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If You Want to
Change the
World, Start Off
by Making Your
Bed.
William McRaven
1
Trust in Data
MyRBQM® Academy Presents
Dealing with Resistance
Facilitate successful RBQM – Part II
WEBINAR | Thursday, April 2, 2020
Ask
your
questions
here >
3
4
The Company
Since: 2013
Founders: RB(Q)M pioneers, ERT’s former Quality Data Systems Development Lead and team
and co-founded by Bayer’s former Head of Global Data Management
Focus: Full-service RBQM solutions, exclusively designed for clinical purpose
Headquarters: Olof-Palme-Str. 15, D-60439 Frankfurt am Main, GERMANY
220 Juana Avenue, San Leandro, CA 94577, UNITED STATES
4
5
Dealing with Resistance –
Facilitate Successful RBQM, Part II
6
Agenda
• Recap Part I
• Part II: How to fight your biggest enemy, time,
by agile change management
• Q&A
7
RECAP PART I
Trust the
process; results
undoubtedly
follow.
8
The (In)famous ‘Change Curve’
Kübler-Ross Model
9
Recognize this?
At present, we are
living ‘change’.
10
11
Our Three Brains
Understanding responses and behavior
▪ Reptilian (brain stem and cerebellum “gut brain”): Fight
or flight, eat it or be eaten. New system coming,
leadership is terrible! I’m going to quit!
▪ Mammalian (limbic “heart brain”): Values and social
analysis, how will it affect me? I can’t quit but let’s see
how great things are when their initiative fails.
▪ Human (neocortex “head brain”): Analysis, assessment,
planning. I need to hold tight until I have more
information, I’ll talk to my manager to see what they know.
Method How to Use When to Use Advantages Drawbacks
EDUCATION Communicate the desired
changes and reasons for
them.
Where there is a lack of/or
inaccurate information and
analysis.
Once persuaded, people
will often help with the
implementation of the
change.
Can be very time
consuming if lots of
people are involved.
PARTICIPATION Involve potential resisters
in designing and
implementing the change.
Where the initiators do not
have all the information,
they need to design the
change, and where others
have considerable power to
resist.
People who participate
will be committed to
implementing change, and
any relevant information
they have will be
integrated into the change
plan.
Can be very time
consuming if
participators design an
inappropriate change.
FACILITATION Provide skills training,
tools, resources and
emotional support.
Where people are resisting
because of adjustment
problems.
No other approach works
as well with adjustment
problems.
Can be time consuming,
expensive, and still fail.
NEGOTIATION Offer incentives for making
the change.
Where someone or some
group will clearly lose out in
a change, and where that
group has considerable
power to resist.
Sometimes it is a relatively
easy way to avoid major
resistance.
Can be too expensive in
many cases if it alerts
others to negotiate for
compliance.
COERCION Threaten loss of jobs or
promotion opportunities;
fire or transfer those who
can’t or won’t change.
Where speed is essential,
and the change initiators
possess considerable power.
It is speedy and can
overcome any kind of
resistance.
Can be risky if it leaves
people mad at the
initiators.
Dealing with Resistance – John P. Kotter and Leonard A. Schlesinger
13
Change vs Transition
Beckhard’s Transition Model
Organizations ask/tell individuals to change but often neglect to properly manage/lead the transition.
SITUATIONAL
External forces create
the need for change.
PSYCHOLOGICAL
An individual’s reaction
to change.
Transition
happens Inside
Change comes
from Outside
14
What is Change Management?
Management of the transition from the current state to the future state
CURRENT STATE
TRANSITION
STATE
FUTURE STATE
CHANGE MANAGEMENT – People side of the RBQM implementation
PROJECT MANAGEMENT – Technology side of the RBQM implementation
15
Goals of Change Management
Meet the 3 H’s
▪ Ensure everyone
gets it intellectually
HEAD HEART HAND
▪ Ensure everyone
believes in it
▪ Ensure mechanisms are
in place for it to stick
16
Developing a Change Strategy
It’s more than a simple procedural change
Prepare People
o Communication principles when building a sense of
urgency/vision for change
o Develop a change management team
o Identify and analyze stakeholder involvement and
engagement
o Pulling it all together with a Communication Plan
Plan the Change
• Picture of current – future state of the
change
• Asses the organization forces that will
help/hinder the change
• Analyze the organizational impact of the
change
• Analyze the drivers’ need to achieve
improved results
Are you going to
communicate ‘change’ or
‘opportunity’?
Or opportunity through
change…
17
What and how would
you announce it?
The five hats
that every
change manager
wears.
