Transcript Tools for the Sharing

Performance Improvement Tools
Create, Get and Share Them
Duke Rohe, BS, FHIMSS
Performance Improvement Specialist
Alias ‘the tool-fool’
How I Feel
How I Look
What we would like to achieve in
the next few minutes ?
Provide a better understanding of what a
tool is and how it can be leveraged to make
a difference
 Learn how to begin creating a sharing
environment
 Learn how to become a tool ‘geek’ that your
organization can’t do without
 Look at a variety of ready-to-use tools and
see how they might apply in your area

Purpose 4 creating a tool

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



Accelerate learning
Give a guide of predictability
Provide a roadmap for similar territory
Replicate knowledge efficiently from one
application to another
Eliminate the waste of reinventing
knowledge and learning through error
A good idea is good. A good idea times 50
is mighty good
Why a presentation on
Tools ?
We have finite amount of resources and
finite time to get better than the competition
 We can no longer afford to redo, waste
effort, allow incomplete sharing
 We must leverage our strengths or we will
drown in our weaknesses
 One digging with a shovel does more than a
hundred with spoons

Attributes a Sharing
Environment
To know is great, to share what is known is
mighty
 Concept of knowledge management
attempts to map knowledge throughout
 Access to tools is easy and intuitive
 Emphasis on sharing, growing knowledge
 Encourage, allow time, reward discovering
and sharing new ways

http://www.topten.org
How to Dampen Knowledge
Management (or Sharing)
No attention, no time, no dice
 Make it old, hard to find, not transferable
 All take and no give
 Counterproductive incentives

How 2 Begin

Become the resident knowledge sharer in
your organization

Begin taking notes as if your were the CNN
reporter for your organization.

Look for the scaffolding behind your
project work that would guide others

Discover business models, cause and
effects, organizational behavior as
candidates
How 2 Begin…

Look at the scaffolding behind how people
think and act and fill in the missing pieces

Gain a dissatisfaction with reinventing
knowledge or having to create what has
already been created

Become the source for helpful tools and
news around the organization

Think in questions that lead people to the
right action/answer
How 2 Begin… again

Bridge the gap between the need-to-know
need-to-share of communication

Think of ways you can engage staff to
continue resolving their own challenges

Find ways to stimulate thinking to what
might be overlooked

Practice paranoia to get folks to surface
those landmines that sink success
How 2 Begin… and again

Read what works in other industry. Find
the no duh-uh application that people
discount or tend to overlook

Itemize those things you wish you would
have known or done different

File these electronically by how it might be
used, Communication, teams, project
management… for quick reference
How 2 serve it up

Think simplicity, bite size chunks,
understandable by the “little people”

Offer no more than they need to know, no
less than what is needed to be successful
Give folks a menu for the best results
 Make it fun, interesting. Not everything in

healthcare has to hurt or be boring.

Turn it upside down: For worst results, do
this.
How 2 serve it up


Limit it to one page is best.
Categorize where possible, use font types
to make it easy/interesting

Spend time to groom it.
I’ll write you a shorter letter

Give me more time and
Mark Twain
Put you name/department on it. a Duke
original, contributed by Duke, modified by
Duke, forgotten by Duke.
How 2 spread it around

Distribute via email. “Weekly Reader to
subscribers”
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Offer it to periodicals, newsletters,
professional journals, conferences

Network it with your peers in other areas.
It creates a favor-mentality on the other end
How 2 spread it around

Give it away internally. Got a need? Here’s
a tool.

Put these filed tools out on a common
server for all to access.
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Refresh periodically the users memory of
what’s out there
*The most valuable tool fills a need in a crisis
and is given away for free.
A test of the best

The best tools have function over time and
in various applications

V=BxU
Value = the benefit of the tool times its use
(if it is free or very reasonable and available, its value
will grow -- others will seek out its creator and that is
worth a bundle)
Reminder
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Honor your sources
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A tool’s best compliment
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If you use their stuff, acknowledge them
Someone else improves on it or shares it with a peer.
The worst tool is an ingenious one that is never
created nor shared
What Qualifies as a Tool ?
If it can accelerate learning or success it qualifies:
 Forms, bullet-format notes, new thoughtprovokers, proverbial wisdom.
 Icebreakers and debriefs, tests that lead you to
your answer
 Questions that drive folks to their solutions,
action item trackers
 Common sense revisited, notable quoteables,
comic reliefs
What Qualifies ?
A guide or pattern for achieving results,
doing things right and avoiding pitfalls
 List of how-to’s, have-you’s, do-do’s, don’tdo’s and how-do-you-do’s (checking to see
if you are reading)
 Summary notes that will inspire and inform.
Summary of books, conferences…
 Step-by-step procedures, observations of
causes and effects

What Qualifies ?
Concepts translated from one industry to
the next
 New knowledge or thought-provoking
abstracts
 Macro-rich spreadsheets and databases
with multiple applications
 Checklists, visual examples
 Complex methodologies boiled down to
their pertinent points

What Qualifies ?
Personal pieces that bring life to life, heart
warmers, life expanders
 Little techniques that bring great results
 Summary of ideas that have worked
elsewhere
 Lessons learned from a project, especially
the “never do this”
 Samples, examples and starter fluid for an
application

Folders for EASY Access and
HIGH use

New Stuff
 Red Tag
 Benchmarking
 Communication
 Change
 Culture
 Cliffnotes
 Idea
 Grow U
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Knowledge Mgmt
 Process Mgmt
 Project Mgmt
 Quality
 Reengineering
 Service
 Systems Thinking
 Teams
 Visual Control
 Visioning
How 2 end

The worst tool is an ingenious one that is
never created nor shared.
 What you put into life is also a measure of
what you get out of it. Don’t cheat yourself.
 If you would like a set of around 800
electronic tools ready to modify, email me at
[email protected]
Any Questions Out There?
[email protected]
http://www.himsssct.org/
click Tools
Performance Improvement Tools
Create, Get and Share Them
Duke Rohe, BS, FHIMSS
Performance Improvement Specialist
Alias ‘the tool-fool’
How I Feel
How I Look
What we would like to achieve in
the next few minutes ?
Purpose 4 creating a tool
Attributes a Sharing
Environment
Why a presentation on
Tools ?
How to Dampen Knowledge
Management (or Sharing)
How 2 Begin
How 2 serve it up
How 2 spread it around
A test of the best
Reminder
What Qualifies as a Tool ?
Folders for EASY Access and
HIGH use

New Stuff
 Red Tag
 Benchmarking
 Communication
 Change
 Culture
 Cliffnotes
 Idea
 Grow U

Knowledge Mgmt
 Process
Mgmt
 Project Mgmt
 Quality
 Reengineering
 Service
 Systems Thinking
 Teams
 Visual Control
 Visioning
How 2 end
Any Questions Out There?
[email protected]
http://www.himsssct.org/
click Tools