The Change Drivers Toolset is the organizing manual that lays out how to drive the OD effort

Change Drivers Toolset
A Tactical Work Plan

The Change Drivers manual (Member Downloads) represents the overall change strategy and is put into the hands of the organization change management team to use in running the campaign. It is usually implemented first, and is foundational in making the substantial organization change represented in the other toolsets. It is divided into two major areas:

Organizing for Revolution focuses on setting up various change teams that will look after the processes of change—communication, socialization, reward systems, planning the work itself, and doing the political massaging that is always necessary.
The Management Machine is a section that looks at how managerial authorities, roles, and intiatives have to be changed. A great deal of this is to remove the "I'm not permitted to do that" thinking that often prevails, whether it comes from a victim mindset or organization historical reality. Before the organization can be set ablaze, the management team has to be on fire.

The toolset organizes the work to be done under various Initiatives (in bold) and the specific Tasks they require (bulleted). Sample Task below.

Toolset Manual Contents

Part I—Organizing for Revolution

BTUL.0 Change Module Assignments

MAC Administration Instructions
Executive Introduction
Module Leader Instructions
Initiative Team Instructions
BTUL.1 Set up Initial Tasks

BTUL.1.1 Assemble The Change Team
BTUL.1.2 Plan The Kick-Off
BTUL.1.3 MAC Begins Work Per MAC Guide
BTUL.1.4 Select Module Leaders With CEO
BTUL.1.5 MAC & Module Leaders Review The NAH Action Plan
BTUL.1.6 Coordinate Needs For TUL Course
BTUL.1.7 Design DIG/JDI Tracking System
BTUL.1.8 SAC Begins Work Per SAC Guide
BTUL.1.9 CAC Begins Work Per CAC Guide
BTUL.1.10 Executive Meetings Begin To Prepare For Change
BTUL.1.11 TUL Cheerleader Responsibilities
BTUL.1.12 RAC Begins Work Per RAC Guide
BTUL.1.13 TAC Begins Work Per TAC Guide
BTUL 1.14 Prepare DIG Training For TUL S1 Roll Out
BTUL 1.15 Create & Maintain Victory Scoreboard
BTUL.2 Make Early Key Personnel Decisions

BTUL.2.1 Selection Of The NAH Management Team
BTUL.2.2 Build The Executive Team
BTUL.2.3 Assuring VP Performance & ”Fire In The Belly”
BTUL.2.4 Change Executive Hiring Practices
BTUL.3 Create A Change Strategy & Action Plan

BTUL.3.1 Administer Inventory On Change Management & Action Plan
BTUL.3.2 Provide Sufficient Human Resource Support For Change Efforts
BTUL.3.3 Build Program Support Among Thought Leaders
BTUL.3.4 Conduct Executive Change Management Readings Program
BTUL.3.5 Identify Early DIG Problems To Solve
BTUL.3.6 Identify CEO Recognition Plan
BTUL.3.7 Review NAH Action Plan
BTUL.3.8 Develop Commitment Statement
BTUL.3.9 Review & Approval of Values Statement
BTUL.4 Financial Changes To Support Renewal

BTUL.4.1 Return On Investment Calculation Worksheets
BTUL.4.2 Develop Budget For Improvements & DIG Idea Implementation
BTUL.4.3 Install New American Hospital Financial Management Practices
BTUL.4.4 Create Profit Centers
BTUL.4.5 Determine Organization BHAGs & Measures
BTUL.4.6 Determine Department/Individual BHAGs & Measures
BTUL.5 Establish the DIG System

BTUL.5.1 Set Up DIG System
BTUL 5.2. Introduce DIG System To Organization

Part II—The Management Machine
LD.0 Change Module Assignments

MAC Administration Instructions
Executive Introduction
Module Leader Instructions
Initiative Team Instructions
LD .1 Changes Addressed At the Uncommon Leader Session

LD.1.1 Program Presentation
LD.1.2 Change Elements Introduced By Presenter At TUL
LD.1.3 Provide TUL Support
LD.1.4 Process Incoming Manager Suggestions From TUL Sessions
LD.2 Establish Values-Centered Managing & Climate