19
Change starts with you, the change manager:
▪ The Leader - drives change and transformation
▪ The Manager - ensures that processes run smoothly
▪ The Troubleshooter - resolves crisis situations
▪ The Ambassador - liaises with senior stakeholders
▪ The Coach - works with staff to maximise their capabilities
20
21
#1
Change requires
individual energy, risk
and emotional
investment.
#2
Change counterintuitive;
go slow to go fast.
#3
Communication is critical
in every stage of building
commitment to change.
PART II
Agile: quick
resourceful,
adaptable, and
well-coordinated
flow
22
‘Agile’ is a new way to
tackle change initiatives
by breaking them down
into iterative segments
23
If You Want to
Change the
World, Start Off
by Making Your
Bed.
William McRaven
24
Our fixation is on the finish line and what we
see as “success” tends to hinder our ability to
break down a process into manageable,
flexible pieces that focus on the next best
thing to do, and the next best thing after that.
25
Iterative Cycles Called “Sprints”
Focus on the next best thing to do
SPRINT PLANNING
▪ Deadline, max 1–4 wks
▪ Sprint goal
▪ Ranked list of
requirements (backlog)
▪ Team selects starting at
top as much as it can
commit to deliver
▪ Task breakout
26
What Goes Inside One Sprint?
Focus on the next best thing to do
SPRINT REVIEW
▪ Demo deliverables to all
▪ Discuss what’s done and
what wasn’t done (add to
backlog)
▪ Challenges you faced
▪ Adaptations you made
▪ What you’d do differently
DAILY ‘SCRUM’ MEETING
▪ Short stand-up (15–
30min)
▪ Done since last meeting
▪ Plan for today
▪ Obstacles
Key Takeaway #1
At its core, agile is based on the assumption that
circumstances change as a project develops.
27
28
They Share the Same Goal
Maximum adoption and minimum post-implementation disconnects
Agile Change Management (daily execution)
o Focus on people interaction, early wins and pilot
implementations
o Step-by-step process
o Follows a lean, iterative blueprint
o Adapts to changing business conditions
o Facilitates the execution of deliverables
o Deliverables will be just-in-time and fit-for-purpose
o Bypasses/avoids webs of approval-based red tape
Change Management (the bigger plan)
• Change evaluation and definition
• Change strategy and plan
• Execute change program
• Measure benefits and results
• Transition to business-as-usual
29
Don’t Confuse Goals
Change Management Goals versus Business Goals
RBQM Implementation Project Management
Deliverables are directly connected to business performance
goals, e.g.:
o Monitoring cost optimization (less SDV)
o Optimization patient enrollment (predictive analytics)
o Avoiding fines (CSM to detect misconduct)
o Optimization portfolio (vendor oversight)
Change (People) Management
Method to facilitate and drive e.g. RBQM
Project Management goals:
• Thru maximum adoption
• Thru minimum post-implementation
disconnects
30
Don’t Forget Change Management
It aids on the people side of change
RBQM Implementation Project Management
Deliverables are directly connected to business performance
goals, e.g.:
o Monitoring cost optimization (less SDV)
o Optimization patient enrollment (predictive analytics)
o Avoiding fines (CSM to detect misconduct)
o Optimization portfolio (vendor oversight)
Change (People) Management
Method to facilitate and drive e.g. RBQM
Project Management goals:
▪ Thru maximum adoption
▪ Thru minimum post-implementation
disconnects
31
Change Management in an Agile Environment
Get everyone on the same team and on the same agenda
Key Takeaway #2
Your agile change management system should align
with your long-term business goals.
32
33
Cherry Pick Your First RBQM “Pilot”
Champions & Successes
Assemble a team of “champions” and early adopters
Studies with the highest probability of success
✓ Moderately complex study
✓ Across continents
✓ Phase 2 or 3
✓ Approximately 300 – 800 subjects
✓ Randomized trial or stratification study
Why?
 Success is contagious!
34
Cherry Pick Your First RBQM “Pilot”
Champions & Successes
Trust your people Reward output
not input
Start at the topUnderstand the
business case
Treat people as
individuals
Key Takeaway #3
Agile change management requires your organization to
have a flexible, people-centric culture.
35
36
#1
At its core, agile is based
on the assumption that
circumstances change as
a project develops.
#2
Your agile change
management system
should align with your
long-term business goals.
#3
Agile change
management requires
your organization to have
a flexible, people-centric
culture.
Trust the
process; results
undoubtedly
follow.
37
38
Linda Bunschoten
Chief Marketing Officer
Cyntegrity Germany GmbH
Dr Johann Proeve
Chief Scientific Officer
Cyntegrity Germany GmbH
39
Contact information:
post@cyntegrity.com
linda.bunschoten@cyntegrity.com
40
TEMPORARILY FOR FREE
RBQM for White Belts
by MyRBQM® Academy
100% online | self-paced | coupon code: STAY-WELL-APRIL
Click the link here.

