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Leading through Change and Innovation Date: Saturday, October 1, 2016 Time: 7:45 AM - 10:55 AM
Session ID & Location: 5C: MtgRm11 CEU Eligibility: 0.30
Presented by: Janet Bezner, PT, DPT, PhD; Jennifer Green-Wilson, PT, MBA, EdD; Craig Moore,
PT, MS
Session Description: Rapid and chaotic change is occurring now in healthcare and it will continue!
Evidence indicates that change demands leadership, innovation, and risk-taking. Yet often, as
healthcare professionals with natural strengths including compassion, caring, empathy and
sincerity, we’re risk-averse, become anxious when changes are explored and implemented, and
work in environments that stifle creativity unintentionally. Healthcare practitioners can get “stuck”
despite being surrounded by ongoing change and when this happens, decisions and responses
can be short term and reactive. And unfortunately, healthcare lags behind in developing its own
leadership ‘bench strength’ to ensure success in leading transformational change. So, the time is
now for you to develop your own leadership capacity to ensure your ability to adapt and to have
the courage to transform and advance clinical practice effectively.
The purpose of this session is to demonstrate how you can lead change and use innovation as
strategies to help you position your practice proactively for the long term. Essential skills needed
for practitioners to develop a readiness for change and to be successful innovators will be
discussed. Strategies to develop a culture of innovation that supports sustainable behavioral
change will be reviewed. This session will be interactive and all participants will be encouraged to
contribute throughout the program.
Upon completion of this course, you’ll be able to:
1. Discover how to get “unstuck” to embrace innovation and change.
2. Discuss models to assess individual and collective readiness for change in physical therapist
practice.
3. Discuss essential skills needed for innovators to be successful.
4. Review strategies to develop a culture of innovation that supports sustainable behavioral
change.
5. Identify personal leadership skills to enhance your effectiveness as champions of change.
6. Develop an innovation action plan.
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Presenter Bio(s):
Janet Bezner, PT, DPT, PhD, is an Associate Professor in the Department of Physical Therapy at
Texas State University in San Marcos, Texas. Having just returned to academia for the 2014-2015
academic year, Janet formerly was the Vice President of Education and Governance &
Administration at the American Physical Therapy Association (APTA) where she managed the
association strategic planning effort, and supervised the Departments of Accreditation, Academic
Affairs, Post-professional Certification and Credentialing, National Governance and Leadership,
Component Governance and Leadership and Information Technology. She received her
bachelor’s degree in physical therapy at the University of Texas Medical Branch in Galveston,
Texas, her master’s degree from Texas Woman’s University, a PhD in health education from the
University of Texas and a DPT degree from Rocky Mountain University of Health Professions.
Janet’s professional and personal interests lie in discovering how best to partner with members of
society to improve their health through physical activity. Dr. Bezner has numerous publications on
health promotion and wellness and is a frequent invited speaker on topics related to leadership,
personal development, strategic planning, and health promotion and wellness.
Jennifer Green-Wilson, PT, MBA, EdD, is a principal of the Leadership Institute, formerly the
Director the Institute for Leadership in Physical Therapy (LAMP) for the Health Policy and
Administration (HPA) Section of the APTA as well as a member of the Private Practice Section's
(PPS) Education Committee, and a founding faculty member of a national E-Initiative - an
entrepreneurial program for physical therapists. Recently elected to the Board of Directors of the
APTA, she speaks nationally and internationally on topics related to leadership, business, and
management in physical therapy, has been invited to submit short articles for APTA’s ‘Business
Sense’ section of PT in Motion, and was awarded a national research grant from the HPA Section.
As an academic, she served as Assistant Professor and Manager of Clinical Operations, working
directly with PT students to start and expand clinical operations on-campus while teaching:
business and leadership, health care, reimbursement, and professionalism in a Physical Therapy
program in upstate NY. Dr. Wilson holds an Ed.D. degree in Executive Leadership from St. John
Fisher College in Rochester, NY, a MBA degree from the Rochester Institute of Technology, and a
BS degree in physical therapy from Queen's University in Kingston, Ontario, Canada.
