1. Leading Change Understanding and Managing Change Quint Studer
Mayoral Transition Meeting
2.6.19

2. Phases of Competency and Change Individual
Meeting Title Here (on Notes Master)
Phases of Competency and Change Individual
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New Skill””; Gordon Training International by Noel Burch; 1970
Unconsciously skilled
Consciously skilled
In change situations, what we find the hard part is we go from unconsciously skilled backed to unconsciously unskilled– we just don’t like the feeling, not necessarily the change; there’s always push-back; if we don’t understand its not the skill, it’s the emotional feeling of going backward; i.e. you asked me going back to feeling unskilled through charting;
Get it done SO much its unconsciously skilled—through repetition + frequency
Best performers do it over and over and over again; you wouldn’t recommend to someone “well don’t do it”; but why is it in healthcare that we say its okay not to do it? People will always go where they are uncomfortable; If you hate one thing and love another you're going to go where your most comfortable– need an evaluation tool that helps people go to where they Need to go
Consciously unskilled
Unconsciously unskilled
© 2010 Studer Group

3. Phases of Competency and Change Individual
Meeting Title Here (on Notes Master)
Phases of Competency and Change Individual
Source: Abraham Maslow; 1940; “Four Stages for Learning Any New Skill””; Gordon Training International by Noel Burch; 1970
Unconsciously skilled
Consciously skilled
In change situations, what we find the hard part is we go from unconsciously skilled backed to unconsciously unskilled– we just don’t like the feeling, not necessarily the change; there’s always push-back; if we don’t understand its not the skill, it’s the emotional feeling of going backward; i.e. you asked me going back to feeling unskilled through charting;
Get it done SO much its unconsciously skilled—through repetition + frequency
Best performers do it over and over and over again; you wouldn’t recommend to someone “well don’t do it”; but why is it in healthcare that we say its okay not to do it? People will always go where they are uncomfortable; If you hate one thing and love another you're going to go where your most comfortable– need an evaluation tool that helps people go to where they Need to go
Consciously unskilled
Unconsciously unskilled
© 2010 Studer Group

4. Phases of Change - Organization
The Honeymoon
Sense of excitement
Right “to do” list
Things will get better (hope)
Quick fixes are implemented
Skeptics

5. Phases of Change - Organization
Reality Sets In
We/they
Inconsistency
Bigger than I thought
This will impact me
Some are getting it
Some are not

6. Phases of Change - Organization
The Uncomfortable Gap
Performance gap is evident
Tougher decisions must be made
Process improvement increases
Inconsistencies obvious

7. Phases of Change - Organization
Consistency
High performing results
Everyone understands the keys to success
Disciplined people and disciplined processes
Proactive leadership