SIRIRAJ

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SIRIRAJ

Change

Nothing endures, everything is in a

process of change;

we cannot seek permanence.

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Change can happen to us — or through us.

We must make sure we become its architects,

not its victims.

Scope of thinking

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When the winds of change blow, some people

build walls and others build windmills.

-Chinese proverb

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We are facing rapid change like never before. -Globalization -Constant innovation of technology -The increase in availability and accountability of knowledge. -Easily accessible information from Social media and mobile adaptability

These effect an ever increasing need for

change, and change management.

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Change management is an approach

to transitioning individuals, teams, and

organizations to

a desired future state.

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Individuals, teams, and Organizations must learn to become comfortable

with change . The ones

that adapt quickest create a competitive advantage

for themselves, while others that refuse to

change get left behind.

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The Success of an Organization …… ……….isn’t based on its ability to simply change. It

is based on its ability to change faster than its competitors, customers, and etc.

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If we only tell people to change, we will face insurmountable

resistance.

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People do not resist change. They resist what they do not understand or they do not agree with. Clearly define the change so that people will know how to think, act, and prioritize in an organization that is different.

Clarity Know exactly where we are headed.

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1. Growing while maintaining quality 2. Inspiring innovation while generating cohesion 3. Balancing technological advances with humanity 4. Achieving recognition and respect for extraordinary accomplishment

We have to achieve success in 4 areas:

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Knowledge does not change behavior,

we have to practice it.

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Communication means for employees as a team. People do not understand how to act differently from communication directed at them, they only get there through a series of conversations that are had with them.

Communication

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Change management is important,

it needs to be a core competence of leaders

and not something they can pass to others.

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When we align all the forces for change, we will achieve a more lasting result, quickly and efficiently.

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Organizational change management should begin with

a systematic diagnosis of the current situation

in order to determine both the need for change and

the capability to change.

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1. Push urgency up. 2. Put together a guiding team. 3. Create the vision and strategies. 4. Effectively communicate the vision and strategy.

Eight stages of successful large-scale change.

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Eight stages of successful large-scale change.

5. Remove barriers to action. 6. Accomplish short-term wins. 7. Keep pushing for wave after wave of change until the work is done. 8. Create a new culture to make new behavior stick.

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The central challenge is not strategy, not systems, not culture.

These elements and many others can be very important, but

the core problem is behavior what people do, and the need for

significant shifts in what people do.

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The core matter is changing the behavior of people.

Behavior change happens in highly successful situations

mostly by speaking to people’s feeling.

The heart of change.

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• Our emotional side is an Elephant and our rational side is its Rider.

• The Rider holds the reins and seems to be the leader.

The happiness hypothesis by Jonathan Haidt

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The rider loves to contemplate and analyze, doing so with the negative bias, almost always focusing on problems rather than solutions. The rider is frustrated by uncertainty and easily exhausted.

The rider ( self-control)

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The elephant has enormous strength and isn’t always the bad guy. Although it is easily spooked and hates doing things with no immediate benefit, stubborn, needs reassurance, and is quickly demoralized. But emotion is also love and compassion and sympathy and loyalty. It is powerful, tireless, and difficult to actively direct.

The elephant (emotion, behaviors that become automatic)

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• Even the Rider and the Elephant cooperate. They must know what direction to head.

• Without a clear vision of the destination, change will not happen.

• The elephant tends to follow the Path of least resistance.

The Path ( situation, surrounding environment)

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What looks like resistance

is often a lack of clarity.

So provide crystal-clear direction.

Direct the Rider.

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What looks like laziness is often exhaustion.

.

Motivate the Elephant.

It’s critical to engage in people’s emotional side-

get their elephant on the path and cooperative

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What looks like people’s problem is often

a situation problem. When we shape the Path,

we make change more likely, no matter what’s happening to

the Rider or the Elephant.

Shape the Path.

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3. Shape the Path

Overcoming resistance to change

1. Direct the Rider

2. Motivate the elephant

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The flashes of success-the bright spots----

can illuminate the road map for action and spark the hope that change is possible.

Even in failure there is success.

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Poor sanitation -> Poverty -> No clean water -> Ignorant ->

Save the Children fought malnutrition in Vietnam

built sanitation system end poverty purify water give education TBU

True But Useless

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• Find the bright spot • Find healthy kids. • Study the norms and the bright-spot • Knowledge does not change behavior, we

have to practice it.

