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Leading Innovation Leading Innovation in Healthcarein HealthcareClaudia Q. PerezClaudia Q. Perez

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Guideline for Innovation Guideline for Innovation CoachingCoaching

Innovation CoachingInnovation Coaching Challenge the status quoChallenge the status quo Take riskTake risk Innovative thinking principles, behaviors and metricsInnovative thinking principles, behaviors and metrics Embrace uncertaintyEmbrace uncertainty Re think the way we do things Structure, processRe think the way we do things Structure, process

Innovation StrategyInnovation Strategy Creativity with vision, rules and deadlinesCreativity with vision, rules and deadlines

Innovation Process Innovation Process Democratizing InnovationDemocratizing Innovation Expect evidence based processExpect evidence based process Valuing multiple intelligenceValuing multiple intelligence Provide time for reflection or idea generationProvide time for reflection or idea generation Recognize the value of the anomalyRecognize the value of the anomaly Develop capacity for rational risk takingDevelop capacity for rational risk taking Form new partnershipsForm new partnerships

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Guideline for Innovation Guideline for Innovation Coaching (2)Coaching (2)

MetricsMetrics QualitativeQualitative QuantitativeQuantitative

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Guidelines for Emotional Guidelines for Emotional CompetencyCompetency

Self-ReflectionSelf-Reflection Find time apartFind time apart Focus in a quiet placeFocus in a quiet place Do daily readingDo daily reading Focus on one insight each dayFocus on one insight each day Translate insights into actionTranslate insights into action Encourage others to reflectEncourage others to reflect Maintain a calm demeanorMaintain a calm demeanor

Emotionally Competent BehaviorsEmotionally Competent Behaviors Solicit opinions of team members in meetingsSolicit opinions of team members in meetings Listen until the other person is finished talkingListen until the other person is finished talking Be able to deal with disappointmentBe able to deal with disappointment

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Guidelines for Emotional Guidelines for Emotional Competency (2)Competency (2)

Vulnerability & Taking RisksVulnerability & Taking Risks Innovative leader makes themselves vulnerable by taking risks and Innovative leader makes themselves vulnerable by taking risks and

asking their team to step out of their comfort zoneasking their team to step out of their comfort zone Recognize Individuality and the "Human Element"Recognize Individuality and the "Human Element"

Focus on individual performance to fulfill organizational goalsFocus on individual performance to fulfill organizational goals Engage individuals toward organizational goalsEngage individuals toward organizational goals Translate goals into practiceTranslate goals into practice Find points of good fit between service and systemFind points of good fit between service and system Assure internal efforts match external cultureAssure internal efforts match external culture All team members are enthused in their workAll team members are enthused in their work

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Guidelines for Emotional Guidelines for Emotional Competency (3)Competency (3)

Find Ways to Recognize &Manage ChallengesFind Ways to Recognize &Manage Challenges Exhibit constant readinessExhibit constant readiness Have continuous presence toward othersHave continuous presence toward others Be willing to exploreBe willing to explore Embrace challengesEmbrace challenges Demonstrate and exhibit uncertaintyDemonstrate and exhibit uncertainty Question everythingQuestion everything Create good questionsCreate good questions Avoid permanent answersAvoid permanent answers Engage team membersEngage team members

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Guidelines for Emotional Guidelines for Emotional Competency (4)Competency (4)

Understand the Emotional Elements of ChangeUnderstand the Emotional Elements of Change Understand the emotions that may be involved Understand the emotions that may be involved

(uncertainty, fear, excitement, etc)(uncertainty, fear, excitement, etc) Fear of the unknownFear of the unknown Being vulnerableBeing vulnerable Making mistakesMaking mistakes Technology barriersTechnology barriers Learning and understanding resistance of others to Learning and understanding resistance of others to

changechange

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Accommodate Change, Accommodate Change, Innovation & CreativityInnovation & Creativity

Adapt quickly to change while living in the Adapt quickly to change while living in the potentialpotential

Look for subtle shifts and always search for more Look for subtle shifts and always search for more information while reading the landscape wellinformation while reading the landscape well

Use diverse networks of colleagues and Use diverse networks of colleagues and continuously communicate with otherscontinuously communicate with others

Use strategic opportunities and circumstances that Use strategic opportunities and circumstances that generate a demand for changegenerate a demand for change

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Continuous Learning with Continuous Learning with Chaos & ComplexityChaos & Complexity

Continuously grow and develop knowledge while Continuously grow and develop knowledge while recognizing the value of chaos in changerecognizing the value of chaos in change

Commit to personal growth and development for yourself Commit to personal growth and development for yourself and for those you leadand for those you lead

Do not expect competence from others if you are not Do not expect competence from others if you are not committed to personally growing for yourself.committed to personally growing for yourself.

Chaos serves as an opportunity for personal and collective Chaos serves as an opportunity for personal and collective transformation providing a vehicle for changing behaviors.transformation providing a vehicle for changing behaviors.

