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Navigation: A Guide to Implementing Person-Centred Care September 2012• Confirm that the initiative is being adopted as a standard around the country and isnot a “cookbook” standardization project.• Minimize surprises by specifying all assumptions about the change. Focus on outcomes.Identify potential problems.• Communicate plans by being specific in terms that are familiar to the differentgroups of employees. Communicate periodically and through various media. Ask forfeedback. Do not suppress negative views; listen to them carefully and deal withthem openly.Who ‘Owns’ the Problem or the Idea for Change? (Questions 7-9)The potential problems are:• The procedures, systems, sections and services involved are seen to be a problem.• The change was planned or introduced by top management or staff sections.• The change is viewed as purely a matter of procedure.The solutions are:• Specify plans in terms that people understand. Ensure that employees’ problemsare addressed explicitly as part of the change. Arrange for visible outcomes• Clarify employees’ views by exploring their concerns about the changes and examiningthe impact on the day-to-day routines.• Present a clear case by specifying who wants change and why. Explain longer-termadvantages. Identify common benefits. Present potential problems clearly. Listento problems.Top Management Support (Questions 10-12)The potential problems are:• Concerns or doubts about top management support for the change.• Whether top management will provide resources.• The current management performance appraisal process is seen to be an obstacleto change.The solutions are:• Build a power base by becoming the expert in the problems involved. Understandtop management concerns. Develop informational and formal support. Develop astrong and polished presentation in top management language.• Develop clear objectives and plans by establishing a clear timetable. Set up reviewprocesses to be supportive. Bring top and middle management into the reviewprocess. Focus meetings on specific outcomes and specific problems.74
Navigation: A Guide to Implementing Person-Centred Care September 2012Acceptability of Change (Questions 13-15)The potential problems are:• The planned change conflicts with or does not with fit other plans.• There a little or no clear sense of direction.• The proposed changes are perceived to place greater demands on people.• The change is perceived to involve new technology products/services and expertise.The solutions are:• Identify relevance of change to plans by reviewing plans and specifying how changefits. Incorporate changes into on-going developments. If possible, frame changes interms of the organization’s style.• Clarify plans for changes by communicating simply and openly.• Implement with flexible or adaptable people, and people familiar with some or allof the change, in a part of the service where there are strong supporters forchange. Recognize why people support change (career, rewards, organizationalpolitics).• Do not oversell the change by being adamant about conflicts with present practices.Encourage discussion of these conflicts.75
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A Guide to Implementing Best Practices in Person ... - cancerview.ca

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