Save the Children fought malnutrition in Vietnam

It was our change

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"We are living in a time when mastering change

is probably the most important thing that

leaders can help their organizations do.“

Rosabeth Moss Kanter

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Leaders are the Key success factor

of leading the organization to excellence in

the changing world

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vision

A leader is one who sees more than others see,

who sees farther than others see, and who sees before others see."

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“A change is brought about because ordinary people do extraordinary

things”

“Change will not come if we wait for some other person, or if we wait for some other time.

We are the ones we've been waiting for. We are the change that we seek.”

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Siriraj Change

Management

SIRIRAJ Characters of Siriraj

in year 2000:

Seniority

Huge Communication ?

Weak administration Low-technology Lots of “Barriers”

SIRIRAJ Characters of Siriraj

in year 2000:

High integrity

Good reputation Academic

Love & devotion Old-fashioned Conservative

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Some of the Challenges encountered:

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Siriraj is like an “Elephant”.

It is huge, with thick skin, walk slowly and sleepy

# 1st Challenge: Hospital Accreditation (HA)

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This was a great drive for all of us to wake up and smell the truth

that we have to change.

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A Quality hospital must be/have: • Customer focused • Cross-functional team • Continuous quality improvement

Plan

Do

Check

Act Easiest regimen

to success

Lessons learned from Hospital Accreditation

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How Siriraj succeeded in the HA • Think big, start small • Show small success

along the way towards the big goal

• To see is to believe

“Bright and light”

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• Paradigm shift of the government officials attitude

• Courtesy • One-stop service • Try our best for patients &

customers

# 2nd Challenge: Care process improvement

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Lessons learned from process improvement

• Meet every academic department • Set up an operational committee change management

Solve problems together Report their progression Learn from each other

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• Walk your talk • Leader has to meet

Frontline Personnel • Catch people doing

things right • Give, before being asked

Lessons learned from process improvement

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We passed the HA ( 1st HA 2002)

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Along with the improvement of the clinical services….

Our student learn of good clinical practices, better patients

approach, infectious control, etc.

Above all we induce humanity, ethic and compassion into their

mind.

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• More clinical services, Less time to do good research

• Plenty of resources

• Need research management

• Seek collaboration

# 3rd challenge: From Routine to Research

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• Innovation •Win-Win situation for

all levels of personnel • Team work

Lessons learned from R2R

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Our Strategic Planning Journey “Listen to “External Evaluator” What is the people’s perception of us? Gap analysis between “Now” and “Aim”

“Listen to Internal Evaluator” Listen to all levels of our employees Send admin. out to see the “Real World” “CEO course” (4 weeks)

“PEOPLE EXCELLENCE”

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• Improvement never ends

mission

Teaching, research, service vision

goal To be a medical institute of

excellence in Asia

action plan

action plan

action plan

action plan

action plan

action plan

action plan Small KPI

Strategic analysis, strategic choice,

strategic implementation

We need a strategy and organizational KPI

• We need a systematic thinking • No management without measurement

Lessons learned from More advanced criteria

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Values / Culture are very important

They are the shared practice, the moral principles and beliefs

of the organization

They also tell everyone what our

men/women are like

They are essentials that will turn vision into a

practical reality

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Core Values

Mastery เปนนายแหงตน Altruism มงผลเพอผอน

Harmony กลมกลนกบสรรพสง

Integrity มนคงยงในคณธรรม Determination แนวแนทากลาตดสนใจ Originality สรางสรรสงใหม

Leadership ใฝใจเปนผนา

MAHIDOL

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Other lessons learned from building, leading, and implementing strategies:

Human resource is everything The leader’s most important job is

execution Communications Executive team is one that is very

important and effect the success of the organization

Identify our weak point, and fill the gap.

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Excellent Award in Customer Service from Hospital Management Of Asia

Outstanding Winner Award In Human Resource Category

from Hospital Management Of

Asia

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At last…

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Thank you The elephant can fly

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• Choose our direction • Develop our future through

the transformation to a better institution.

How can we be better?

