Adaptive Leadership

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From the course by Johns Hopkins University

Designing for Sustainment: Keeping Improvement Work on Track (Patient Safety IV)

19 ratings

Johns Hopkins University

Designing for Sustainment: Keeping Improvement Work on Track (Patient Safety IV)

19 ratings

Course 4 of 7 in the Specialization Patient Safety

Keeping patient safety and quality improvement projects on track, on time, and on budget is critical to ensuring their success. In this course, students will be introduced and given the opportunity to apply a series of tools to guide and manage patient safety and quality initiatives. These include tools for defining what success looks like, developing a change management plan, and conducting a pre-mortem to identify risks for project failure. This course will also provide tools for engaging stakeholders to ensure key players are invested in your project’s success.

From the lesson

Change Management 101

In this module, learners will develop an understanding of: what is meant by change management, reasons for change initiative failure, change as a process, frameworks and processes for change, the differences between technical and adaptive work and the role of each in a change effort, leadership skills necessary for addressing adaptive change, identifying and engaging change effort stakeholders, managing conflict, developing a communication strategy for a change effort, applying a systems approach to change efforts.

Change Management Introduction11:34

Frameworks & Processes of Change15:32

Adaptive vs. Technical Change3:29

Adaptive Leadership3:28

Stakeholder Analysis11:17

Managing Conflict During Change11:10

Communication as a Change Strategy3:14

Methods of Changing Behavior11:59

Meet the Instructors

Lisa H. Lubomski, PhD
Assistant Professor
Department of Anesthesiology and Critical Care Medicine

In this video, we're going to talk about the qualities of

adaptive leadership and the importance this plays in leading change.

Linsky and Heifetz remind us that the single biggest failure of

leadership is to treat adaptive challenges like technical problems.

In this video, you'll learn more about how you can use

your leadership skills to overcome adaptive challenges.

High reliability leaders understand the importance of

using self to cultivate trust and trustworthiness.

They understand that change only happens at the speed of trust and

that building that trust among the team is what will make that change successful.

They also cultivate an environment of respect,

engaging people so that they feel like the change is

being done with them rather than to them.

This article entitled navigating adaptive challenges

in quality improvement was written by Dr. Pronovost.

If you'd like to learn more on this topic,

I would invite you to look this article up.

A first piece of advice for leading adaptive change is

be unwavering in your goal and invite others to help you reach it.

When choosing a goal,

be confident that that goal can be achieved and focus on its achievement.

Recognize that you can't do it by yourself.

That you're going to require the wisdom

and the skill and the passion of others to accomplish it.

A second piece of advice is surface the

real and perceived losses that that change might bring.

Resistance to change often happens when people fear

real or more often perceived loss.

The third piece of advice.

Communicate the need for change.

Explaining the need for change so that the team understands the why is

critical so that they don't guess what your motives are which might lead to resistance.

Tune into "What's in it for me?"

Identify what they care about.

How does this align with how what their values are and what's important

to the staff and those stakeholders you need to participate in this change.

Maximize the perceived benefits of the change and minimize the losses.

Next, seek to understand rather than judge.

There will always be dissenters to change but seek to understand their point of view.

Likely, they have concerns or they know about a barrier

that will be important for you to consider in your plan of implementation.

Monitor the organizational pressure.

Many organizations have multiple initiatives going on simultaneously.

You need to assess whether there is an ability to take on new initiatives.

Understand what burden the change has on you,

your staff and the larger organization and

adjust workloads accordingly if this is an important change that must happen,

recognize that may involve new work.

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