PowerPoint-Pr

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The austrian health care system in a permanent
reform process Athens, June 2008
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An attractive environment ...
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agenda

• framework
• attitudes and perception
• communications management
• change management
• organization development

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the austrian health care systemorganizational
structure and lines of accountability
Hofmarcher/ Rack, 2006
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Involve key players!
framework and definitions attitudes and
perception communications management change
management
High
Medium
Low
High
Key players strong buy in
Active Consultation
Medium
Maintain Interest
Power
Keep Informed
Low
Impact
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change means to move
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small wheel fast move
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who are the small wheels in a health care system
reform
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• framework and definitions
• attitudes and perception
• communications management
• change management
• organization development

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attitude
framework and definitions attitudes and
perception communications management change
management

• A persons attitude
• consists of
• his/her point of view about the topic ?
  thougt, beliefs
• how he/she feels about the topic ? emotion
• his/her actions
• ? behaviours

organization development
e.g. preventive medicine
Pickens, 2005
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framework and definitions attitudes and
perception communications management change
management
organization development
reduction of reality
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• framework and definitions
• attitudes and perception
• communications management
• change management
• organization development

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framework and definitions attitudes and
perception communications management change
management
organization development
Whenever a task fits into the big picture, it
makes more sense for the individual to go for it.
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stakeholder orientation
framework and definitions attitudes and
perception communications management change
management
organization development
external communication
internal communication
relationship
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framework and definitions attitudes and
perception communications management change
management organization development
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timing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
Phase III (Confusion Transition) identify
goals and interests, trade-off
Phase II (Unfreezing) understand the status quo,
collect data and knowledge
Phase I (Assignment) clarifiy legitimation and
form a project structure
time
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timing
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
4. Freezing Decision making finalizing
time
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role allocation
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation

• legitimation (initiator)
• legitimation assignment of mission
• conflict settlement for the steering committee

steering committee
project management
trade-off
task groups
reflexion
time
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role allocation
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee

• steering committee
• assignment of tasks for the project
  management/task groups
• reporting to the initiator

project management
trade-off
task groups
reflexion
time
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role allocation
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management
project management (initiator ??) coordinating
and administrating the overall process
reporting to the steering committee 
trade-off
task groups
reflexion
time
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role allocation
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management

• trade off
• synchronizing and adjusting the results of the
  different task groups
• support for the project management by condensing
  the results of the task groups

trade-off
task groups
reflexion
time
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role allocation
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management

• task groups
• developing solutions (e.g. based on local or
  regional requirements)

trade-off
task groups
reflexion
time
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role allocation
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management

• reflexion
• taking the overall process and the developed
  solution into consideration
• feedback for the steering committee and other
  stakeholders

trade-off
task groups
reflexion
time
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Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
timing
steering committee

project management
role allocation
trade-off
?
task groups
project architecture
reflexion
time
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project architecture
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
timing
steering committee

project management
role allocation
trade-off
?
task groups
project architecture
reflexion
time
vgl. Königswieser/Exner, 1998/2003
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project architecture
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management
trade-off
task groups
reflexion
time
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project architecture
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management
trade-off
task groups
reflexion
time
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project architecture
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management
trade-off
task groups
reflexion
time
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project architecture
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management
trade-off
task groups
reflexion
time
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project architecture
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management
trade-off
task groups
reflexion
time
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project architecture
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management
trade-off
task groups
reflexion
time
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project architecture
Freezing Decision making finalizing
Assignment Forming a project structure
Unfreezing Understanding status quo
Confusion Transition Identifying of goals and
interests
legitimation
steering committee
project management
trade-off
task groups
reflexion
time
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Vielen Dank für Ihre Aufmerksamkeit.
siegfried.walch_at_mci.edu
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Dr. Anton Petter MD, Senior Lecturer Dr.
Percivil Carrera Coordinator Master
International Health Care Management,
MCI-Lecturer Dr. Siegfried Walch Director of
Studies, Professor (FH)
Management Center Innsbruck Nonprofit-,
Sozial- und Gesundheitsmanagement
(Bachelor) International Health Care Business
Management (Master)Universitaetsstrasse
15A-6020 InnsbruckTel 43 512 2070-1621 Fax
43 512 2070-1699 siegfried.walch_at_mci.edu
www.mci.edu/international