, visit https://ccpe.sph.harvard.edu/Tech or call 617.384.8692.

TheHarvardSchoolofPublicHealthengagesaselectgroupoforganizationsintheU.S.andaroundtheworldtobuildchangeinitiatives,projectmanagementcapability,attainsystem-wideimprovementinkeyareas,andshareourvisiontoimprovethequalityofhealthcare.Thesepartnershipswillhelptoidentify,manage,anddevelopopportunitiesthatwillenhancerevenueandfutureperformance.

Project Management in Health Care Program: Strategies to Design and Implement Change Initiatives

– and –

Executive Project Management in Health Care Program: Strategic Development and Management of Critical Change Initiatives

Practical Learning Format

AttainstrongerprojectmanagementprocessesthroughHarvard’scomprehensivelearningapproach,usingacorecurriculuminprojectmanagement,theHarvardcasemethod,bestpractices,andreal-worldapplications.Ourfacultywilltraveltoyourorganizationtodeliverthesecustomprograms,minimizingtimeawayfromtheofficeandmaximizingeffectiveness.Theseprogramsrepresentanexceptionalopportunitytobenefitfromprofessionaldevelopmentinprojectmanagementandchangeinitiatives,answeringthechallengesintoday’smoredemandinghealthcareenvironment.

Program Specifications

• Uniquehealthcare-specificprojectmanagementmodelandaninnovativecorecurriculum

• Implementsaformaldiscipline,utilizingtherightcapabilities,skills,andresources

• Extensiveinteractionandmentoringconnectsparticipantsandfacultybetweenprogrammodules

• CertificateofCompletionfromtheHarvardSchoolofPublicHealth

Organizations That Have Recently Benefited from These Programs Include:

• AdvocateHealthCare•OasisHospital

• HealthAuthorityofAbuDhabi•SpectrumHealthSystem

• NorthShore–LIJHealthSystem

For more information, please contactMaryanne [email protected] • 617.384.8685 • https://ccpe.sph.harvard.edu/PM

Limited availability in 2012–2013 — Take this opportunity to provide your organization with this distinctive project management methodology to develop into a higher-performing organization.

Custom Programs of Interest

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Program Fee: $2,295

Early Registration Benefit: ParticipantswhoregisterforForcesbyJune11,2012receiveacomplimentaryseatattheSeptember14thexclusiveone-dayprogram,Attaining Process Improvement Excellence in Health Care. After June 11th, registration for this limited-capacity program is an additional $450 to participate.

Virtual Web Seminars

Datesandtopicsforthetwocomplimentarylivevirtualwebseminarswillbeemailedtoparticipantspriortotheevent.

Payment Policy

PaymentmustbemadeinU.S.fundsandreceivedinordertoprocessyourregistration.Paymentbycreditcardisstronglypreferred(Visa,MasterCard,AmEx).Ifacheckisbeingsentfromyourorganization,pleasemakecheckpayabletoHarvardSchoolofPublicHealth—CCPE,andbesuretheparticipant’snameisonthecheck.Note: Please do not make non-refundable flight arrangements until you have received confirmation from us.

Substitution/Cancellation Policy

Substitutionsmaybemadewithoutadditionalcharge.Allrequestsforsubstitutionsorcancellationsmustbemadeinwriting.CancellationsonorbeforeJuly23,2012willbeissuedarefundlessa$150administrativefeeperperson.CancellationsreceivedbetweenJuly24,2012andAugust20,2012willbeissuedarefundof50%.After August 20, 2012, no refund will be issued.Therewillbenoexceptionstothispolicy.

Program Location

Joseph B. Martin Conference Center at Harvard Medical School 77AvenueLouisPasteur,Boston,MA02115www.theconfcenter.hms.harvard.edu

TheMondayafternoonregistrationandopeningsessionstakeplaceatTheColonnadeHotel.AllremainingsessionsincludingFriday’sAttaining Process Improvement Excellence in Health CareprogramwilltakeplaceattheHarvardMedicalSchoolConferenceCenter,locatedintheheartoftheHarvardMedicalandAcademicCampusinBoston.

Continuing Education Credit

TheHarvardSchoolofPublicHealthisaccreditedbytheAccreditationCouncilforContinuingMedicalEducationtoprovidecontinuingmedicaleducationforphysicians.TheHarvardSchoolofPublicHealthCenterforContinuingProfessionalEducationdesignatesthiseducationalactivityforamaximumof21AMA PRA Category 1 Credit(s)™.Physiciansshouldonlyclaimcreditcommensuratewiththeextentoftheirparticipationintheactivity.

• 2.1CEUs,HarvardSchoolofPublicHealth

Please note:ParticipantsinFriday’sAttaining Process Improvement Excellence in Health Careprogramwillreceiveadditionalcreditfortheday.

Credits subject to final agenda

Supported in part by unrestricted educational grants from:

• North Shore–LIJ Health System

• Philips Healthcare


Logistics Information

Accommodations

The Colonnade Hotel 120HuntingtonAvenue,Boston,MA02116617.424.7000orwww.colonnadehotel.com$219/night,plus14.45%tax(includeswirelessInternetaccess)

TheColonnadeHotelisapproximately1.5milesfromtheprogramlocation,withbothpublictransportationandtaxiserviceavailable.RoomshavebeenreservedatareducedrateuntilAugust 20, 2012fortheForcesprogram.Theseroomsareavailableonafirst-come,first-servebasis.PleasebeadvisedthathotelsintheBostonareacanselloutveryquickly.Werecommendmakingyourhotelreservationassoonasyoureceiveregistrationandpaymentconfirmation.Please mention the Harvard School of Public Health and Forces of Change to receive the reduced rate.