Craig Moore PT, MS is immediate past Home Health Section President, and currently serves as
the Director of Operations for Florida Hospital Home Care Services, an agency that services large
regional hospital system in central Florida. Prior to his current role, he served as the outpatient
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team manager for Florida Hospital Celebration Health, an outpatient center that supported 6
clinical programs that include Sports Medicine, Pediatrics, Women’s Health, Hand Therapy,
Neurology, and Lymphedema Management. Previous experience also included serving as the
Florida Hospital Site Team Leader for the “Locomotor Experience Applied PostStroke” (LEAPS)
clinical trial, a walking ecovery study performed on patients who suffered a recent stroke. The
study was a 13-million dollar, multi -site, randomized, clinical trial funded by the NIH coordinated
between 5 hospital organizations and three universities (Duke, University of Florida and the
University of Southern California). Over the last 16 years, Craig Moore has worked in a variety of
clinical settings ranging from inpatient acute care, to rehabilitation, home health, clinical research
and now hospital administration. He has served on a variety of APTA task forces and committees,
currently serving on the APTA Finance Committee.
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#3:LeadingthroughChangeandInnovation
1. Entrepreneurshiprequiresleadership.
TrueorFalse
2. Entrepreneursdisplaythefollowingcharacteristics:a) Commitmentanddeterminationb) Toleranceofrisk,ambiguity,anduncertaintyc) Creativity,self-reliance,andabilitytoadaptd) BothAandCe) Alloftheabove
3. JohnKotterinhisbook,LeadingChange,includesthefollowingstepsneededfor
transformationalchange:a) Recruitonlyafewpeopletoleadthechangeprocessb) Establishasenseofurgencyc) Enlistvolunteerarmyd) Celebrateonlywhenfinalgoalsarereachede) BothAandDf) BothBandC
4. Over60%ofmajorchangesinorganizationsfail.
TrueorFalse
5. Resistanceisnottheprimaryreasonwhychangesfail.
TrueorFalse
6. Creatingreadinessforchangeislessimportantthanannouncingthechange.
TrueorFalse
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Leading throughChange andInnovation
RMBarneyPooleLeadershipAcademy
JenniferGreen-Wilson,PT,MBA,EdD
JanetBezner,PT,PhD&CraigMoore,PT,MBA
SaturdayOctober1,20167:45am– 10:55am
LearningObjectives:Uponcompletionofthiscourse,you’llbeableto:• Discoverhowtoget“unstuck”toembraceinnovationandchange.• Discussmodelstoassessindividualandcollectivereadinessforchangeinphysicaltherapistpractice.• Discussessentialskillsneededforinnovatorstobesuccessful.• Reviewstrategiestodevelopacultureofinnovationthatsupportssustainablebehavioralchange.• Identifypersonalleadershipskillstoenhanceyoureffectivenessaschampionsofchange.• Developaninnovationactionplan.
Switch– HowtoChangeWhenChangeisHard
Heath&Heath,2010
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Let’sTalkaboutCHANGE!
“Manypopularwritershavewrittenthattherighthemisphere isthekeytoexpandinghumanthought,survivingtrauma,healing
autism,andmore. It’sgoingtosaveus. It’stheseatofcreativity,ofthesoul,andeven
greatcasseroleideas.”-RobertOrnstein
(Pink,D.,2006,p.16)
OpeningUpOurRIGHTBrains
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Entrepreneurship
•Wayofthinking,reasoning&actingthatisopportunity obsessed,holisticinapproach&leadership balanced
•Resultsincreation,enhancement,realization&renewalofVALUE forowners,allparticipants&stakeholders
BabsonCollege
Uncertainty
Opportunity Resources
Team
Communication
Businessplan
FitsandgapsAmbiguity
Creativity Leadership
Capitalmarketcontext
Founder
Sustainability:ForEnvironment,CommunityandSociety
Exogenousforces
TheTimmonsModeloftheEntrepreneurialProcess(Timmons&Spinelli)
“Innovation isnowrecognizedasthesinglemostimportantingredientin
anymoderneconomy.”(Kelley,2005,p.3)
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Creativity&Innovation
Attheheartoftheentrepreneurialprocessistheinnovativespirit.