LD.2.1 Create Values Guide For Associates
LD.2.2 House-wide Roll-out Of The Values Statement
LD.2.3 Add Values & NAH Philosophy To New Associate Orientation
LD.3 Redefine Executive Team Role & Job

LD.3.1 Redefine Executive Role In Series Of Discussions
LD.3.2 Establish New Executive Behavior Requirements
LD.3.3 VP Control Required As Part Of Change Process
LD.4 Redefine Manager & Supervisor Role in Series of Discussions

LD.4.1 Redefine Management Team Role In Series of Discussions
LD.4.2 Establish New Manager/Supervisory Behavior Requirements
LD.4.3 Establish New Leadership Selection Criteria
LD.4.4 Remove Problem Leaders & Develop Team Commitment To NAH
LD.5 Standardize Management Practices

LD.5.1 Review Administrative & Departmental Policies
LD.5.2 Implement Management System (MANSYS)
LD.5.3 Add Revision/New Elements To Evolving Management System
LD.6. Revitalize Meetings Management

LD.6.1 Install Meeting Management Procedures
LD.6.2 Restructure Department Head Meeting To Aid The Revolution
LD.6.3 Evaluate All Meetings, Then Get Them On Productive Track
LD.6.4 Identify What New Meetings/Councils Are Needed
LD.7 Increase Communication Dynamics

LD.7.1 Set Up Departmental Communication Centers
LD.7.2 Blur Chain Of Command To Encourage Boundary Crossing
LD.7.3 Reissue Phone Book As “Organization Chart”
LD.7.4 Boosting PC and Systems/Tools Usage

Sample Task

TASK BTUL.1.11 TUL CHEERLEADER RESPONSIBILITIES

Priority: A
Timing: Before TUL
Teamleader: MAC Chair
Recommended Approach: JDI
Other Assignees: Executives
Interactions With Others: None

Work To Do: Because there is a constant battle for priorities of time, money, attention, and most importantly, energy, there must be someone responsible for maintaining TUL as a priority among the other various priorities.

The role of cheerleader is of great importance in maintaining a high level of momentum for change within the organization, and a constant awareness of TUL and organization values and objectives. All VPs are expected to act as cheerleaders for TUL and the hospital on a constant basis.

The purpose of this Task is to determine a chief leader for the cheerleaders; a person with whom the responsibility for maintaining TUL as a priority, will rest.

Each VP is to be assigned a module, or period of time, within which they will act as the Chief Cheerleader for TUL/NAH. The role description of the Chief Cheerleader is detailed below. Your job is to schedule each VP for a TUL Session as Chief Cheerleader. Orient them as to their responsibilities in this role.

Chief Cheerleader Responsibilities

1. Maintain a high level of morale, momentum for change, and positive energy for change within the management group. Creativity is the key in this assignment. At one hospital, the Chief Cheerleader took the value statement of SPIRIT, combined it with a Superman look-a-like costume, and became Spirit man. Large foam rubber lightning bolts called Spirit bolts accompanied Spirit man when s/he appeared unannounced at manager or Associate meetings. Spirit bolts were hurled when an action or plan that was greatly supportive of one of the values was reported. With the Spirit bolt also came a reward of dinner for two, movie tickets, or something of value for the person acting in a NAH way. You do not need to be “Spirit man.” However, an idea that is charged with fun, excitement, and symbolism is needed and will keep momentum building. It is the responsibility of the Chief Cheerleader to provide this energy.

2. Be noticeably outspoken in the application of NAH ideas in current management conversations or meetings. Identify yourself as the Chief Cheerleader, and then speak out!

