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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Telling Your Story Effectively –The Top 10 Things to Remember When Writing Your Application
June 24, 2013
Joe Muzikowski [email protected]
Joe Muzikowski, June, 2013
On Creating an Exceptional Organization
“I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.”
Jim Collins, author of Good to Great
2
“I see the Baldrige process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking
disciplined action to create great organizations that produce
exceptional results.”
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
The Assessment Cycle
1) Develop an application that accurately depicts your organization’s current state (and get “aha’s” by doing so)
2) Evaluate the application (by a team of Quality Texas Examiners)
3) Get an informative Feedback Report
A well-written applicationresults in an informative
feedback report
4) Use your feedback for
improvement!
4) Use your feedback for
improvement!
3
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
1 - Leadership 1 - Leadership
2 - StrategicPlanning
2 - StrategicPlanning
3 - Customer Focus3 - Customer Focus 6 – Operations Focus6 – Operations Focus
7 - Results7 - Results
4 - Measurement, Analysis and Knowledge Management4 - Measurement, Analysis and Knowledge Management
5 - WorkforceFocus
5 - WorkforceFocus
The Quality Texas / Baldrige Framework
Organizational Profile: Environment, Relationships, and Challenges
4
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Understand the Criteria
What is important to us?
Organizational Profile
Who are we?
What do we do?
Who are our customers?
What are our challenges?
Who are our competitors?
How do we improve?
How are we doing?
Category 7
1 – Products & Processes
2 – Customers
3 – Workforce
4 – Leadership & Governance
5 – Financial
RESULTS
Are we getting the benefit of our efforts?
How do we lead and manage?
Categories 1-61 - Leadership2 - Planning3 - Customer Focus4 - Knowledge
Management5 - Workforce Focus6 – Operations Focus
PROCESSES
Are we doing things the right way?
5
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
The Three-Step Process for Producing an Excellent Application
Step 1: Read the Criteria question
Step 2: Answer the Criteria question
Step 3: Repeat Steps 1 and 2 until you’ve answered all of the questions
Any questions?Any questions?
6
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
“How” and “What”“How” and “What”
7
Understanding the Difference;How to Respond to Each Type of Question
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
“How” and “What”
The Criteria are a series of two types of questions:1. “How” questions ask for descriptions of systematic
approacheso Asked in Categories 1 – 6 (the “process Categories”)
2. “What” questions ask for specific information:o All questions in the Organizational Profile (OP) o In Categories 1 to 6: 1.2b(1); 1.2b(2); 1.2c(2); 2.1a(1); 2.1a(4);
2.1b(1); 2.2a(1); 2.2a(4); 2.2a(5); 2.2b; 3.2a(2); 4.1a(1); 4.1b; 5.1b(1); 5.1b(2); 5.2b(1); 6.1a(2); 6.1b(1); 6.1b(2)
o All questions on performance results in Category 7 8
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
“How” Questions
“How” questions are looking for detailed descriptions of the processes you use.
Respond with either:o A narrativeo A graphic o A flowchart, oro A combination of these
Example: 3.2.b(2) - “How do you manage customer complaints?”oExaminers will be looking for a description of the approach
(process) you use to gather and manage complaints9
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
“What” Questions
“What” questions are looking for specific information, without many supporting details.
