Accelerating Implementation Methodology (AIM) – Key Concepts Judy Willis & Gavin Meredith 17 th August 2012
Introduction to AIM Accelerating Implementation Methodology Objectives: • To briefly introduce the elements of AIM to the group • To provide the group with strategies to use throughout the project which will assist with Implementation.
SYSTEM DEVELOPMENT CYCLE HUMAN DEVELOPMENT CYCLE Future State Competency Performance Reinforcement Analysis Design Development Testing Training Coaching Development Management Retraining Project ROI PERFORMANCE & PRODUCTIVITY Go Live Cut Over INSTALLATION IMPLEMENTATION TIME
Minor Change – Minor Disruption Minor alterations to the Frame of Reference resulting in minimal disruption and resistance, like a change in policy or procedure 1 ST Order – Frame- Bending Major alterations to the existing Frame of Reference resulting in significant resistance. Taking what you are currently doing and doing it better. Multiple sets of improvements around something that currently exists 2nd Order – Frame- Breaking The old Frame of reference is no longer adequate. A new FOR must be created resulting in maximum disruption and resistance – requires the old FOR to be broken down. The organisation must “forget what they are doing now.”
Introduction to the AIM Road Map “By failing to prepare, you are preparing to fail…” -Benjamin Franklin 1. Define the Change 2. Build 10. Prioritize Agent Action Capacity 9. Create 3. Assess the Cultural Fit Climate 8. Develop 4. Generate Reinforceme Sponsorship nt Strategy 7. 5. Determine Communicati Change on Plan Approach 6. Develop Target Readiness
Cast of Characters Champions Individuals who believe in and want the change and attempt to obtain commitment and resources for it, but lack sponsorship to drive it. Implementation can be accelerated when the other three roles are also Champions. Agents Implement change. Agents have implementation responsibility through planning and executing implementation. At least part, if not all, of their performance is evaluated and reinforced on the success of this implementation. Sponsors Authorise, legitimise and demonstrate ownership for the change: possess sufficient organisational power and/or influence to either initiate resource commitment (Authorising Sponsor) or reinforce the change at the local level (Reinforcing Sponsor). Targets Change behaviour, processes, knowledge, perceptions, etc Ref: P23
Define the change • What are you changing? • Why are you changing it? • What are the consequences of not changing? • Needs to be specific and measurable • There must be clear and commonly held definition of the present state and the desired state for successful implementation
Build agent capacity • Key skills & attributes for an Agent – Trust & credibility – Successful organisational history – Belief in the project – Translate FOR of targets & sponsors • Agents job – Communicate – Educate – Facilitate • Can’t do it all alone..may need to enlist others
Assess the Climate • Identify implementation strengths & weaknesses • What’s gone on before in the organisation – Adverse publicity – Restructure • What other changes are going on in the organisation that will impact on your project?
Generate Sponsorship • Sponsorship is the single most important factor for successful implementation • Express, Modelled & Reinforce • Agents need to: – Educate their sponsor – Contract with their sponsor ( If you want.... I need....) – Preserve their sponsor’s currency (time, money, energy & reputation) – Identify all sponsors & targets in the project
Determine Change approach • Change – symbolic ending of the present state Transition End Beginning • Is it for compliance? Hammer TRANSITION DESIRED DESIRED STATE PRESENT PRESENT STATE STATE STATE STATE • Is it for commitment? Transition End End Transition Transition Beginning Beginning Productivity/Morale TRANSITION TRANSITION TRANSITION STATE STATE STATE DESIRED DESIRED DESIRED PRESENT PRESENT PRESENT STATE STATE STATE STATE STATE STATE • Need to identify the frame of reference
Develop Target Readiness • Resistance is a process that must be managed. It cannot be combated, solved or overcome. • Resistance can be good or bad • Find out the “What’s in it for me?” • Use of 2 good faith attempts – Listen to feedback – Demonstrate that you listened – Acknowledge their pain but don’t defend – Problem solving – brainstorming some ideas
Communication • Right message to the right people using the right vehicle. • Communicate in the targets frame of reference • Use the “What’s in it for me?”/ Frame of reference • Resources up your sleeve 1:3:25 • Face to face has the most impact • Check all your communication for sanity
Develop a reinforcement strategy • Reinforcement strategy – Reward – align with FOR – Consequences – Immediate & certain – Effort – new way easier, old way harder
Create cultural fit • Culture- What is it? – Unwritten rules – Behaviours – values • Align the change with the Culture • If your project conflicts directly with the culture, culture wins
AIM Concepts – Prioritise Action • Putting it altogether 1. Define the Change 2. Build 10. Prioritize Agent Action Capacity 9. Create 3. Assess the Cultural Fit Climate 8. Develop 4. Generate Reinforceme Sponsorship nt Strategy 7. 5. Determine Communicati Change on Plan Approach 6. Develop Target Readiness
On line learning - Gem Where to find Gem: https://gem.workstar.com.au AIM is located at the e-learning tab under implementation Many other topics relating to project management are available
More Information: • Judy Willis Principal Policy Advisor - Surgery | System Relationships & Frameworks Tel 02 9391 9557 | Fax 02 9391 9456 | Mob 0458 713 435 | juwil@doh.health.nsw.gov.au • Gavin Meredith Critical Care and Surgery Taskforces Manager (CCST Manager).| Agency for Clinical Innovation Tel. 02 8644 2183| Fax. 02 8644 2151 |Mob. 0467 749 714 | Gavin.Meredith@aci.health.nsw.gov.au • Vanessa Evans Manager | Emergency Care Institute Tel 02 8644 2166 | Fax 02 8644 2148 | Mob 0403 497 654 | vanessa.evans@aci.health.nsw.gov.au • Sophie Baugh Manager - Special Projects| Emergency Care Institute Tel 02 8644 2152 | Fax 02 8644 2148 | Mob 0467 710 667 | sophie.baugh@aci.health.nsw.gov.au • Lea Kirkwood Program Manager - Centre for Healthcare Redesign Tel 02 9424 5806| lea.kirkwood@aci.health.nsw.gov.au
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