3. Conduct weekly meetings with a Positive Feedback Group. This is comprised of one or two members of the MAC, SAC, RAC, TAC and CAC, plus a number of Associates who have worked on DIGs, the CEO, and any other executives who wish to attend. The meeting is hosted by the Chief Cheerleader and is usually conducted in a casual environment such as the cafeteria, at lunch. The objective is to report the positive happenings that people see within the organization as a result of NAH behaviors. Too often we focus on only the negative events or problems. In order to maintain positive momentum, people need positive strokes! This is an opportunity to get positive feed back from the source of happiness from which these positive stories and incidents can be shared with others in the organization as the Chief Cheerleader uses this information among other information to generate more positive energy in the organization.

4. Have a sense of humor! Humor can smooth over the roughest of edges and help to make a point on a sensitive issue. Use humor to keep the group and the program interesting.

5. Round up a number of other VPs and managers to do short skits or video tapes at the break in a TUL session. Pick a current topic and do something witty and tasteful! Most Old American Hospital executives think this zany behavior is anything but professional. They are mistaken. It is the stuffy, distant, artificial persona of Old American Hospital executive performance which keeps Associates from working with and confiding in executives.

Follow-Up and Lead

1 Maintain TUL as a priority among the various important projects of the hospital. This could mean acting as a reminder force, champion, and problem-solver in discussions where priorities for managerial time come into conflict with TUL commitments for time or work. There will always be a battle for time as there are too many things to do and not enough time. The Chief Cheerleader is the defender of time and priority for TUL work.

2. Point out instances of management actions or plans that would represent deviations from NAH philosophies. Keep the new thinking on track. Make suggestions on how modifications can be made to plans or actions to better incorporate values and new management behaviors. Speak up.

3. Work with the MAC, SAC, RAC, PAC, TAC and CAC, as needed, to assure that barriers to progress are broken down quickly. Be available to offer assistance before they have to come to you.

4. When priorities for time and dollars are being questioned or challenged, speak up in support and remembrance of NAH concepts and items for change that it has identified. Remind the group of the successes to date, and the possible gains yet to be had in the future.

5. Follow-up with the CAC regularly to assure that they have enough information for many successful NAH stories. Stories help to communicate ideas. Be a public relations broadcasting center for the President’s actions and attitudes that are NAH worthy. As the number one leader of the organization, symbols of changes in the president’s management style, or decision-making authority, make for great stories. Bring these little tidbits to the CAC where a story for Associates can be published.

6. If concepts and actions that were agreed upon at TUL Sessions seem to be sliding away, be the spokesperson to identify the deterioration of the activity, and suggest a way in which it can be reinstated or revitalized. At the very least, bring this item to the attention of the CEO with a request for support or revitalization of the idea.

7. When there is extra TUL work to do, and no one is volunteering, this is the time when you speak up and volunteer to act as the leader of the project. Your energy will revitalize the group.

Reward, Recognition & Reinforcement

1. At appropriate times, and via appropriate media, point out the progress that is being made. Verbally integrate all the “wins” that the NAH has brought to date with the plans for future change. You can do this in little ways. For example, weave in a new idea or comment into the introduction or start of a meeting. One might say, “We’ve had such great success with . . (insert the successful idea here), so we felt it was time to test another NAH idea . . . (Insert the new idea here).” This approach reinforces the good work that was done in the past, and links the success of the past with the idea of new risks in the future.

2. At Executive meetings, and other managerial settings, speak up to support the progress and positive changes that have come through TUL. Seek out opportunities for additional progress for the hospital by adapting NAH ideas to problematic situations.

3. Make short, informational, and fun presentations at department head meetings. One vice president compiled old photo slides of people, objects, and places relating to the hospital. A slide show and fictional script was developed depicting how the hospital was going to overcome the competition with the NAH. Fun was poked at old pictures and events. The audience loved it as they recognized people, places, and things in the photos slides. Added wit, humor, and competitive spirit had them cheering for more when the slide show ended.

At first thought, some of these ideas may seem strange to you, or even unprofessional. It is those exact feelings of stuffiness that you want to discard. Being a Chief Cheerleader, in a tasteful and witty way, is important. It keeps the change effort accelerating, and reinforces people who are bearing the heavy load of work in making the NAH a reality. Being an effective cheerleader makes the cheerleading executive look like a hero to Associates and managers — your behavior will be noticed, even though the assignment lasts only six or eight weeks.