(Timmons&Spinelli)
Sparknewwaysofthinking.
“Coloroutsidethelines”
“Thinkoutsidethebox”
SkillsRequiredof“HealthcareLeaderoftheFuture”
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Entrepreneurs:6DominateThemes1. Commitment&Determination**2. OpportunityObsession3. ToleranceofRisk,Ambiguity,and
Uncertainty4. Creativity,Self-Reliance,andAbilityto
Adapt5. MotivationtoExcel6. Leadership Whereareyou?
E-Thinking:Self-Assessment
DoYou HaveanEntrepreneurialMindset?
ExamineYour“ENTREPRENEURIALMind”(Timmons&Spinelli,2007,pp.34-35)
Instructions:Examineyourattitudes,behaviors,&know-how.Rankyourself(onascaleof5to1).
Commitment&Determination Strongest Weakest
Decisiveness 5 4 3 2 1Willingnesstosacrifice 5 4 3 2 1OpportunityObsession Strongest Weakest
Beingmarketdriven• Havingknowledgeofcustomer’s
needs5 4 3 2 1
Obsessionwithvaluecreation&enhancement
5 4 3 2 1
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ExamineYour“ENTREPRENEURIALMind”(Timmons&Spinelli,2007,pp.34-35)
Instructions:Examineyourattitudes,behaviors,&know-how.Rankyourself(onascaleof5to1).
Commitment&Determination Strongest Weakest
Decisiveness 5 4 3 2 1Willingnesstosacrifice 5 4 3 2 1OpportunityObsession Strongest Weakest
Beingmarketdriven• Havingknowledgeofcustomer’s
needs5 4 3 2 1
Obsessionwithvaluecreation&enhancement
5 4 3 2 1
ToleranceofRisk,Ambiguity,&Uncertainty
Calculatedrisk-taker 5 4 3 2 1
Toleranceofuncertainty&lack
ofstructure5 4 3 2 1
Toleranceofstress&conflict 5 4 3 2 1
Creativity,Self-Reliance,&
AbilitytoAdaptStrongest Weakest
Nonconventional,open-
minded,lateralthinker5 4 3 2 1
Restlesswithstatusquo 5 4 3 2 1
Abilitytoadapt 5 4 3 2 1
Lackoffearoffailure 5 4 3 2 1
MotivationtoExcel
Drivetoachieve&grow(self-
imposed)5 4 3 2 1
Lowneedforstatusandpower 5 4 3 2 1
Abilitytobeinterpersonally
supporting(versuscompetitive)5 4 3 2 1
Awarenessofweakness&strengths 5 4 3 2 1
Leadership Strongest Weakest
Beingself-starter 5 4 3 2 1Havinginternallocusofcontrol 5 4 3 2 1Havingintegrity&reliability 5 4 3 2 1Havingpatience 5 4 3 2 1Beingteambuilder 5 4 3 2 1
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High
Low High
Creativity &
Innovation
PromoterMANAGER,
ADMINISTRATOR
Inventor Entrepreneur
GENERAL MANAGEMENT SKILLS, BUSINESS KNOW-HOW, & NETWORKS
Foster Entrepreneurial Thinking
WhoIstheEntrepreneur?(Timmons&Spinelli,2007)
EntrepreneurialThinking[Mindset]
Entrepreneursare…
• Drivenbyintensecommitment&determinedperseverance,workveryhard• Optimists(cuphalffullnotempty)
• Strivingforintegrity• Burningwithcompetitivedesiretoexcel• Abletousefailureasatoolforlearning• Self-confidentenoughtobelievetheycanandwillmakeadifference. (Kuratko &Hodgetts)
Let’sTalkaboutFailure
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Innovation…
Nosingularmagicmoment.Manysmallerinsightsaccumulatedovertime.
