Changing Minds to Change Behavior

1. Changing Behavior to Change
Behavior…?
Opportunities in 21st Century
Healthcare
John W. Kenagy, MD
Consumer-Centric Health Innoventions
October 12, 2011
Slides? john@johnkenagy.com
©2011 John Kenagy, Adaptive Design, Ideal Patient Care and Learning Line are trademarks of john Kenagy

2. The 21st Century Healthcare
Opportunity
Thriving in 21st Century healthcare
means providing much more and
better care at continually lower cost.
That’s a marvelous opportunity, but…
©John W. Kenagy, 2011

3. The Path of Opportunity…
Characteristics of Success
1. The Facts – Successful innovators adapt and
thrive by rapidly developing opportunities that
others don‟t. “It‟s not best practice …”
– Historically successful Mindsets,
Methods, Strategies and Structures
alwaysslow, stall or stop new adaptive
opportunities. “It‟s almost impossible …”
3. The Opportunity – Develop new, internal
adaptive capacity. “‟Designed to adapt’ is a
opportunity….”
©John W. Kenagy, 2011

4. On a path…..
©John W. Kenagy, 2011

5. On a path….
©John W. Kenagy, 2011

6. The doctor adapting…..
©John W. Kenagy, 2011

7. On a path….
THE DOCTOR WHO WAS A
PATIENT BECOMES AN
EXECUTIVE
©John W. Kenagy, 2011

8. Sustainable innovation in a
complex, dynamic,
unpredictable business?
What’s the path….?
©John W. Kenagy, 2011

9. Disruptive Innovation
The 21st Century Healthcare Opportunity….?
List 1 List 2
Digital Equipment, IBM Apple, Microsoft, Intel, IBM
Macy‟s, Marshal Field, Nordstrom, Target
Sears Toyota, Honda
GM, Ford, Daimler/Chrysler Vanguard, Bloomberg LP
Lehman Bros. Southwest Airlines
United, American, Delta Google, Intel, Apple
IBM, Microsoft
©John W. Kenagy, 2011

10. Where’s Healthcare?
What Separates List 1 from List 2?
New opportunities drive new value to be?
Where are you? Where do you want
List 1 List 2
Digital Equipment, IBM Apple, Microsoft, Intel, IBM
New Value
Macy‟s, Marshal Field, Nordstrom, Target
Sears Toyota, Honda
GM, Ford, Daimler/Chrysler Vanguard, Bloomberg LP
Merrill Lynch, Lehman Bros. Southwest Airlines
United, American, Delta Google, Intel, Apple
IBM, Microsoft
Time
Hopkins, MGH, Mayo, IHI, CMS.. You?
??????
©John W. Kenagy, 2011

11. “It’s almost impossible …”
Clayton Christensen
On a path….
“ALMOST
IMPOSSIBLE?”
WHAT’S POSSIBLE?
©John W. Kenagy, 2011

12. First, know where you’re going
Thriving in 21st Century healthcare
means providing much more and
better care at continually lower cost.
©John W. Kenagy, 2011

13. The next question to ask:
Will what got us here, get us there?
MANAGEMENT
data implement
FRONTLINE
Historically successful
Mindsets, Methods, Strategies, and Structures
( ) are not adaptive. ©John W. Kenagy, 2011

14. What Works…
It’s not rocket science; it’s new opportunities
Adaptive = Future
Charternewinnovation
copies, makes or incubators with a Purpose
buys innovation
to people Rapidly develop
in meetings, who new, real-
analyze, prioritize and time,improvement
implement solutions opportunities close to
relevant information
©John W. Kenagy, 2011

15. Link Information to Action to Results
Clear, Consistent, Relevant Information
Key Information The Problem with The Success of
Metrics Common Practice Adaptive Design
Timely? Weeks, months, years ago Now
Aggregate data moves
Specific, through clusters of Role-specific,
actionable? disparate systems that do actionable
not communicate effectively
Measure, collect,
aggregate, meet, analyze, Action leads to
Verifiable? prioritize, results with rapid
implement……measure, feedback
collect, meet, analyze, etc.
Increasing choice and decreasing risk
©John W. Kenagy, 2011