Organizations with a large number of executives should assign multiple executives to the Chief Cheerleader role so each has an opportunity to “show their leadership and creative talents.”




		Change Drivers Toolset A Tactical Work Plan The Change Drivers manual (Member Downloads) represents the overall change strategy and is put into the hands of the organization change management team to use in running the campaign. It is usually implemented first, and is foundational in making the substantial organization change represented in the other toolsets. It is divided into two major areas: Organizing for Revolution focuses on setting up various change teams that will look after the processes of change—communication, socialization, reward systems, planning the work itself, and doing the political massaging that is always necessary. The Management Machine is a section that looks at how managerial authorities, roles, and intiatives have to be changed. A great deal of this is to remove the "I'm not permitted to do that" thinking that often prevails, whether it comes from a victim mindset or organization historical reality. Before the organization can be set ablaze, the management team has to be on fire. The toolset organizes the work to be done under various Initiatives (in bold) and the specific Tasks they require (bulleted). Sample Task below. Toolset Manual Contents Part I—Organizing for Revolution BTUL.0 Change Module Assignments MAC Administration Instructions Executive Introduction Module Leader Instructions Initiative Team Instructions BTUL.1 Set up Initial Tasks BTUL.1.1 Assemble The Change Team BTUL.1.2 Plan The Kick-Off BTUL.1.3 MAC Begins Work Per MAC Guide BTUL.1.4 Select Module Leaders With CEO BTUL.1.5 MAC & Module Leaders Review The NAH Action Plan BTUL.1.6 Coordinate Needs For TUL Course BTUL.1.7 Design DIG/JDI Tracking System BTUL.1.8 SAC Begins Work Per SAC Guide BTUL.1.9 CAC Begins Work Per CAC Guide BTUL.1.10 Executive Meetings Begin To Prepare For Change BTUL.1.11 TUL Cheerleader Responsibilities BTUL.1.12 RAC Begins Work Per RAC Guide BTUL.1.13 TAC Begins Work Per TAC Guide BTUL 1.14 Prepare DIG Training For TUL S1 Roll Out BTUL 1.15 Create & Maintain Victory Scoreboard BTUL.2 Make Early Key Personnel Decisions BTUL.2.1 Selection Of The NAH Management Team BTUL.2.2 Build The Executive Team BTUL.2.3 Assuring VP Performance & ”Fire In The Belly” BTUL.2.4 Change Executive Hiring Practices BTUL.3 Create A Change Strategy & Action Plan BTUL.3.1 Administer Inventory On Change Management & Action Plan BTUL.3.2 Provide Sufficient Human Resource Support For Change Efforts BTUL.3.3 Build Program Support Among Thought Leaders BTUL.3.4 Conduct Executive Change Management Readings Program BTUL.3.5 Identify Early DIG Problems To Solve BTUL.3.6 Identify CEO Recognition Plan BTUL.3.7 Review NAH Action Plan BTUL.3.8 Develop Commitment Statement BTUL.3.9 Review & Approval of Values Statement BTUL.4 Financial Changes To Support Renewal BTUL.4.1 Return On Investment Calculation Worksheets BTUL.4.2 Develop Budget For Improvements & DIG Idea Implementation BTUL.4.3 Install New American Hospital Financial Management Practices BTUL.4.4 Create Profit Centers BTUL.4.5 Determine Organization BHAGs & Measures BTUL.4.6 Determine Department/Individual BHAGs & Measures BTUL.5 Establish the DIG System BTUL.5.1 Set Up DIG System BTUL 5.2. Introduce DIG System To Organization Part II—The Management Machine LD.0 Change Module Assignments MAC Administration Instructions Executive Introduction Module Leader Instructions Initiative Team Instructions LD .1 Changes Addressed At the Uncommon Leader Session LD.1.1 Program Presentation LD.1.2 Change Elements Introduced By Presenter At TUL LD.1.3 Provide TUL Support LD.1.4 Process Incoming Manager Suggestions From TUL Sessions LD.2 Establish Values-Centered Managing & Climate LD.2.1 Create Values Guide For Associates LD.2.2 House-wide Roll-out Of The Values Statement LD.2.3 Add Values & NAH Philosophy To New Associate Orientation LD.3 Redefine Executive Team Role & Job LD.3.1 Redefine Executive Role In Series Of Discussions LD.3.2 Establish New Executive Behavior Requirements LD.3.3 VP Control Required As Part Of Change Process LD.4 Redefine Manager & Supervisor Role in Series of Discussions LD.4.1 Redefine Management Team Role In Series of Discussions LD.4.2 Establish New Manager/Supervisory Behavior Requirements LD.4.3 Establish New Leadership Selection Criteria LD.4.4 Remove Problem Leaders & Develop Team