Itdoesn’tmatterwhereyoustart,aslongasyoustart.
ScottBerkin,p.7&39
TheTenFacesofInnovation(Kelley,2005)
1. TheAnthropologist2. TheExperimenter3. TheCross-Pollinator4. TheHurdler5. TheCollaborator
6. TheDirector7. TheExperienceArchitect
8. TheSetDesigner9. TheCaregiver10. TheStoryteller
Modelsfortransformational
change
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Lewin’sModelof
PlannedChange
Lewin– PlannedChange
Kotter– TransformationalChange
Unfreeze 1. Establishasenseofurgency2. Createaguidingcoalition3. Developavision&strategy4. Communicatethechange
Change 5. Empowerbroad-based action6. Generateshorttermwins7. Consolidategains&makemore
change
Refreeze 8. Anchornewapproachestotheculture
8StepstoAccelerateChange(Kotter)
1. CreateSenseofUrgency
2. BuildGuidingCoalition3. *FormStrategicVisionandInitiatives*
4. EnlistVolunteerArmy5. EnableActionbyRemovingBarriers6. GenerateShort-TermWins7. SustainAcceleration8. InstituteChange
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Over-communicatevision–thewhy behindthechange
ComplexAdaptiveSystems&Change
Change requiresLEADERSHIP
Leadershipaboutbehavior,not aboutpersonality.
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SocialAwareness
SocialSkill
Changecatalyst
Managingconflict
Buildingbonds
Teamwork&collaboration
(Goleman,2000)
Proactivelypreparereadinessforchange toovercomeresistance
• Nearly2/3rdsofmajorchangesin
organizationsfail
• Resistance =primaryreasonchangesfailed(Fortune500Executives)
AssessReadinessforChange*(Individual&Collective)
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Readinessrequires IndividualEQ• Self-awarenessand reflectionbothindividuallyandcollectively
EffectiveTeamwork&Collaboration
Part4!
ChangeReadinessSelf-Assessment
• Thinkaboutyour[organization]&checktheboxwhichbestreflectsyourlevelofagreementwitheachstatementonascalewhere:• 1=stronglydisagreeand• 6=stronglyagree
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ChangeReadinessSelf-Assessment 1 2 3 4 5 6
AllourpeoplehavegoodawarenessofourexternalenvironmentWeengageincontinueddialoguewithallstakeholdersOurorganizationworksflexibly&cooperativelyacrossfunctional&hierarchicalboundariesHighdegreeoftrustispresentinrelationships acrossorganizationWearefrank&openinourcommunicationEveryonecangivetheelevatorpitch re:thefuturedirectionoftheorganization
Melbec Development
ChangeReadinessSelf-Assessment 1 2 3 4 5 6
LeadersatalllevelsconsistentlymodelnewbehaviorssoughtaspartofachangeinitiativeOurleadersactivelyseekfeedbackastoeffectivenessoftheirleadershipstyleLeaders&followersestablishinformalcontractstoagreetomutual expectationsofeachotherThereisaclearunderstandingastowhatbeingagoodfollowerisinourorganizationWecelebrate &recognizeachievementsThereisapositiveworkingclimatewithinourorganization
Melbec Development
ChangeReadinessSelf-Assessment
Total subtotals– eachcolumnInterpretation:
RED HIGHRisk– yourorganizationwillprobablynotrespondwelltosignificantchange
AMBER POTENTIALRisk– youmightconsideraddressingtheareaswhereyouscoredpoorly
GREEN LOW Risk– yourorganizationiswell-placedtorespondtochange
Melbec Development
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ReadinesstoBehavioralChangeBehavioralChange
SixStages
1. Pre-contemplation2. Contemplation3. Determination4. Action5. Maintenance6. TerminationProchaska,Veliger1997
We’veGottoKnowWhatCreatesResistancetoChange
3Levels ofResistancetoChange
Level1– IDon’tGetItCognitivereactiontochangeMaycomefrom...• Lackofinformation• Disagreementwithdata• Lackofexposuretocriticalinformation• ConfusionoverwhatitmeansLevel2– IDon’tLikeIt• Emotionalreactiontochange- BPrises,adrenalineflows,pulseincreases
• BasedonFEAR:WIIFM?