Custom Programs

Advance leadership in your organization through custom programming TheHarvardSchoolofPublicHealthCenterforContinuingProfessionalEducation(CCPE)worksone-on-onewithorganizationstodesigneffectiveleadershipdevelopmentopportunities.Fosterthegrowthofyourexecutivesandyourorganizationasawholebydevelopingacustomprogramthatwilladdressthespecificchallengesyouarefacingintoday’smarketplace.

Tailoring professional education to meet your organization’s specific needsTheprocessstartswithacomplimentaryconsultation.CCPEwillworkwithyoutoassessyourneedsandcraftatargetedcurriculumthatwillprovidepracticaloutcomesandaddressyourorganization’sspecificchallenges.Customprogramsvaryinlengthdependingonyourneeds.Programscanbedesignedtospanasingleday,severalconsecutivedays,orasaseriesofsessionspresentedovertime.

Providing services in your backyard or the Harvard YardHostyourcustomprogramatourcampusandprovideyouremployeeswithatasteoftheHarvardexperiencewithaguidedtourofHarvardYardfollowedbydinnerattheHarvardFacultyClub.Ifyourorganizationpreferstolearnlocally,ourHarvardfacultywilltraveltoyourlocation.CCPEbringscustomprogramstoorganizationsacrosstheglobe.

What topic areas are available?CCPEandHarvardfacultyhavecreatedspecializedlearningobjectivesandoutcomesinthefollowingareas,including,butnotlimitedto:

• ProjectManagement • LeadershipStrategies

• FinancialManagement • NegotiationandConflictResolution

• ImplementingChange • BuildingBrands,Reputation,andTrust

Test-drive Forces for your organization!

WishyoucouldbringeveryoneinyourorganizationtoForces of Change?LetusbringForces of Changetoyou!Scheduleacustomprogramforyourorganizationwithintwomonthsofyourparticipation*,andwewillcredityourForcesregistrationfee. *No later than November 11, 2012 for the September 10–14, 2012 program participants. To schedule a consultation, contact:

Paul Tumolo Deputy Director Center for Continuing Professional Education 617.384.8675 [email protected]

Special Opportunities

Group Registration: Save 15% when three or more colleagues register together. Let this excellent professional development opportunity serve as a team-building experience for you and your colleagues.

Alumni: Save 10% if you have previously participated in a Center for Continuing Professional Education program.

Please note: Each participant is limited to one discount/scholarship per program. Discounts will be applied to the full program fee and will not be awarded after the start of the program. Application programs do not qualify for discounts. Registration for teams greater than five participants will need to receive prior approval from the Program Directors. For more information, please contact us at 617.384.8692 or [email protected].

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NonprofitOrg.U.S.PostagePAID

Boston,MAPermitNo.51383

To register, visit https://ccpe.sph.harvard.edu/Forces

FORCES CHANGE OF New Strategies for the Evolving Health Care Marketplace

Three Ways to Register• Online:https://ccpe.sph.harvard.edu/Forces• Phone:617.384.8692• Fax:617.384.8690

Questions?Emailus:[email protected]

Program Fee: $2,295Early Registration Benefit: ParticipantswhoregisterforForcesbyJune11,2012receiveacomplimentaryseatattheSeptember14thexclusiveone-dayAttaining Process Improvement Excellence in Health Care program. After June 11th, registration for this limited-capacity, one-day program is an additional $450 to participate.

For more program information and to register, please visit the website: https://ccpe.sph.harvard.edu/Forces

94% of 2011 participants rated Forces content as very good or excellent

REFERENCECODE:

Driving successful implementation in a time of disruption, innovation, and change

Scanthiscodewithyoursmartphonetolearnmore

CCPE–Dept.A677HuntingtonAvenueBoston,MA02115-6096

ELECTRONICSERVICEREQUESTED

FSC logo placement

Why You Should Participate in Forces of Change

Expert FacultyForces of ChangebringstogetherHarvardfacultyandindustrythoughtleadersrepresentingthemajorhealthcarestakeholders.Thisbroadrangeoffacultyoffersparticipantsacompleteviewofthehealthcareindustry.

Actionable OutcomesThishighlyratedprogramoffersnotonlyanoverviewofthehealthcareindustrybutalsoactionablestrategiesandimmediatelyapplicabletoolsforaddressingcriticalchallengesparticipantsfaceeveryday.

Harvard Teaching MethodsForcesfacultyusearangeofmethodstoconveythecriticalinformationForces of ChangeoffersincludingSocraticdialogues,theHarvardcasestudymethod,paneldiscussions,andpeerinteractions.

The Evolving MarketplaceThe2011Forces of Changeprogramsoldoutandofferedparticipantstoolsforcreatingauniqueandsustainablecompetitiveadvantage.Thisyear’sprogramwillreachcapacitytoo;willyouandyourorganizationbethenexttobenefit?

Documents

Forces of Change: New Strategies for the Evolving Health Care Marketplace