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WEBINAR | Dealing with Resistance - Facilitate Successful RBQM [part 2]

  • 1. If You Want to Change the World, Start Off by Making Your Bed. William McRaven 1
  • 2. Trust in Data MyRBQM® Academy Presents Dealing with Resistance Facilitate successful RBQM – Part II WEBINAR | Thursday, April 2, 2020
  • 4. 4 The Company Since: 2013 Founders: RB(Q)M pioneers, ERT’s former Quality Data Systems Development Lead and team and co-founded by Bayer’s former Head of Global Data Management Focus: Full-service RBQM solutions, exclusively designed for clinical purpose Headquarters: Olof-Palme-Str. 15, D-60439 Frankfurt am Main, GERMANY 220 Juana Avenue, San Leandro, CA 94577, UNITED STATES 4
  • 5. 5
  • 6. Dealing with Resistance – Facilitate Successful RBQM, Part II 6
  • 7. Agenda • Recap Part I • Part II: How to fight your biggest enemy, time, by agile change management • Q&A 7
  • 8. RECAP PART I Trust the process; results undoubtedly follow. 8
  • 9. The (In)famous ‘Change Curve’ Kübler-Ross Model 9
  • 10. Recognize this? At present, we are living ‘change’. 10
  • 11. 11 Our Three Brains Understanding responses and behavior ▪ Reptilian (brain stem and cerebellum “gut brain”): Fight or flight, eat it or be eaten. New system coming, leadership is terrible! I’m going to quit! ▪ Mammalian (limbic “heart brain”): Values and social analysis, how will it affect me? I can’t quit but let’s see how great things are when their initiative fails. ▪ Human (neocortex “head brain”): Analysis, assessment, planning. I need to hold tight until I have more information, I’ll talk to my manager to see what they know.
  • 12. Method How to Use When to Use Advantages Drawbacks EDUCATION Communicate the desired changes and reasons for them. Where there is a lack of/or inaccurate information and analysis. Once persuaded, people will often help with the implementation of the change. Can be very time consuming if lots of people are involved. PARTICIPATION Involve potential resisters in designing and implementing the change. Where the initiators do not have all the information, they need to design the change, and where others have considerable power to resist. People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan. Can be very time consuming if participators design an inappropriate change. FACILITATION Provide skills training, tools, resources and emotional support. Where people are resisting because of adjustment problems. No other approach works as well with adjustment problems. Can be time consuming, expensive, and still fail. NEGOTIATION Offer incentives for making the change. Where someone or some group will clearly lose out in a change, and where that group has considerable power to resist. Sometimes it is a relatively easy way to avoid major resistance. Can be too expensive in many cases if it alerts others to negotiate for compliance. COERCION Threaten loss of jobs or promotion opportunities; fire or transfer those who can’t or won’t change. Where speed is essential, and the change initiators possess considerable power. It is speedy and can overcome any kind of resistance. Can be risky if it leaves people mad at the initiators. Dealing with Resistance – John P. Kotter and Leonard A. Schlesinger
  • 13. 13 Change vs Transition Beckhard’s Transition Model Organizations ask/tell individuals to change but often neglect to properly manage/lead the transition. SITUATIONAL External forces create the need for change. PSYCHOLOGICAL An individual’s reaction to change. Transition happens Inside Change comes from Outside
  • 14. 14 What is Change Management? Management of the transition from the current state to the future state CURRENT STATE TRANSITION STATE FUTURE STATE CHANGE MANAGEMENT – People side of the RBQM implementation PROJECT MANAGEMENT – Technology side of the RBQM implementation
  • 15. 15 Goals of Change Management Meet the 3 H’s ▪ Ensure everyone gets it intellectually HEAD HEART HAND ▪ Ensure everyone believes in it ▪ Ensure mechanisms are in place for it to stick
  • 16. 16 Developing a Change Strategy It’s more than a simple procedural change Prepare People o Communication principles when building a sense of urgency/vision for change o Develop a change management team o Identify and analyze stakeholder involvement and engagement o Pulling it all together with a Communication Plan Plan the Change • Picture of current – future state of the change • Asses the organization forces that will help/hinder the change • Analyze the organizational impact of the change • Analyze the drivers’ need to achieve improved results
  • 17. Are you going to communicate ‘change’ or ‘opportunity’? Or opportunity through change… 17
  • 18. What and how would you announce it?