Level3– IDon’tLikeYou• Personalreactiontochange- Maybetheylike you,butthey
don’ttrustyou,ordon’thaveconfidenceinyourleadershipRickMaurer
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LackofattentiontoLevel3=majorreasonwhy
resistanceflourishesandchangesfail
Level3– IDon’tLikeYou
(theLeader)
Identifychampionsofchange– tofuelthechangemomentum
InspirechangeFuelchange
Keepchangeprocessfueled
Driving change– takesenergy&canbelonely
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Switch– HowtoChangeWhenChangeisHardHeath&Heath,20101)DirecttheRIDER
Culturesofinnovationthatsupportsustainablebehavioralchange
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AFewWordson…Barriers&BlindSpotstoInnovation…
HoldPeersAccountableforChange
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Leadership&Entrepreneurship
• Theleader’sactionssetthetoneforinnovation&risktaking.• Leadersmustbeattentivetohowpeoplearemadetofeelwhentheytakerisksandfail.•Arepeoplerewardedorpunishedwhentheyfail?•Arepositiveornegativestoriestoldaboutfailure?
ActionPlanning
Thinkof1typeofchangethatyou’d
like/needtomake.
Whatdoyouneed/havetodoinorderto
startand/orre-startthechangeprocess?
Whattools&/orresourcesdoyouneed?
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Ittakesabout6yearsofhardworktobecomeanovernight
success.
SethGodin
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#3:LeadingthroughChangeandInnovation
1. Entrepreneurshiprequiresleadership.
TrueorFalse
2. Entrepreneursdisplaythefollowingcharacteristics:a) Commitmentanddeterminationb) Toleranceofrisk,ambiguity,anduncertaintyc) Creativity,self-reliance,andabilitytoadaptd) BothAandCe) Alloftheabove
3. JohnKotterinhisbook,LeadingChange,includesthefollowingstepsneededfor
transformationalchange:a) Recruitonlyafewpeopletoleadthechangeprocessb) Establishasenseofurgencyc) Enlistvolunteerarmyd) Celebrateonlywhenfinalgoalsarereachede) BothAandDf) BothBandC
4. Over60%ofmajorchangesinorganizationsfail.
TrueorFalse
5. Resistanceisnottheprimaryreasonwhychangesfail.
TrueorFalse
6. Creatingreadinessforchangeislessimportantthanannouncingthechange.
TrueorFalse
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#3:LeadingthroughChangeandInnovation
ANSWERKEY
1. Entrepreneurshiprequiresleadership.
Answer:True
2. Entrepreneursdisplaythefollowingcharacteristics:a) Commitmentanddeterminationb) Toleranceofrisk,ambiguity,anduncertaintyc) Creativity,self-reliance,andabilitytoadaptd) BothAandCe) Alloftheabove
Answer:E
3. JohnKotterinhisbook,LeadingChange,includesthefollowingstepsneededfortransformationalchange:a) Recruitonlyafewpeopletoleadthechangeprocessb) Establishasenseofurgencyc) Enlistvolunteerarmyd) Celebrateonlywhenfinalgoalsarereachede) BothAandDf) BothBandC
Answer:F
4. Over60%ofmajorchangesinorganizationsfail.
Answer:True
5. Resistanceisnottheprimaryreasonwhychangesfail.
Answer:False
6. Creatingreadinessforchangeislessimportantthanannouncingthechange.
Answer:False