16. Why real time information …?
©John W. Kenagy, 2011

17. What’s it take to get an aspirin …
©John W. Kenagy, 2011

18. ©John W. Kenagy, 2011

19. Choices That Create Opportunity…
Start with a meaningful purpose, then
1. Work as close in time and place to
the patient as possible.
2. Use timely, relevant, role-specific,
actionable information
3. Improve by linking information to
action to rapid, real time feedback
©John W. Kenagy, 2011

20. What Works…
It’s not rocket science, just new opportunities
Adaptive = Future
copies, Designnewinnovation
makes or buys innovation incubators with a Purpose
to people Rapidly develop
in meetings, who new, real-
analyze, prioritize and time,improvement
implement solutions opportunities close to
relevant information
your way to a Act your way to a new
new way of acting way of thinking
©John W. Kenagy, 2011

21. Brain 1-2-4
1 Organizing Principle: „Minimize Danger –
2 MODES of processing: Conscious
4 Key Processes:
Thinking
Data
Feeling
Self Regulation
Emotion Implement
solutions
Modified from:
Evian.Gordon@BrainResources.com
Used with ©John W. Kenagy, 2011
permission

22. Changing Behavior
It’s the ‘neurophysiology’ of leadership
• Our brains are wired to repeat past success,
distrust the unknown and seek meaning in life.
• When times change, our brains define three
meaningful things to do:
– Align with a meaningful strategic purpose
– Connect people and relevant info to action to results
– Use real-time results, not data, to realign and inspire
• When we meaningfully experience success
together, we rewire our thinking, realign our
behavior and commit
©John W. Kenagy, 2011

23. What‟s/ OwatonnaMarch 2008 - October 2009 Performance
MHS Different? -Diabetic Care is no ceiling
Clinic Optimal There
to our potential or your opportunity
35% MHS 2009 Goal 30.6%
Oct 08-Oct 09 = 81% MD Improvement
30% Oct 08-Dec 09 = 121% MD Improvement
25%
A 60 clinician clinic begins
MHS 2008 Goal 20%
28.9%
Adaptive Design
Percentage
20%
15%
10% Cumulative MD performance in
13% a large, great health system
5%
0%
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©John W. Kenagy, 2011

24. The 21stCentury Healthcare
Business R&D Opportunity
• The Opportunity = “It‟s not best practice...” We
can‟t buy the future; we have to make it.
• How? Start with the patient, not the technology
– Understand the job-to-be-done = it‟s more care, less cost
– The laboratory is our frontline; we own it, we benefit
– Our ingenuity + new partnerships and skills make the future
• The Reward = Strength through adaptability
– New products emerge from new partnerships delivering
new results for patients = more care for less cost
– We never stop adapting to get patients exactly what they
need at continually lower cost. We never stop succeeding.
©John W. Kenagy, 2011

25. The Path of Opportunity…
Characteristics of Success
1. The Facts – Successful innovators adapt and
thrive by rapidly developing opportunities that
others don‟t. “It‟s not best practice …”
– Historically successful Mindsets,
Methods, Strategies and Structures
alwaysslow, stall or stop new adaptive
opportunities. “It‟s almost impossible …”
3. The Opportunity – Develop new, internal
adaptive capacity. “‟Designed to adapt’ is a
opportunity….”
©John W. Kenagy, 2011

26. What’s your Never doubt that a small group
path? What are of thoughtful, committed
citizens can change the world;
your choices? indeed, it‟s the only thing that
ever has. – Margaret Mead
MANAGEMENT
data implement
“DESIGNED TO ADAPT
AND SUCCEED”
FRONTLINE
Slides? info@johnkenagy.com
©John W. Kenagy, 2011