Take Charge of Your Culture!

2020 NYAPRS Executive Institute May 5, 2020 | 10:30am to 11:30am Drew Di Giovanni, Senior Associate, OPEN MINDS

www.openminds.com  15 Lincoln Square, Gettysburg, Pennsylvania 17325  717-334-1329  [email protected] Agenda 1. Quick Polls: What’s Happening Out There? 2. Review A Conceptual Framework To Measure Organizational Culture 3. Normal Functions and Dysfunctions of Organizational Culture 4. Identify Tensions Often Placed On Organizational Culture 5. Explore What Is Driving Your Organizational Culture 6. Review of Breakout Session Agenda 7. Questions/Discussion

2. Identify dominant culture profiles that support strategy and market adaptation.

We assess if a culture profile will serve the organization into the future.

© 2018 OPEN© 2020 MINDS OPEN MINDS 4 Background Vice President of Quality for 500 site health system serving large employers Medical Group Management Association serving 20,000 practice administrators Drew Digiovanni, MPH, FACMPE Senior Associate OPEN MINDS Director of Operations and Strategic Planning for an FQHC 717-334-1329 Office 720-822-4501 Cell [email protected] 600 bed community hospital with neuro rehab & addiction treatment in a managed care environment Expertise . Strategic planning and market Early career in acute and long-term psychiatric analysis facilities and autism programs . Performance improvement

. Integrated care infrastructure Master of Public Health from UCLA and Fellow of the

. Chronic care management American College of Medical Practice Executives

. Organizational culture assessment

© 2020 OPEN MINDS 6 “We are in one of those great historical periods that occur every 200 tor 300 years when people don’t understand the world anymore, and the past is not sufficient to explain the future.” – Peter Drucker

Do you consider your organization to have been nimble in the short transition time to deal with Covid-19? . Yes . Somewhat . No

Our organization is focused on compliance with State Medicaid rules over the need of the people we serve. . Yes . Somewhat . No

Clinicians and staff were resistant to change during this transitional period. . Yes . Somewhat . No

We changed our service lines during this difficult period. . Yes . Somewhat . No

Competing Values Framework Evidence-Based Research on successful Four Aspects of Culture: organizations including Southwest Airlines, • Stability Wal-Mart, Tyson Foods, and Circuit City • Flexibility • Internal Focus • External Focus Organizational Culture Assessment Instrument (OCAI) used in Fortune-500 companies

Flexibility

Collaborate Create (CLAN) (Adhocracy) External Orientation External Do things together Do things new

Control Compete (Hierarchy) (Market)

Internal Orientation Do things right Do things fast

Stability

Flexibility, Discernment, Dynamism Adhocracy CLAN Innovation Teamwork New products and Feeling like a family services Customer sensitivity Rivalry Differentiation, Orientation: External

Integration, Unity Integration, Orientation Internal Autonomy Communication Flying by seat of pants Mentoring and training Process improvement

Hierarchy Market Chain of command Running like a business Smooth processes Growth Policies and procedures Measuring Outcomes Adherence to standards Reporting performance measures Efficiency Employee/volunteer performance Measuring processes Competition Stability, Order, Control

Measuring Your Organizational Culture Using the Organizational Culture Assessment Instrument

Six Questions: 1. Dominant Characteristics 2. Organizational Leadership 3. Management of Staff and Volunteers 4. Organization Glue 5. Strategic Emphases 6. Criteria of Success

Flexibility, Discernment, Dynamism CLAN Adhocracy Overprotecting people Instability Weak Performance Expectations Moving onto the next project Differentiation, Rivalry Differentiation, Orientation: External Integration, Unity Integration, Orientation Internal Cliques Independent decisions Conflict Adverse “Half-assed” work Death by Meeting Leadership Ambiguity Coup d'état Not following regulations

Hierarchy Market Fear Culture Rigorous Performance Review Initiatives take Forever to launch Competition Behind the competition Backstabbing because of lack of innovation Ignoring Conflict Perfectionism Lack of Communication Bureaucracy

Stability, Order, Control

Mother Rogue Siloed Hen Out There Overprotective Country Club

Rigid Rude Bureaucratic Aggressive Military Only Care About Money

“I can’t get the day to day done with all of these new initiatives”

“we’re not a family any more”

“all they care about is data, money”

“this team building is taking time away from our work...it’s a waste of time”

“I feel handcuffed”

Internal External

. Skills of Leaders . Population Special Needs . Leadership Styles . Competition . Mundane Leadership . State Programs and Regulations . Staff Skills and Attitudes . Value Based Reimbursement . Maturity of Organization . Professional Shortages . Volunteerism . Locale: e.g. Rural vs. Urban

What cultural dimension/quadrant is emphasized in professional training? 1. Accountants (Hierarchy) 2. Social Workers, Psychologists, Nurses (Clan) 3. Sales (Market) 4. Physicians (Adhocracy)

- W. Edwards Deming Be strategic about organizational change.

© 2018 OPEN© 2020 MINDS OPEN MINDS 36 1.Leadership Strategies To Change Organizational Culture Agenda For 2.Questions/Discussion Breakout Session 3.Specific Strategies A. Anchoring in Hierarchy Part Two B. Increasing Market C. Increasing Clan D. Increasing Adhocracy 4.Questions/Discussion

© 2020 OPEN MINDS 38 Turning Market Intelligence Into Business Advantage OPEN MINDS market intelligence and technical assistance helps over 550,000+ industry executives tackle business challenges, improve decision-making, and maximize organizational performance every day

Take Charge Of Your Culture!

www.openminds.com  15 Lincoln Square, Gettysburg, Pennsylvania 17325  717-334-1329  [email protected]