Respond with either:o A bullet point list, o A table, oro A graphic or figure
Example: 2.1b(1) - “What are your organization’s key strategic objectives and your timetable for achieving them?”o Examiners will be looking for a list or table of the specific
objectives with defined timeframes for completing them10
Joe Muzikowski, June, 2013
A Common Applicant Mistake• Providing “what” responses (lists, tables, etc.) to
“how” questions (which ask for demonstration of systematic* processes)
* Systematic approaches are:• Well-defined • Repeatable • Use data and information
to inform learning and drive improvement
Joe Muzikowski, June, 2013
The OP: The Rosetta Stone
Understand How Key Factors Relate to the Criteria Questions
12
2
Joe Muzikowski, June, 2013
Develop Your Organizational Profile (OP)
What is it?• A 5-page description of your organization
o Required for applications at all levels
Why is it important?• The OP allows examiners to apply the generic Quality
Texas criteria to the unique facts and characteristics of your organization in their review of your application, which makes your feedback more useful
• Many of your feedback comments will reference facts you mentioned in the Organizational Profile
So, make development of the OP your first priority
13
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
• Organizational Environment• Product offerings• Vision and mission• Core competencies
• Workforce profile• Assets• Regulatory requirements
• Organizational Relationships• Organizational structure• Customers and stakeholders• Suppliers and partners
• Competitive Environment• Competitive position• Competitiveness changes• Comparative data
• Strategic Context• Strategic challenges and
advantages
• Performance Improvement System
P.1Organizational
Description
P.2Organizational
Situation
The Organizational Profile (OP)
14
Joe Muzikowski, June, 2013
How Examiners Use the Organizational Profile (OP)• They develop a short, bullet point list of “Key Factors”• Identify 4-6 Key Factors that pertain to the Criteria
questions for each Item• Develop their observations, comments and scoring based
on the application’s response to the questions, using the Key Factors as a filter to ensure significance and relevance of their comments and accuracy of their scoring
• Example: What Key Factors (identified in the OP or elsewhere) could be relevant for Item 1.1?
• Senior leaders (who they are) – P.1b(1) (also in org chart)• Vision and values – P.1a(2)• Workforce profile (numbers, types, locations) – P.1a(3)• Customers - P.1b(2)• Suppliers and partners – P.1b(3)
15
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Map Your Key Factors to Criteria QuestionsWhat is your
workforce profile? [P.1a(3)]
How do you determine the key elements that affect workforce engagement? How do you determine
these elements for different workforce groups and segments? [5.2a(1)]
Staff Satisfaction Survey, segmented by groups shown in
the OP
Senior Leader Breakfast Meetings
(informal reinforcement)
Employer of Choice Engagement Dimensions
Applicant Response
Staff Results against the Key Performance
Dimensions that define engagement, Figures 7.3-2a and
7.3-2b
Staff Satisfaction and Engagement Results,
Figures 7.3-6a and 7.3-6b (with
segmentation matching that shown
in the OP)Text on p. xix
and Figure P.1-4
What are your current levels and trends in key measures…of workforce
engagement and workforce satisfaction?
[7.3a(3)]Applicant Response
Applicant Response
16
Joe Muzikowski, June, 2013
Write for Your Audience
• Consider non-sector examinerso Don’t confuse them with sector or organizational
jargono Remember the importance of the glossary
• Use an active voice• Be specific as to who does what• Maintain consistency
o Use a style guide for consistent “look and feel”
17
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
The Importance of the Glossary
• It’s a list of acronyms and definitionso Industry-specificoOrganization-specific
• It explains to outsiders the arcane details of your organization and your industry
• It doesn’t count against the page limitation for the OP or the body of the applicationoUse as “free space” to explain things that otherwise would
take up space in the application
NOTE: Begin gathering and defining all glossary items early on18
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
The Style Guide• Develop it early on in the writing process• Helps ensure consistency across the application• Avoid the passive voice• Typical things to decide:
o Will you be writing in the 1st or 3rd person?o Using proper names in reference to people, just
titles, or both?o How common words and terms will be used
• Acronym definitions and use• “System” or “system”?• “Figure” or “figure”?