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Resiliency During ChaosResiliency During Chaos

Remain calmRemain calm Find deeper meaningsFind deeper meanings Translate meaning into actionTranslate meaning into action Engage othersEngage others Translate signpostsTranslate signposts Stimulate dialogueStimulate dialogue Keep people movingKeep people moving Give form to the chaosGive form to the chaos Describe new behaviorsDescribe new behaviors Change expectationsChange expectations

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Guidelines for Balance Between Guidelines for Balance Between Structure & CreativityStructure & Creativity

Personality BalancesPersonality Balances Using the DISC and VARK to assess each individual in group and help with understanding of learning Using the DISC and VARK to assess each individual in group and help with understanding of learning

styles and personality stylesstyles and personality styles RespectRespect

Evaluation of IssuesEvaluation of Issues Asserting individual ownershipAsserting individual ownership Sharing ideasSharing ideas Discussion of Pro's and Con'sDiscussion of Pro's and Con's Each individual has a voiceEach individual has a voice Majority vote on complicated issuesMajority vote on complicated issues

Bylaws & RulesBylaws & Rules Emails and phone calls returned in a 24 hour period unless otherwise specifiedEmails and phone calls returned in a 24 hour period unless otherwise specified RespectRespect If unable to do a task—ask for help!If unable to do a task—ask for help! Provide supportProvide support Equal contribution and team effortEqual contribution and team effort High quality workHigh quality work

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1. Become Vulnerable: 1. Become Vulnerable: This promotes free flow This promotes free flow of information that one is of information that one is unaware of.unaware of.

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2. Take Risks: Increases 2. Take Risks: Increases the number of the number of possibilities/methods/procpossibilities/methods/processes for a common esses for a common process ultimately process ultimately leading to the correct leading to the correct solution.solution.

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3. Stretch Organizational 3. Stretch Organizational Capacity: Promotes Capacity: Promotes cross-pollination and cross-pollination and provides more solutions.provides more solutions.

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4. Live the New Capacity: 4. Live the New Capacity: New knowledge is created New knowledge is created and implemented.and implemented.

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5. Evaluate Outcomes: 5. Evaluate Outcomes: Identify the best solution Identify the best solution and analyze where other and analyze where other solutions can be applied.solutions can be applied.

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6. Cherish New 6. Cherish New Knowledge: Share the Knowledge: Share the new knowledge across; new knowledge across; decreases time spent on decreases time spent on creating a similar creating a similar solution and also solution and also promotes horizontal promotes horizontal learning.learning.

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Create Knowledge Centric Create Knowledge Centric OrganizationsOrganizations

Create websites and database structures to Create websites and database structures to house and transfer contenthouse and transfer content

Orchestrate interactions among individuals, Orchestrate interactions among individuals, teams, and communitiesteams, and communities

Oversee and operate exchange of goods, Oversee and operate exchange of goods, services and knowledge transactionsservices and knowledge transactions

Serve as a media agent between various Serve as a media agent between various departments in an organizationdepartments in an organization

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Create Communities of Practice Create Communities of Practice (CoP)(CoP)

For employees with common practice or For employees with common practice or interestinterest

Develops networks to exchange ideasDevelops networks to exchange ideas Keep up to date on the state of the artKeep up to date on the state of the art Solve problems Solve problems

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Create Communities of Interest Create Communities of Interest (CoI)(CoI)

Bring together eclectic group of thinkers and Bring together eclectic group of thinkers and learners anxious to explorelearners anxious to explore

Share new ideas in an area outside their Share new ideas in an area outside their individual practiceindividual practice

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Create Special Collaborative Create Special Collaborative ChannelsChannels

Easy to useEasy to use MeaningfulMeaningful OpenOpen

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Create TrustCreate Trust

Allowing mutual influenceAllowing mutual influence Clarifying mutual expectationsClarifying mutual expectations Meeting expectationMeeting expectation Reducing controlsReducing controls Sharing relevant informationSharing relevant information

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Promote Different Learning Promote Different Learning StylesStyles

Computer-basedComputer-based DebateDebate DialogueDialogue ImagesImages LecturesLectures ReadingReading

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Promote Environment for Promote Environment for Knowledge SharingKnowledge Sharing

Drive process improvement - leads to new Drive process improvement - leads to new knowledge creationknowledge creation

Encourage story telling Encourage story telling Facilitate availability of expertiseFacilitate availability of expertise Move people across various departmentsMove people across various departments Promote innovation and creativityPromote innovation and creativity Share mistakes and failures as lessons of Share mistakes and failures as lessons of

processes that will not workprocesses that will not work

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Promote Knowledge BuildingPromote Knowledge Building

Align strategic direction - more information shared, better Align strategic direction - more information shared, better collaboration between peoplecollaboration between people

Build awarenessBuild awareness Develop and monitor knowledge systems and processesDevelop and monitor knowledge systems and processes Perform knowledge audit and identify knowledge neededPerform knowledge audit and identify knowledge needed Reduce learning cycle time, provide access to the breadth of Reduce learning cycle time, provide access to the breadth of

knowledge availableknowledge available Value and encourageValue and encourage

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Provide Technical FacilityProvide Technical Facility

Intelligent agents Intelligent agents Powerful search algorithmsPowerful search algorithms Semantic interpreters Semantic interpreters