Transcript Staff Buy-In for Process Improvement

Staff Buy-In for Process
Improvement
Rick Redmond, LCSW
Administrator for Admissions &
Community Services
Acadia Hospital
Bangor, Maine
(207) 973-6811
Buy In
“Signifies the commitment of interested or
affected parties to a decision…to buy in to
the decision, that is, to agree to give it
support.”
Where is buy-in needed?
AIM Problem 
Idea Process Change 
Outcome Mission
Ingredients for Buy In
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Executive Champion
Strategic Change Leader and Change Team
Selection
Do Homework on the Problem
Get Started Without Ado
Data
Communication
Executive Champions
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Spotlighting importance
Connecting the vision and mission to the
identified problem and desired outcome
Communicating on the back end
Change Leader
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Seen as a change agent and respected
Tenacious about this priority
Hands-on support
Uses the riches of the change team
Change Team
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Strategic recruitment for talent, openness
and diversity
Educated in NIATx principles (PI 101)
Diligent attendance and participation
Willing to experiment and bend
Getting Started Without Ado
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Start small
Brief experiments
Back-checking
Resourcing
Data and Communication
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Have a data person on change team
Keep it simple
Rapid data turnaround
Celebrate success – “a big deal”
What about change resistance?
Outcomes will shape buy-in from
leaders and line staff not directly
involved in the initial change…
2nd Phase Buy In
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Use momentum
Spread excitement and incentive
Train more change leaders
Examples from the Field
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Successes
Failures
Lessons Learned – Buy In
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Signals from Leadership are Key
Don’t aim for culture change first
Change Team buy-in through education and
participation in decision
Larger organizational buy-in to by tying
outcomes to appealing goals
Keep momentum rolling
Spread the buy-in