19
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
The Cardinal Rule of Application Writing
20
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Four Possible Types of Feedback
Useful Feedback
Accurate, understandable and actionable
(and we need to work on this)
Accurate, understandable and actionable
(but we don’t have resources to work on this at this time)
Useless Feedback
Not accurate, understandable or actionable
(because we didn’t explain our story accurately or effectively)
Not accurate, understandable or actionable
(because the Examiners missedthe point of our story)
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
How to Get Useful FeedbackDo:• Understand what the Criteria
ask for• Understand the evaluation
factors• Be truthful• Be accurate• Be as detailed as possible
(within the page limitation)• Tell your story with pride• Keep in mind you’re writing a
story with 7 chapters
Don’t:• Forget the importance of the
Organizational Profile• Stray far from the Criteria
questions• Embellish or exaggerate • Forget you’re also writing for
non-sector people• Write “empty” prose to fill
up space• Forget linkages • Write 7 short stories
22
Joe Muzikowski, June, 2013
Think Like an Examiner
• Remember the evaluation factors: ADLI / LeTCI• Understand how examiners identify your
Strengths and OFIs• Understand criteria KEY WORDS
o Refer to the glossary in the criteria • Understand how Key Factors are used• Understand how scoring reflects your level of
maturity and achievemento Scoring language may be incorporated in your
feedback comments23
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Process Evaluation Factors A-D-L-I
Approach – The method used to address the Criteria requirements: How do you do it? What are the steps in your process? How repeatable is it?
Deployment – The extent to which the process is used consistently in all appropriate work units
Learning – How the organization systematically evaluates and improves its processes; how the organization learns
Integration – How the individual approaches of the system operate as a fully interconnected unit
24
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Approach: What the Criteria Ask For
• Is there a process? (Not an anecdote)• Is it appropriate to the Item requirements? • Is it systematic (i.e., repeatable, managed using
data)? oNOTE: A process can be informal, but may
still be systematic• Does it appear to be effective? • Is the approach a key organizational process (i.e.,
important to your overall performance)?
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Levels – Numerical data that place an organization’s performance on a meaningful measurement scale
Trends – Numerical data that show the direction and rate of improvements
Comparisons – Numerical data that show the relationship of an organization’s performance relative to others (or the performance of units within an organization to one another)
Integration – Connections to important customer, product/service, process, or action plan performance requirements
…and Segmentation as appropriate
Results Evaluation Factors Le-T-C-I
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
A Few Words on Segmentation
Segments can be defined by, among other things:o Product, service or business lineo Locationo Population group (DRG, age, cohort, etc.)o Workforce group (nurses, admin, hourly, etc.)o Size of the group in question
Note where segments are asked for in the OP:o P.1a(1) – Product offeringso P.1a(3) – Workforce profileo P.1a(4) – Assets (facilities)o P.1b(2) – Customers and stakeholderso P.1b(3) – Suppliers and partners
27
Note that you define these; the examiners will be using
the information you provided in
the Organizational
Profile to evaluate your
results
Joe Muzikowski, June, 2013
Why Scores Matter
Scores provide feedback to you about the relative maturity of your processes and results The same scoring grid and guidelines are used for all four
Quality Texas application levels
Scores help Examiners “calibrate” the comment balance
9.08.5
8.5 8.59.0
Joe Muzikowski, June, 2013
The Scoring Grid for Process Items
Joe Muzikowski, June, 2013
Results: A Mere 45% of the Score
30
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Results: Every Picture Tells a Story
Results may be presented in:o Graphic formato Tabular formato Text o A combination of the above
Key Measures
2010 2011 2012 2013 YTD
Measure A 4.35 5.27 6.14 6.22
Measure B 7.31 7.25 7.65 7.62
Measure C 6.22 6.54 7.21 7.31
“Our financial performance has demonstrated continuedimprovement overthe past three years…”
Patient Satisfaction
01020304050
2009 2010 2011 2012
% P
os
itiv
e
Hospital A Hospital B Hospital C
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Results: Linkages to Categories 1 - 6Are results provided for all key measures presented in the OP and Process Categories? Note linkages to:o 1.2b(1) – “What are your key compliance…measures and goals…for meeting
