A Practical Guide to Performance Improvement: Change Acceleration Process and Techniques to Maintain Improvements

Abstract

Performance improvement (PI) team members and leaders can use a variety of tools to help accelerate change and sustain performance for lasting success. Key factors for PI team members to consider for change management are the ability to work together to problem solve and the involvement of the project's champion or sponsor for the duration of the project. The PI team can use the Change Acceleration Process model, which includes the Threats & Opportunities Matrix; backward imaging; and the goals, roles, processes, and interpersonal relationships checklist to accelerate and maintain their improvement efforts. After reviewing this article, the reader should have a better understanding of how to use the Change Acceleration Process model and tools to promote teamwork, recognize external factors that may hinder improvement, and stay focused on the project goals for ultimate PI project success. This is the sixth article of a six‐part series about performance improvement.

Creating a Practical Transformational Change Management Model for Novel Artificial Intelligence–Enabled Technology Implementation in the Operating Room

“…In this article, we present a case of recent transformational change management (CM) in the ORs of our institution that did not fit the existing CM models ( Table 1 ), 3 , 4 , 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12 , 13 , 14 , 15 , 16 , 17 , 18 , 19 , 20 , 21 which were identified from a narrative literature search. 2 , 3 , 4 , 5 , 6 , 7 , 8 , 9 , 10 , 11 , 12 , 13 , 14 , 15 , 16 , 17 The lack of fit was partly because many existing tools were not geared toward organizational or transformational change but instead focused on individual, developmental, or transitional changes. Additionally, no model was specific enough as a practical journey map yet generic enough to apply to this study’s novel technology CM process in the OR.…”

“…It's 7 steps: Leading Change, Creating a Shared Need, Shaping a Vision, Mobilizing Commitment, Making the Change Last, Monitoring Progress, Changing Systems and Structures, enable a sustainable change. 5 Our project required joint leadership from practice, research, and administration. The CAP model’s central leadership focus could not capture the complexity of our change.…”