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• With clear purpose, unwavering principles, and steadfast leadership, we can establish a new bar, a compelling promise, for what a learning organization can and should be.

• Because we are committed to create, provide, and apply our knowledge to the benefit of mankind.

How can we be better?

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Change management

journey

61

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THINK

Of seeing the possibilities in a situation while others are seeing the limitations.

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how to make a difference

from others.

THINK

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Think of our Goal

"The trouble with not having a goal is that you can spend your life running up and down the

field and never scoring."

"Goals that are not

written down are just wishes. "

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I ran where the ball is going to be not where it has been.

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วสยทศน

ศรราช

เปนสถาบนทางการแพทย

ของแผนดน

มงสความเปนเลศ

ระดบสากล

The Medical Institute of the Kingdom, towards

International Excellence

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A new dimension in medical service of Faculty of Medicine Siriraj Hospital ,

Mahidol University Emphasize the concept of “Receivers & Givers”

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We must appropriately

benchmark ourselves with the best in the world and strive towards

quality improvement.

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“The way to get things start is to quit talking and begin doing.”

Walt Disney

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University Council

President

Dean

Agreement

Head of Dept.

Agreement

Academic Staff

Agreement

Faculty/Dept.

Evaluation ระบบการประเมนผลการ

ปฏบตงานรายบคคล

เชอมโยงสการประเมนผลการ

ดาเนนการของหนวยงาน/

สวนงาน

70

Performance Agreement

Performance Management System

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“A desk is a

dangerous place from which to view the world.”

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Key success factor • Vision • Mission • Culture/Values • Teamwork • Communication • Courage • Determination • Hard work • Compassion

มงเนน TQA, Clinical tracer, RM, KM, Lean-R2R

ในการขบเคลอน

ระยะท 5

พฒนาสการสราง วฒนธรรมความปลอดภย

วฒนธรรมคณภาพ วฒนธรรมการเรยนร & ความเปนเลศอยางย งยน

2555-58

คณะฯ/ภาควชา /ฝาย /หนวยงาน/บคลากรทางคลนก

ระบบคณภาพ Lab/ หนวยงาน (ISO)

สมป. 2548 และทก 2 ป

ระบบคณภาพโรงพยาบาล (HA) (HA/JCIA)

2nd HA 3rd HA สรพ. 1st HA 10 ม.ค. 2545 6 ม.ค. 2551 11 ม.ย. 2547

5th HA ม.ย. 2557

ระบบการบรหารจดการระดบคณะฯ (TQA) (MUQD)

มหาวทยาลยฯ 2548 และทก 1 ป

(MUQD/EdPEx)

กสพท ม.ค. 2554

มหาวทยาลยฯ 2555 และทก 1 ป

ระยะท 2

พฒนากระบวน การดแลผปวย

2545-47

ระยะท 3

พฒนาสความเปนเลศ

2548-50

26 ก.ย. 2554

4th HA

ระยะท 4

พฒนาสองคกรทมชวต &

เรยนร สนวตกรรม

2551-54

ระยะท 1

พฒนาระบบคณภาพ

2542-44

การพฒนาคณภาพศรราชสความเปนเลศอยางย งยน

ป 2541 สรพ. ชกชวนใหคณะฯดาเนนการรบรองคณภาพโรงพยาบาล

คณะฯ/ภาควชา /ฝาย /หนวยงาน/บคลากรท งคณะฯ

กสพท

2559

Advanced HA

TQA

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Advanced HA 2557

โรงพยาบาลศรราชเปนโรงพยาบาลแหงแรกของประเทศทไดรบการรบรอง

มาตรฐาน JCI 2557

โรงพยาบาลศรราช ปยมหาราชการณย เปนโรงพยาบาลแหงแรกของรฐในประเทศทไดรบการรบรอง

Asia Pacific Society of Infection Control (APSIC) ระดบ Gold 2557

โรงพยาบาลศรราช

โรงพยาบาลศรราช ปยมหาราชการณย

พนธกจดานบรการ

SIRIRAJ

“True success is not in the learning but in its application to

the benefit of mankind”

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Just do the best we can

Keep our chin up. No one expected us to save

the world. Otherwise we would have been born wearing a cope

and tights.

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Together we can be stronger, smarter, and make our Thai society, our country, and

the world better.

Vision with action can change the world.