and surpassing regulatory requirements…?”o 1.2b(2) – “What are your key…measures…for…monitoring ethical behavior…?” o 2.1b(1) – “What are your key strategic objectives…”?o 2.2a(1) – “What are your key short- and longer term action plans…”?o 2.2a(4) – “What are your key workforce plans…”?o 2.2a(5) – “What key performance measures do you use…to track the
achievement and effectiveness of your action plans?o 4.1a(1) – “What are your key organizational performance measures…?”o 5.1b(1) – “What are your…measures for (workplace health, safety and security)
…?” o 6.1b(1) – “What key performance measures…do you use for to control and
improve your work processes?”32
Joe Muzikowski, June, 2013
• Be sure all graphs are meaningful and relevanto Don’t show high-performing “fluff”o Show all of your important measures, even if they’re
not performing as expected• Explain the reasons for unfavorable performance• Explain the steps you’ve taken to improve
• Ensure that all the appropriate results are presented, including those asked for in categories 1 - 6 in the criteria o Examiners will cross-check your application for
“missing measures” – a common OFI
33
Important Points for Results
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Linking Results and ProcessesProcess Category Related Results Item
1 – Leadership 7.4 – Leadership and Governance Outcomes, including Strategy Implementation Results
2 – Strategic Planning 7.5 – Financial and Market Outcomes
3 – Customer Focus 7.2 – Customer-Focused Outcomes4 – Measurement, Analysis and Knowledge Management
7.1a – Customer-Focused Product and Process Results
5 – Workforce Focus 7.3 – Workforce-Focused Outcomes6 – Operations Focus 7.1b – Work Process Effectiveness Results
7.1c – Supply-Chain Management Results
34
Joe Muzikowski, June, 2013
Common Mistakes in Presenting Results• Presenting data and information in a format that’s hard to
understand and interpret
• Only showing comparisons of actual performance to your plan, goals or targets
• Using relevant but sub-optimal comparisons (e.g., industry average) if a more stringent one is available
• Reporting results with insufficient data points to indicate a positive trend or consistent high levels of performance
• Reporting results for some but not all areas of importance identified in the OP and in the process Categories
35
Joe Muzikowski, June, 2013
Checklist for Results Presentation• Do results link to something important to your organization?• Can an outsider easily understand the graphs?• Is there an arrow to show the direction of “goodness”? • Are there gaps in what you’ve presented?
o If so, have you explained any unfavorable results and what corrective actions you’ve taken ?
• Are trends apparent? (3 or more data points)• Do most graphs and tables include a relevant comparison?• Are the results segmented by customer group, employee
group, location, product line, etc. that you defined in the OP?• Does any accompanying text expand on (not repeat) what’s in
the graph?36
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
VACSP’s Results
37VA Cooperative Studies Program, a 2009 Baldrige Recipient
Note the clear, short explanations below the graphs, which complement the graphs’ content.
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Coral Springs’ Crime Rate
38City of Coral Springs, a 2007 Baldrige Recipient
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Southcentral Foundation’s Action Plan Completion
39Southcentral Foundation, a 2011 Baldrige Recipient
This is an effective use of “stoplight” colors to indicate performance
7.4b: “What are your results for… achievement of
your action plans…?”
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Lockheed Martin MFC’s Sales Growth
40
Lockheed Martin Missiles & Fire Control, a 2012 Baldrige Recipient
This graphic demonstrates how to show relative comparative performance
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Lockheed Martin MFC’s Safety Results
41
Lockheed Martin Missiles & Fire Control, a 2012 Baldrige Recipient
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
North Mississippi’s Stroke Results
42North Mississippi Health Services, a 2012 Baldrige Recipient
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Freese and Nichols Employee Satisfaction
43
Freese and Nichols, a 2010 Baldrige Recipient
Note the segmentation by: 1) employee tenure and 2) factors of importance for the organization
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
AtlantiCare’s Governance Results
AtlantiCare, a 2009 Baldrige Recipient
44
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
PVHS’s Turnover Rate
Note how initiatives are shown by year, implying cause-and-effect with the decrease in turnover.