Commitment To NAH LD.5 Standardize Management Practices LD.5.1 Review Administrative & Departmental Policies LD.5.2 Implement Management System (MANSYS) LD.5.3 Add Revision/New Elements To Evolving Management System LD.6. Revitalize Meetings Management LD.6.1 Install Meeting Management Procedures LD.6.2 Restructure Department Head Meeting To Aid The Revolution LD.6.3 Evaluate All Meetings, Then Get Them On Productive Track LD.6.4 Identify What New Meetings/Councils Are Needed LD.7 Increase Communication Dynamics LD.7.1 Set Up Departmental Communication Centers LD.7.2 Blur Chain Of Command To Encourage Boundary Crossing LD.7.3 Reissue Phone Book As “Organization Chart” LD.7.4 Boosting PC and Systems/Tools Usage Sample Task TASK BTUL.1.11 TUL CHEERLEADER RESPONSIBILITIES Priority: A Timing: Before TUL Teamleader: MAC Chair Recommended Approach: JDI Other Assignees: Executives Interactions With Others: None Work To Do: Because there is a constant battle for priorities of time, money, attention, and most importantly, energy, there must be someone responsible for maintaining TUL as a priority among the other various priorities. The role of cheerleader is of great importance in maintaining a high level of momentum for change within the organization, and a constant awareness of TUL and organization values and objectives. All VPs are expected to act as cheerleaders for TUL and the hospital on a constant basis. The purpose of this Task is to determine a chief leader for the cheerleaders; a person with whom the responsibility for maintaining TUL as a priority, will rest. Each VP is to be assigned a module, or period of time, within which they will act as the Chief Cheerleader for TUL/NAH. The role description of the Chief Cheerleader is detailed below. Your job is to schedule each VP for a TUL Session as Chief Cheerleader. Orient them as to their responsibilities in this role. Chief Cheerleader Responsibilities 1. Maintain a high level of morale, momentum for change, and positive energy for change within the management group. Creativity is the key in this assignment. At one hospital, the Chief Cheerleader took the value statement of SPIRIT, combined it with a Superman look-a-like costume, and became Spirit man. Large foam rubber lightning bolts called Spirit bolts accompanied Spirit man when s/he appeared unannounced at manager or Associate meetings. Spirit bolts were hurled when an action or plan that was greatly supportive of one of the values was reported. With the Spirit bolt also came a reward of dinner for two, movie tickets, or something of value for the person acting in a NAH way. You do not need to be “Spirit man.” However, an idea that is charged with fun, excitement, and symbolism is needed and will keep momentum building. It is the responsibility of the Chief Cheerleader to provide this energy. 2. Be noticeably outspoken in the application of NAH ideas in current management conversations or meetings. Identify yourself as the Chief Cheerleader, and then speak out! 3. Conduct weekly meetings with a Positive Feedback Group. This is comprised of one or two members of the MAC, SAC, RAC, TAC and CAC, plus a number of Associates who have worked on DIGs, the CEO, and any other executives who wish to attend. The meeting is hosted by the Chief Cheerleader and is usually conducted in a casual environment such as the cafeteria, at lunch. The objective is to report the positive happenings that people see within the organization as a result of NAH behaviors. Too often we focus on only the negative events or problems. In order to maintain positive momentum, people need positive strokes! This is an opportunity to get positive feed back from the source of happiness from which these positive stories and incidents can be shared with others in the organization as the Chief Cheerleader uses this information among other information to generate more positive energy in the organization. 4. Have a sense of humor! Humor can smooth over the roughest of edges and help to make a point on a sensitive issue. Use humor to keep the group and the program interesting. 