  • 19. The five hats that every change manager wears. 19
  • 20. Change starts with you, the change manager: ▪ The Leader - drives change and transformation ▪ The Manager - ensures that processes run smoothly ▪ The Troubleshooter - resolves crisis situations ▪ The Ambassador - liaises with senior stakeholders ▪ The Coach - works with staff to maximise their capabilities 20
  • 21. 21 #1 Change requires individual energy, risk and emotional investment. #2 Change counterintuitive; go slow to go fast. #3 Communication is critical in every stage of building commitment to change.
  • 22. PART II Agile: quick resourceful, adaptable, and well-coordinated flow 22
  • 23. ‘Agile’ is a new way to tackle change initiatives by breaking them down into iterative segments 23
  • 24. If You Want to Change the World, Start Off by Making Your Bed. William McRaven 24 Our fixation is on the finish line and what we see as “success” tends to hinder our ability to break down a process into manageable, flexible pieces that focus on the next best thing to do, and the next best thing after that.
  • 25. 25 Iterative Cycles Called “Sprints” Focus on the next best thing to do
  • 26. SPRINT PLANNING ▪ Deadline, max 1–4 wks ▪ Sprint goal ▪ Ranked list of requirements (backlog) ▪ Team selects starting at top as much as it can commit to deliver ▪ Task breakout 26 What Goes Inside One Sprint? Focus on the next best thing to do SPRINT REVIEW ▪ Demo deliverables to all ▪ Discuss what’s done and what wasn’t done (add to backlog) ▪ Challenges you faced ▪ Adaptations you made ▪ What you’d do differently DAILY ‘SCRUM’ MEETING ▪ Short stand-up (15– 30min) ▪ Done since last meeting ▪ Plan for today ▪ Obstacles
  • 27. Key Takeaway #1 At its core, agile is based on the assumption that circumstances change as a project develops. 27
  • 28. 28 They Share the Same Goal Maximum adoption and minimum post-implementation disconnects Agile Change Management (daily execution) o Focus on people interaction, early wins and pilot implementations o Step-by-step process o Follows a lean, iterative blueprint o Adapts to changing business conditions o Facilitates the execution of deliverables o Deliverables will be just-in-time and fit-for-purpose o Bypasses/avoids webs of approval-based red tape Change Management (the bigger plan) • Change evaluation and definition • Change strategy and plan • Execute change program • Measure benefits and results • Transition to business-as-usual
  • 29. 29 Don’t Confuse Goals Change Management Goals versus Business Goals RBQM Implementation Project Management Deliverables are directly connected to business performance goals, e.g.: o Monitoring cost optimization (less SDV) o Optimization patient enrollment (predictive analytics) o Avoiding fines (CSM to detect misconduct) o Optimization portfolio (vendor oversight) Change (People) Management Method to facilitate and drive e.g. RBQM Project Management goals: • Thru maximum adoption • Thru minimum post-implementation disconnects
  • 30. 30 Don’t Forget Change Management It aids on the people side of change RBQM Implementation Project Management Deliverables are directly connected to business performance goals, e.g.: o Monitoring cost optimization (less SDV) o Optimization patient enrollment (predictive analytics) o Avoiding fines (CSM to detect misconduct) o Optimization portfolio (vendor oversight) Change (People) Management Method to facilitate and drive e.g. RBQM Project Management goals: ▪ Thru maximum adoption ▪ Thru minimum post-implementation disconnects
  • 31. 31 Change Management in an Agile Environment Get everyone on the same team and on the same agenda
  • 32. Key Takeaway #2 Your agile change management system should align with your long-term business goals. 32
  • 33. 33 Cherry Pick Your First RBQM “Pilot” Champions & Successes Assemble a team of “champions” and early adopters Studies with the highest probability of success ✓ Moderately complex study ✓ Across continents ✓ Phase 2 or 3 ✓ Approximately 300 – 800 subjects ✓ Randomized trial or stratification study Why?  Success is contagious!
  • 34. 34 Cherry Pick Your First RBQM “Pilot” Champions & Successes Trust your people Reward output not input Start at the topUnderstand the business case Treat people as individuals
  • 35. Key Takeaway #3 Agile change management requires your organization to have a flexible, people-centric culture. 35
  • 36. 36 #1 At its core, agile is based on the assumption that circumstances change as a project develops. #2 Your agile change management system should align with your long-term business goals. #3 Agile change management requires your organization to have a flexible, people-centric culture.
  • 38. 38 Linda Bunschoten Chief Marketing Officer Cyntegrity Germany GmbH Dr Johann Proeve Chief Scientific Officer Cyntegrity Germany GmbH
  • 40. 40 TEMPORARILY FOR FREE RBQM for White Belts by MyRBQM® Academy 100% online | self-paced | coupon code: STAY-WELL-APRIL Click the link here.