Alegent Health, a healthcare system serving the Omaha, Nebraska, and western Iowa regions, underwent a significant transformation through a series of organizational development (OD) interventions. This process included entering the organization, contracting, collecting and analyzing diagnostic data, implementing and sustaining change, and evaluating the changes implemented. Each step was crucial in ensuring the success of the transformation efforts.
Background and Strategic Objectives
Alegent Health (AH) was composed of five hospitals and various outpatient clinics. When Wayne Sensor became the CEO, he aimed to achieve "world-class leadership in compassionate, faith-based health services." To drive this vision, he hired Chief Innovation Officer Ted Schwab, who brought in OD consultants Joel Fadem and Stu Winby to facilitate the transformation.
Entering Alegent Health
The entry phase involved establishing a relationship between Alegent Health and OD consultants who had been working with the organization for about two years. The consultants focused on designing and delivering large group interventions known as decision accelerators (DAs) to develop strategies for major clinical service areas like orthopedics, cardiology, and women’s and children’s services.
The entry process was largely virtual, with initial interactions facilitated through existing consultants. Conversations with researchers from the Center for Effective Organizations at USC led to the proposal of a case study to evaluate the effectiveness of the DA interventions and their impact on Alegent Health's organizational effectiveness.
Contracting with Alegent Health
Developing a formal contract was the next step, which included defining the scope, cost, and schedule of the case study. This process involved detailed negotiations to align the interests of Alegent Health with the research objectives. The final agreement allowed researchers to use the data for their publications while giving Alegent the right to review and approve any articles, ensuring mutual benefits.
Collecting and Analyzing Diagnostic Data
The data collection process was extensive, involving interviews with senior executives, managers, and staff. The researchers aimed to understand the broad strategic context of Alegent Health and the impact of the Right Track process on the organization. This phase also included analyzing archival data from previous decision accelerator meetings, providing a comprehensive view of the organizational dynamics and the changes implemented.
The Role of Decision Accelerators
The strategic innovation process kicked off in June 2005 with six large-group decision accelerators (DAs), each focusing on different clinical service lines such as orthopedics, cardiology, and women's and children's services. DAs are large group interventions designed to foster innovative thinking and decision-making by getting the "whole system in the room".
Innovative DA Space
Alegent committed not only to the DA process but also to creating a physical space conducive to innovation. They leased and renovated half a floor of an office building in Omaha, creating a flexible environment with moveable whiteboards and chairs, and walls that could be written on with erasable markers. This setup allowed for dynamic and collaborative sessions.
Implementing and Sustaining Change
The first major DA focused on women’s and children’s (W&C) services, which involved diverse stakeholders, including physicians, managers, patients, and community members. The process included envisioning a "world-class" W&C service line, identifying key challenges and opportunities, and developing a strategic roadmap.
By engaging multiple stakeholders in structured yet flexible environments, Alegent was able to generate comprehensive and innovative strategies. These strategies were then refined and implemented with continuous feedback loops to ensure alignment with the overall vision of becoming a world-class healthcare provider.
Evaluating Change at Alegent Health
Evaluation was a critical component, focusing on assessing the impact of the OD interventions. This included reviewing the changes in organizational culture, decision-making processes, and overall effectiveness. Feedback from stakeholders was integral in refining the strategies and ensuring that the interventions led to sustainable improvements.
Conclusion
The case of Alegent Health demonstrates the importance of a structured approach to organizational development. By systematically addressing each phase—entry, contracting, data collection, and evaluation—Alegent Health successfully navigated its transformation journey. The use of decision accelerators and large-group interventions facilitated innovative thinking and strategic decision-making, leading to enhanced organizational effectiveness.
Organizational Development Services
At OrgEvo Consulting, we specialize in guiding healthcare organizations through complex transformations. Our services include strategic planning, stakeholder engagement, and comprehensive diagnostic evaluations. Contact us to learn how we can support your organizational development needs.
Commentaires