Tes: The Team Engagement Strategy: Unleashing the Power of Adaptive Teams

by Low Pass, Digno Garcia

Overview

You get called into a meeting. The senior executives have decided to make a course correction in their strategy. You are asked to bring down cost, increase efficiency, and improve quality. You will not have increased financial resources, a data analyst, or new hires. You have heard of multiple change management methodologies such as Six Sigma, Lean, Emergent and Agile but they seem a bit too complicated and perhaps more than you really need for the task at hand. What do you do? You read this book. We think we can help! More specifically, we think TES can help. TES takes elements from the most effective change management and organizational design theories of the modern era and simplifies them while adding a few new ideas. The result is a streamlined, efficient tool that teams can use without any prior training, additional resources or for that matter, C-suite involvement. Over and over again we saw our teams rise to the occasion and deliver results that had escaped them in the past, sometimes for years. And then continue to improve! We describe one such success story in excruciating detail in this book with the idea that it will answer any question that might arise when you implement TES with your team.

Product Details

ISBN-13:	9781483583280
Publisher:	BookBaby
Publication date:	12/08/2016
Pages:	104
Product dimensions:	5.90(w) x 8.80(h) x 0.40(d)

About the Author

Stefano A. Bini M.D. is a Professor of Clinical Orthopedics in the Department of Orthopaedic Surgery at the prestigious University of California San Francisco (UCSF). Previously he held numerous leadership roles at a large health care organization including Chief of Orthopedics, Assistant Physician in Chief of a hospital, Assistant Chair of the Chiefs of Orthopedics. In these roles he helped to drive change and implement strategic initiatives within the orthopedic service line and across all surgical specialties in 16 hospitals system wide. Dr. Bini has held leadership roles in both the American Academy of Orthopedic Surgery (AAOS) as well as the American Association of Hip and Knee Surgeons (AAHKS), has chaired over a dozen conferences around the world, presented over 100 scientific papers at conferences both nationally and internationally, published over 25 papers in peer reviewed journals. He currently serves as Associate Editor of Arthroplasty Today, is on the editorial board of the Journal of Arthroplasty, and reviews articles for three major specialty journals. Besides his busy surgical practice and resident teaching, his research interests include change management strategies for leaders in the health care space, studying the impact of Digital Health on the delivery of musculoskeletal care, exploring alternate surgical techniques to improve clinical results following total knee replacement. Dr. Bini received his undergraduate degree from Stanford University, his Medical Degree from the Columbia College of Physicians and Surgeons, and performed his Orthopedic Residency at the University of California San Francisco. He further earned an MD Degree from the University of Florence.

Table of Contents

Acknowledgements 1

About the Authors 3

Foreword 5

Introduction 7

TES: A quick summary and a little background 9

Chapter 1 A Tale of Two Paradigms-The Emergence of Adaptive Organizations 15

TES Relationship to Organizational Change and Process Improvement 17

Evolutionary Process Improvement 18

Chapter 2 TES-Building the Bridge to the Future 21

Four Critical Concepts 21

Engaging Employees as team members 21

Focusing on the Operational Model 22

Building Adaptive Capacity 24

Changing the Roles of Managers and Leaders 25

The team 26

The Initiator 26

The Conductor 27

The Stakeholders 28

Chapter 3 The Seven Steps to Effective TES Implementation 31

The Seven Steps of TES 31

The Details of TES Step by Step 33

Step 1 Define the Problem and the Measurable Outcome 33

Step 2 Map the Touch Points, Create the Team, and Set a Goal 36

Step 3 Engage the Stakeholders and Create the Opportunity List 37

Step 4 Differentiate Transactional Opportunities from Process Opportunities 41

Step 5 Prioritize Opportunities and Create the Solution Checklists 43

Step 6 Define a Time Frame for Success and Implement the Checklists 49

Step 7 Broadcast Success and Begin Again 55

The TES Difference 57

Two Important Reminders 59

Chapter 4 A Case Study-TES in Health Care 61

Total Joint Replacement-How Far We Have Come 62

The Case Study Step by Step 63

Step 1 Define the Problem and the Measurable Outcome 63

Step 2 Map the Touch Points, Create the Team, and Set a Goal 65

Step 3 Engage the Stakeholders and Create the Opportunity List 67

Step 4 Differentiate Transactional Opportunities from Process Opportunities 71

Step 5 Prioritize Opportunities and Create the Solution Checklists 73

Step 6 Define a Time Frame for Success and Implement the Checklist 77

Step 7 Broadcast Success and Begin Again 80

Follow up 81

Chapter 5 Implementing TES in the Real World 83

Troubleshooting TES 84

Embracing Failure the TES Way 86

Thinking of Trying TES? We Want to Hear from You! 88

References 89

Bibliography 93