45
Joe Muzikowski, June, 2013
Graphics (& Tables): Worth 1,000 Words
• They break up the narrative
• They appeal to the “right brained” reader
• They save space
• They can set or complement the style
of the application
• Exception: Don’t use photos ofo People, o Events oro Places
46
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
City of Irving's Performance Improvement Process
47City of Irving, a 2012 Baldrige Recipient
P.2c: “What are the key elements of
your performance improvement
system…?
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
MESA’s Sources of Comparative Information
48Mesa Industries, a 2006 and 2012 Baldrige Recipient
Note the linkage to the types of results asked for in Category 7.
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
PVHS’s Leadership System
Poudre Valley Health System, a 2008 Baldrige Recipient49
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
MESA’s Leadership System
50Mesa Industries, a 2006 and 2012 Baldrige Recipient
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Sharp’s Strategic Planning Process
Sharp HealthCare, a 2007 Baldrige Recipient51
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
PVHS’s Measures Determination
4.1a(1): “How do you select…data
and information to use in tracking…daily operations
and overall organizational performance,
including progress relative to strategic
objectives and action plans?”
52
Poudre Valley Health System, a 2008 Baldrige Recipient
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Freese and Nichols’ Performance Reviews
53Freese and Nichols, a 2010 Baldrige Recipient
Note the participant listing, which helps reinforce senior leaders’ activities and involvement.
Joe Muzikowski, June, 2013
Themes: Write Your Own Feedback7
Remember the connections across the seven Categories of the Criteria
Remember the connections across the seven Categories of the Criteria
54
Leadership
Strategic Planning
Customer Focus
Measurement, Analysis
and Knowledge
Management
Workforce Focus
Operations Focus
Results
Organizational Profile
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
1 - Leadership 1 - Leadership
2 - StrategicPlanning
2 - StrategicPlanning
3 - Customer Focus3 - Customer Focus 6 – Operations Focus6 – Operations Focus
7 - Results7 - Results
4 - Measurement, Analysis and Knowledge Management4 - Measurement, Analysis and Knowledge Management
5 - WorkforceFocus
5 - WorkforceFocus
The Quality Texas / Baldrige Framework
Organizational Profile: Environment, Relationships, and Challenges
55
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Core Values and Concepts• Visionary Leadership
• Customer-Driven Excellence
• Organizational and Personal Learning
• Valuing Workforce Members and Partners
• Agility
• Focus on the Future
• Managing for Innovation
• Management by Fact
• Societal Responsibility
• Focus on Results and Creating Value
• Systems Perspective
56
Think about these concepts as potential “themes” for your
application
Joe Muzikowski, June, 2013
Key Themes Respond to These Questions:
a) What are the most important strengths or outstanding practices (of potential value to other organizations) identified?
b) What are the most significant opportunities, concerns, or vulnerabilities identified?
c) Considering the applicant’s key factors, what are the most significant strengths (data, comparisons, and linkages) found in its results?
d) Considering the applicant’s key factors, what are the most significant opportunities, vulnerabilities, and/or gaps (data, comparisons, and linkages) found in its results?