5. Round up a number of other VPs and managers to do short skits or video tapes at the break in a TUL session. Pick a current topic and do something witty and tasteful! Most Old American Hospital executives think this zany behavior is anything but professional. They are mistaken. It is the stuffy, distant, artificial persona of Old American Hospital executive performance which keeps Associates from working with and confiding in executives. Follow-Up and Lead 1 Maintain TUL as a priority among the various important projects of the hospital. This could mean acting as a reminder force, champion, and problem-solver in discussions where priorities for managerial time come into conflict with TUL commitments for time or work. There will always be a battle for time as there are too many things to do and not enough time. The Chief Cheerleader is the defender of time and priority for TUL work. 2. Point out instances of management actions or plans that would represent deviations from NAH philosophies. Keep the new thinking on track. Make suggestions on how modifications can be made to plans or actions to better incorporate values and new management behaviors. Speak up. 3. Work with the MAC, SAC, RAC, PAC, TAC and CAC, as needed, to assure that barriers to progress are broken down quickly. Be available to offer assistance before they have to come to you. 4. When priorities for time and dollars are being questioned or challenged, speak up in support and remembrance of NAH concepts and items for change that it has identified. Remind the group of the successes to date, and the possible gains yet to be had in the future. 5. Follow-up with the CAC regularly to assure that they have enough information for many successful NAH stories. Stories help to communicate ideas. Be a public relations broadcasting center for the President’s actions and attitudes that are NAH worthy. As the number one leader of the organization, symbols of changes in the president’s management style, or decision-making authority, make for great stories. Bring these little tidbits to the CAC where a story for Associates can be published. 6. If concepts and actions that were agreed upon at TUL Sessions seem to be sliding away, be the spokesperson to identify the deterioration of the activity, and suggest a way in which it can be reinstated or revitalized. At the very least, bring this item to the attention of the CEO with a request for support or revitalization of the idea. 7. When there is extra TUL work to do, and no one is volunteering, this is the time when you speak up and volunteer to act as the leader of the project. Your energy will revitalize the group. Reward, Recognition & Reinforcement 1. At appropriate times, and via appropriate media, point out the progress that is being made. Verbally integrate all the “wins” that the NAH has brought to date with the plans for future change. You can do this in little ways. For example, weave in a new idea or comment into the introduction or start of a meeting. One might say, “We’ve had such great success with . . (insert the successful idea here), so we felt it was time to test another NAH idea . . . (Insert the new idea here).” This approach reinforces the good work that was done in the past, and links the success of the past with the idea of new risks in the future. 2. At Executive meetings, and other managerial settings, speak up to support the progress and positive changes that have come through TUL. Seek out opportunities for additional progress for the hospital by adapting NAH ideas to problematic situations. 3. Make short, informational, and fun presentations at department head meetings. One vice president compiled old photo slides of people, objects, and places relating to the hospital. A slide show and fictional script was developed depicting how the hospital was going to overcome the competition with the NAH. Fun was poked at old pictures and events. The audience loved it as they recognized people, places, and things in the photos slides. Added wit, humor, and competitive spirit had them cheering for more when the slide show ended. At first thought, some of these ideas may seem strange to you, or even unprofessional. It is those exact feelings of stuffiness that you want to discard. Being a Chief Cheerleader, in a tasteful and witty way, is important. It keeps the change effort accelerating, and reinforces people who are bearing the heavy load of work in making the NAH a reality. Being an effective cheerleader makes the cheerleading executive look like a hero to Associates and managers — your behavior will be noticed, even though the assignment lasts only six or eight weeks. Organizations with a large number of executives should assign multiple executives to the Chief Cheerleader role so each has an opportunity to “show their leadership and creative talents.”
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