Labor Management Partnership
Inventing the future, making news
October, 2011
Good press for LMP
Our model of frontline engagement and collaboration is being
recognized because we are doing something different and
getting results.
“Building a Collaborative Enterprise”
by Paul Adler, Charles Hecksher and Laurence Prusack,
Harvard Business Review, July-August 2011
“Changing Together”
by John August and Barbara Grimm
Modern Healthcare, Sept. 19, 2011
“A Strategy for Employee Engagement and
Performance Improvement”
by John August and Barbara Grimm
Human Resource Executive Online, Aug. 30, 2011
A unique performance advantage
“A growing number of organizations –
including Citibank, NASA, and Kaiser
Permanente – are reaping the rewards of
collaborative communities...[and] will become
the household names of this century…”
“Collaborative process management …
requires people to continually adapt to others’
needs [and] emphasizes working within the
group (rather than trying to gain individual
control or responsibility) and eliciting the best
contributions from each member for the
common good.”
A unique performance advantage
“Kaiser Permanente’s Value Compass succinctly
defines the organization’s shared purpose…
a recognition of the challenges that every
member of the group has the responsibility to
meet every day.”
A unique performance advantage
Best practices for supporting collaboration
(and how KP has responded):
• Define and build a shared purpose
(The Value Compass)
• Cultivate an ethic of contribution
(Emphasis on systems thinking, joint decision making)
• Develop processes that enable people to work
together in flexible but disciplined projects
(Unit-based teams, small tests of change)
• Create an infrastructure in which collaboration is
valued and rewarded
(UBT Fairs, UBT consultants, performance incentives, Union
Delegate Conference, LMPartnership.org)
KP’s industry-leading practices
What sets us apart:
• Our integrated model of care
• Our model of partnership—a shared
strategy for leading change
• Unit-based teams to drive performance
improvement
• The Value Compass—a framework for
frontline decision making
KP’s industry-leading practices
How unit-based teams get results:
• Applying diverse skills of frontline
workers, managers and physicians
• Setting local goals, testing outcomes,
measuring results
• Assessing team performance and
creating a safe learning environment
• Building a culture of mutual respect,
accountability and empowerment
Our model of frontline engagement
Three keys to engaging employees and leading change:
• Empower the workforce to make a difference.
• Identify and support the essential attributes of
successful teams.
• Disseminate effective team practices
throughout the organization and integrate them
into day-to-day operations.
Our model of frontline engagement
“Eighty-six percent of [KP] employees reported
favorable responses on an ‘engagement index’ of
employee commitment and alignment. That’s 15 points
higher than for the industry overall… Engagement is
even higher among members of UBTs.”
What makes teams click
Lessons from Rutgers, Johns Hopkins and KP research:
1. Leadership: Develop joint leadership capacity, provide coaching,
and share information.
2. Line of sight: Use meaningful metrics, encourage systems
thinking, and show how the team connects to regional goals.
3. Team cohesion: Make time to meet face-to-face, create a safe
learning environment, and focus on the member and patient.
4. Processes and methods: Use performance improvement
methodologies and daily huddles to discuss and solve problems.
5. Infrastructure and support: Develop strong sponsors, provide
ongoing training.
Read more….
Get the original articles:
http://hbr.org/2011/07/building-a-collaborativeenterprise/ar/1
www.lmpartnership.org/sites/default/files/modern
_healthcare_august-grimm.pdf
www.hreonline.com/HRE/story.jsp?storyId=5333
40885
Or contact us: LMP-feedback@kp.org