Joe Muzikowski, June, 2013
Sources for Key Themes
Key Themes usually:
• Relate to one or more of the applicant’s Key Factors (issues identified in the OP and elsewhere in the application)
• Address requirements in multiple Categories/Items (“cross-cutting”)
• Incorporate evaluation factor language
• Reflect the criteria Core Values
Joe Muzikowski, June, 2013
Typical Types of Key Themes
Process (sections a and b in your feedback report):o Approach-Deployment-Learning-Integration referenceso Criteria core values linkageso Innovationo Core competencies, strategic challenges, and strategic
advantage linkages
Results (sections c and d):o Levels-Trends-Comparisons-Integration
referenceso Segmentationo Missing measures
Joe Muzikowski, June, 2013
Remember Timelines and Deadlines
60
8
• Start with the application due date and work backwards (minimum 3 months; 6 months is ideal)
o Write the Organizational Profile first• Assume 4 – 8 weeks for completion• Work on results and some
of the content concurrentlyo Develop your style guide early on
• Decide on the number of drafts neededo Two or three are common
• Bullet point format, then one or two narrative drafts• Complete the Eligibility Certification Form (due ~ five weeks
before the application)
NOTE: Be aware of
the strict deadlines for eligibility and
application submittal
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Application Development Process (1 of 2)
1. Create your team, including Category Champions2. Develop a project timeline (work backward from
application due dates) and completion schedule3. Review and clarify Criteria requirements and terms4. Review Baldrige Award application summaries for ideas5. Develop the style guide; begin gathering terms for
inclusion in the Glossary 6. Draft the Organizational Profile (OP)7. Identify the themes you wish to emphasize throughout 8. Identify sources to answer the Criteria questions 9. Gather A-D-L-I information related to Process Items
61
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
10. Draft bullet-point responses to address Criteria questions (using a formatted template if possible)
11. Determine results that demonstrate the performance of your identified processes
12. Gather data related to results, keeping in mind Le-T-C-I13. Solicit feedback on drafts; review and incorporate it14. Develop graphics and graph results15. Convert bullet-point responses to narrative and figures 16. Review across Categories for consistency in content and
voice, then complete the final draft17. Have senior leaders sign off on final review18. CELEBRATE!
62
Application Development Process (2 of 2)
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Develop a Template for Your Content
Word Document
formatted per application
requirements
Insert the criteria
language verbatim
Enter draft content; delete criteria
language after final
draft is completed
63
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Typical Page and Figure Count for an Award Level Application
Category / Item Pages # of Figures
1 6 42 5 43 6 54 5 45 6 56 6 4
7 (total) 16 100TOTAL 50 116
7.1 4.5 367.2 3.5 227.3 3.0 167.4 2.5 137.5 2.5 13
64
Joe Muzikowski, June, 2013Joe Muzikowski, June, 201365
How to Write It / Whom to Involve?9
Approach Pros ConsSolo author • Works well in small
organizations• Feasible for a Commitment level application
• Misses detail in large organizations, especially multi-product and/or site• Needs a good writer with excellent knowledge of the organization
Category writers
• Can effectively address details, especially if writers are the content experts
• Can take a “tunnel” approach, focused on just one Category• May be difficult to verify content
Writing teams • Allows greater input• Increases accuracy and quality of the feedback • Identifies obvious gaps
• Time-consuming for a large group of people
“Ghostwriter” • Minimal organizational effort • Accuracy highly variable• Extremely expensive
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
The Roles of Senior Leaders
Remember: This is a contact sport for your senior leaders! Some things can’t be delegated.• Communicate the purpose of your organization’s
participation in the Quality Texas process• Build shared commitment among leadership• Support data-gathering and application development
o Review progress on timelineo Remove barriers if necessary
• Participate in writing as appropriate, especially Category 1!• Review and provide input to the entire application • Own the feedback report; lead improvement initiatives
66
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
What Works Best?• Senior executives as sponsors
o Communicating what and why to the organizationo Actively participating in writing sections
• Providing input (e.g., strategic challenges; core competencies)o Supporting as neededo Reviewing/approving final drafts
• Category teams comprised of:o A team leader (may also be a senior leader)o Content experts (including related measures)o Cross-functional representatives from various areas (sites,
departments, business lines, etc.)• Designated support, including:
o Proofreadero Graphic designer/artisto Data analyst/measures specialist
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Writing Team Roles• Category Lead
o Build understanding of the Criteria personally and with their teamo Develop a work plan and its oversee accomplishment o Convene and lead team meetings to obtain and review inputo Serve as or identify/help the Primary Author for the Category o With the Primary Author, review / address feedback on drafts o Review full final draft to ensure alignment; identify and address gapso Sign off on final draft of Category
• Category Team Membero Participate in gathering input and/or drafting Criteria responses for
assigned Category and related resultso Participate in reviewing and giving feedback on drafts
• Primary Authoro Receive input and feedback from Category Team Memberso Act as author on behalf of the Category Team
68
Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Other Roles• Functional Committees
o Provides guidance and feedback to writers
o Reviews 1st and 2nd drafts
• Administrative Assistant o Coordinates review of each
drafto Manages details/scheduling
• Designer o Designs the look of applicationo Develops graphicso Manages physical completion
of the application
• Proof Reader o Ensures consistent style, error-
free text
• Data Analyst o Provides insight into meaning of
the resultso Helps develop results charts
• Senior leaders/other managerso Provide encouragement and
supporto Review final application
• Consultant (if needed)69
Joe Muzikowski, June, 2013
Which Level / Which Criteria?
