Engaging Clinicians

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Engaging Clinicians

• Front Line Connect National Engagement Event
  Series
• CHOOSE AND BOOK
• 20-21 June 2005

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4 Identify Or Create Opportunities For Meaningful
Input
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Options for Engagement

• There are a number of ways to engage others.
• Characteristics of the change drive what you do
• The intensity of the impact the change will have
  (either because it upends an established work
  process or has a good deal of emotion attached to
  it)
• The degrees of freedom that exist for authentic
  input that will shape results

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Basic Assumption

• Genuine commitment come from authentic engagement

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2 x2 Grid Engagement Opportunities
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DEGREES OF FREEDOM Low High
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Low High
(Perceived negative) IMPACT
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Box 1Inputlow, impactlow

• Show / demonstrate
• Make implementation hassle free

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Box 2Inputhigh, impactlow

• Present a plan for reaction
• Seek as much input as people care to give
• Use input opportunity to strengthen your
  credibility

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Box 3Inputhigh, impacthigh

• Listen to concerns not defensively
• Use fair process to engage others
• Use these input opportunities to strengthen your
  credibility

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Box 4Inputlow, impacthigh

• Listen to concerns non-defensively
• Explore input into implementation (go to Box 3)
• Tell and sell
• Supply as much info as possible
• Help others let go
• Arrange for demo, to talk to users
• Arrange for visible sponsorship
• Apply persuasion skills

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Fair Process

• People care about outcomes (and do act in ways
  consistent with self-interest)
• People also care about process. When they
  perceive a process is fair, they accept and
  support decisions/actions not in their
  self-interest
• Bottom line Outcomes matter, but no more than
  the fairness of the processes that produce them.
  
• Fair Process Managing in the Knowledge Economy,
  W. Chan Kim and Renée Mauborgne, Harvard Business
  Review, January 2003

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Bedrock of Fair Process Three Principles

• Engagement involving individuals in decisions
  that affect them
• Explanation everyone involved and affected
  should understand the rationale for final
  decision
• Expectation clarity when a decision means new
  rules of the game, they are clearly articulated

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Engagement

• Not handing over control or decision-making
  authority
• Not endless process
• Not decision by consensus
• Not winning support through compromise

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Engagement

• Seeks input
• Allows for a fair hearing of all points of view
• Encourages close examination of the merits of
  ideas/suggestions
• Relies on the merit of ideas to drive
  decision-making

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5. Proportionality
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Develop Proportional Support for YOUR Efforts

• Change team
• Homophily
• Alliances

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Three Change Roles

• Sponsors formal leaders I believe we need to
  do this.
• Agents helpers, facilitators, content experts
  (have no formal authority)
• Champions respected opinion leaders

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Sponsor Actions

• Demonstrate personal commitment to change
• Publicly and privately speak in favor of it
• Be among the first to adopt the new way
• Align resources with the change
• Provide encouragement and acknowledgment to
  others as they get on with change
• Hold others to account to get on with change

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Change Agents Ensure Sponsorship

• Gain the needed sponsorship
• Let go of judgment or baggage if potential
  sponsors havent come through in the past
• Dont assume the sponsor is clear about his or
  her role. Explain why you need support. Be direct
  and make specific requests
• Piggyback or link your change onto an issue
  that is salient and a priority for the sponsor
• Offer to help the sponsor execute your request

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Be An Effective Agent

• Work as part of a team to help plan the change
• Influence others through data and information
• Teach others share your professional expertise
  and knowledge
• Listen to concerns and where possible help remove
  barriers to change implementation
• Continue to support sponsors to do what only they
  can do

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Develop Champions

• Successful champions are credible, trusted, and
  respected
• Help champions serve as translators to bridge
  the gap between early innovators who
  enthusiastically embrace change and others who
  may be more reluctant, skeptical, or risk averse.

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Role Clarity
SPONSORS
AGENTS
CHAMPIONS
IMPLEMENTERS
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Homophily

• Like with like
• Someone other than you may be more credible as a
  source of information/influence

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C C
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Communication /engagement proportional to the
task
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If theyve not heard it, youve not said it

• with the right message/style/frequency/channel

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Define and know your audiences/stakeholders

• Stakeholder inventory
• Categorise who they are
• Think about different positions, knowledge
  base, communication styles and preferences and
  think of appropriate mode/mix of engagement

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Stakeholder inventory

• Who does or will this change effect
• Who can effect this change who needs to know to
  make the change happen?
• Who can help or hinder the change happening?
• Who needs to know?
• Who else should be involved?

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Categorise your stakeholders

• Who are your supporters, who is neutral and who
  is likely to oppose your plans?
• Who do you need to influence?
• What do you know about their current position or
  feelings?
• How will it affect them as individuals?
• How will they talk together about this?

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• Tackling the communications marketplace
  segmentation/ creating networks/ tipping points
  /creatingmarket share etc.

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Maurer
Enthusiast
Pragmatist
Cynic
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Communications strategy in six steps
Agree the Outcome Know what you are trying to
achieve. Write it down, check that it is
achievable and agree your success indicators
Audiences and Media Know who you are trying to
reach and through which channels. Make sure you
can see the world as each audience sees it
hopes fears etc.
Build Currency When you communicate with these
audiences use the language they speak shaped by
the concepts they use and written from their
point of view
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Fors, againsts and dont cares Know who
will work with you to achieve the outcome, who
will work against you and who amongst the dont
cares you can win over to your side. Remember
not everyone who smiles is a for.
Communications and Actions Know who will have to
say and do what in order to get the outcome you
want. Check that those people have enough
credibility in the bank with the key audiences
before you start
Evaluate, review and adjust Is it working? Keep
the actual outcomes under review and adjust your
activities as necessary
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www.npsa.nhs.uk/cleanyourhands
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Communication / engagement is a contact sport
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Prepared for NHS Connecting for Health

• Jack Silversin, Mary Jane Kornacki. Amicus,
  www.consultamicus.com
• Steve ONeill Multi Communications
• sjoneill_at_multicomms.co.uk

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• OK
• BUT
• YOU STILL HAVE NOT ANSWERED

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• WHAT TECHNICAL PROBLEM?

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• SYSTEM

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• PROCESS

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• Front Line Connect National Engagement Event
  Series
• CHOOSE AND BOOK
• 20-21 June 2005
• THANK YOU FOR ATTENDING