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Labor Management Partnership Inventing the future, making newsOctober, 2011
Good press for LMP
Our model of frontline engagement and collaboration is being recognized because we are doing something different and getting results.
“Building a Collaborative Enterprise” by Paul Adler, Charles Hecksher and Laurence Prusack, Harvard Business Review, July-August 2011
“Changing Together”by John August and Barbara GrimmModern Healthcare, Sept. 19, 2011
“A Strategy for Employee Engagement and Performance Improvement”by John August and Barbara GrimmHuman Resource Executive Online, Aug. 30, 2011
A unique performance advantage
“A growing number of organizations – including Citibank, NASA, and Kaiser Permanente – are reaping the rewards of collaborative communities...[and] will become the household names of this century…”
“Collaborative process management … requires people to continually adapt to others’ needs [and] emphasizes working within the group (rather than trying to gain individual control or responsibility) and eliciting the best contributions from each member for the common good.”
A unique performance advantage
“Kaiser Permanente’s Value Compass succinctly defines the organization’s shared purpose…a recognition of the challenges that every member of the group has the responsibility to meet every day.”
A unique performance advantage
Best practices for supporting collaboration
(and how KP has responded):
• Define and build a shared purpose(The Value Compass)
• Cultivate an ethic of contribution(Emphasis on systems thinking, joint decision making)
• Develop processes that enable people to work together in flexible but disciplined projects(Unit-based teams, small tests of change)
• Create an infrastructure in which collaboration is valued and rewarded(UBT Fairs, UBT consultants, performance incentives, Union Delegate Conference, LMPartnership.org)
KP’s industry-leading practices
• Our integrated model of care
• Our model of partnership—a shared strategy for leading change
• Unit-based teams to drive performance improvement
• The Value Compass—a framework for frontline decision making
What sets us apart:
KP’s industry-leading practices
• Applying diverse skills of frontline workers, managers and physicians
• Setting local goals, testing outcomes, measuring results
• Assessing team performance and creating a safe learning environment
• Building a culture of mutual respect, accountability and empowerment
How unit-based teams get results:
Our model of frontline engagement
• Empower the workforce to make a difference.
• Identify and support the essential attributes of successful teams.
• Disseminate effective team practices throughout the organization and integrate them into day-to-day operations.
Three keys to engaging employees and leading change:
Our model of frontline engagement
“Eighty-six percent of [KP] employees reported favorable responses on an ‘engagement index’ of employee commitment and alignment. That’s 15 points higher than for the industry overall… Engagement is even higher among members of UBTs.”
What makes teams click
Lessons from Rutgers, Johns Hopkins and KP research:
1. Leadership: Develop joint leadership capacity, provide coaching, and share information.
2. Line of sight: Use meaningful metrics, encourage systems thinking, and show how the team connects to regional goals.
3. Team cohesion: Make time to meet face-to-face, create a safe learning environment, and focus on the member and patient.
4. Processes and methods: Use performance improvement methodologies and daily huddles to discuss and solve problems.
5. Infrastructure and support: Develop strong sponsors, provide ongoing training.
Read more….
Get the original articles:
http://hbr.org/2011/07/building-a-collaborative-enterprise/ar/1
www.lmpartnership.org/sites/default/files/modern_healthcare_august-grimm.pdf
www.hreonline.com/HRE/story.jsp?storyId=533340885
Or contact us: [email protected]