70
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
The Quality Texas Application Levels
Level -> Engagement Commitment Progress AwardApplication • 5-page
Organizational Profile (OP)
• 10 page application
• Organizational Profile (OP)
• 15 page application
• Organizational Profile (OP)
• 25 page application
• Organizational Profile (OP)
• 50 page application
Focus of the Criteria
• Basic requirements of all 7 Categories
• Approach and levels of performance for all 7 Categories
• Approach, deployment, levels and trends for all 7 Categories
• All process and results evaluation factors for all 7 Categories
Feedback Provided
• Feedback report• No site visit
• Feedback report• No site visit
• Feedback report • Site visit can be
purchased
• Site visit (unless declined)
• Feedback report
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
1 - Leadership 1 - Leadership
2 - StrategicPlanning
2 - StrategicPlanning
3 - Customer Focus3 - Customer Focus 6 – Operations Focus6 – Operations Focus
7 - Results7 - Results
4 - Measurement, Analysis and Knowledge Management4 - Measurement, Analysis and Knowledge Management
5 - WorkforceFocus
5 - WorkforceFocus
The Quality Texas / Baldrige Framework
Organizational Profile: Environment, Relationships, and Challenges
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Where Are You Starting From?
• First-time applicants:o Get guidance from Quality Texas on which is the most
appropriate application level for your organization o Focus on the Organizational Profile and identifying
your biggest gaps, including “missing” measures
• Repeat applicants:o Address the most significant OFIs from your last
feedback reporto Look for linkages across Items and integrationo Identify and write to your Key Theme strengths
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Three Versions of the Criteria:1) Business / Nonprofit, 2) Education, and 3) Healthcare
But, consistent in structure and intent, for example:* • Listening to Current CUSTOMERS: HOW do you listen to…
CUSTOMERS to obtain actionable information? HOW do your listening methods vary for different CUSTOMERS, CUSTOMER groups, or market SEGMENTS?...
• Listening to Current Students and STAKEHOLDERS: HOW do you listen to…students and STAKEHOLDERS to obtain actionable information? HOW do your listening methods vary for different student groups, STAKEHOLDER groups, or market SEGMENTS?…
• Listening to Current PATIENTS and STAKEHOLDERS: HOW do you listen to…PATIENTS and STAKEHOLDERS to obtain actionable information? HOW do your listening methods vary for different PATIENT groups, STAKEHOLDER groups, or market SEGMENTS?...
* Award Level Criteria for 3.1a(1) 74
Joe Muzikowski, June, 2013
For Details About Applying
Go to: http://www.texas-quality.org/Applicants/Home.aspx
for all necessary forms, dates, etc., including:o Key dateso Description of the various application levelso Application feeso Eligibility certification formso Application package checklistso Publicity and ethics guidanceo Info on obtaining the Criteria
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Summing Up the Top 10
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8
9
10
6
7
Which Level? / Which Criteria?
How to Write It? / Whom to Involve?
Remember Timelines and Deadlines
Themes: Write Your Own Feedback
Graphics (and Tables): Worth 1,000 Words
Joe Muzikowski, June, 2013
Summing Up the Top 10
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Results: A Mere 45% of the Score
Think Like an Examiner
Write for Your Audience
The OP: The Rosetta Stone
Understand the Criteria
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4
3
2
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
Other Useful Tips
Getting the most from your application writing efforts
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Resources for Writing Your Application
• The QTF web site (www.texas-quality.org) oHow to obtain the CriteriaoApplication requirements and formsoResource libraries
• The Baldrige web site (www.quality.nist.gov)oHow to order the Baldrige Criteria (= QTF Award level)oAward recipient contacts and application summariesoCase study materials and other publications
• Your own organization’s website and publicationsoKey facts and figures about your organization
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Use Your Space Wisely• Be mindful of the page limit for your application (the limit
excludes the glossary and 5-page Organizational Profile)• Use all the space allotted, but use it wisely• Going over the page limit is bad because:oQTF will ask you which page(s) you want deleted from the
application before Examiners review it• Going under the page limit is bad because:oThe Examiners will not give you any benefit of the doubt
(“You had space, but you didn’t respond to some questions. So, we don’t think you have these things in place.”)
• Cross-reference wherever possible to avoid duplication and imply integration, e.g. “As mentioned in 4.1a(1)…”
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Formatting
• Paper size: 8 ½” X 11”; use portrait orientation for text; tables and graphics may be either portrait or landscape
• Font: Times New Roman or equivalent, 10 point for body text and all tables; text embedded in graphics should be no smaller than 8 point (use Arial or Arial Bold for smaller font sizes for readability)
• Line spacing: two point lead minimum• Maximum of 60 lines (including blank lines) per page• Margins: ¾” on the left (binding) side and top; ½” on the opposite side and
bottom• Two-column format is preferred for text; use a minimum of ¼” between
columns • Header and/or footer may contain section descriptions, organization name
and/or logo• Spiral binding of the completed application is preferred • Use a heavy, blank cover stock front and back to protect your confidentiality
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Review, Revise, Refine• Make it a team project to pull all the information together• Make sure the final document is written in a consistent voice
throughout the documento A “single final author” works well
• Category champions must review the entire document to ensure cohesiveness and consistency between sectionso But be firm on “drop dead” dates
• Have one or more people who were not involved in writing review the entire application to identify areas lacking clarityo An outsider’s view is useful for this
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Other Uses for Your ApplicationYour application shouldn’t be a “one hit wonder.” It’s a record of how you do things in the organization and how you’ve performed. External uses:
o The OP can be a good recruiting brochure
Internal uses:o The application is your “operations manual”
• Keep it up to dateo The application can be used for orientation for Board
members and new leaderso Sections can be used for orientation and training
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Joe Muzikowski, June, 2013Joe Muzikowski, June, 2013
The Assessment Cycle
1) Develop an application that accurately depicts your organization’s current state (and get “aha’s” by doing so)
2) Evaluate the application (by a team of Quality Texas Examiners)
3) Get an informative Feedback Report
A well-written applicationresults in an informative
feedback report
4) Use your feedback for
improvement!
4) Use your feedback for
improvement!
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Understanding Your Feedback Report• Scoring Bands and descriptorsoProvides score within a range of 8 scoring bands each for
process and resultso Indicate overall maturity of your processes and resultsoRadar and Pareto charts show Item score distributions
• Key ThemesoServe as the Executive Summary for senior leadersoProvide high-level and cross-system views of processes and
results (viewed at the “system” level)• Item-Level Scoring range (e.g., 30 – 45%)• Item-Level Strengths and OFIsoParticularly important issues are in bold
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Telling Your Story Effectively –The Top 10 Things to Remember When Writing Your Application
June 24, 2013
Joe Muzikowski [email protected]