Characterizing Your Vision Statement
By: Duke Rohe drohe@att.net
The vision statement is a distilled proclamation of what the future state of Diagnostic Center will be. It aligns the change efforts of the over the next 3 plus years. ‘Characterizing’ is the elaboration of what that Vision statement embodies. It places substance on the overall vision statement to clarify to all, the attributes of the future state. ‘Characterizing’ will be performed by the driver of the change, usually the manager/leader. It is his/her goals that set the vision and it will take their resolve to stretch the culture to achieve them.
Vision statement from the previous brainstorming session:
Vision
We shall be unparalleled in our level of caring and service. Our supportive team environment continually seeks new ways to add service and reduce waste. We commit to make each patient feel they have been specially and competently cared for; setting the pace for the rest of their visit.
Characterizing Process
Using this vision statement throw yourself out three years to describe what the Diagnostic Center is going to be like. How will it appear to its internal and external customers, to its manager, to its staff? What will it be known for? ‘Characterizing’ will be the composite picture that will help crystallize understanding as to where the department is going. It will define the gap between the present and future states and it will help derive the strategic objectives to get there. As a manager, you commit to seeing this vision through to its completion.
To Get Started: Take an imaginary journey three years out and reflect on what you would want your department to be like. Take into account the input from the visioning brainstorming session as well as those goals near to your heart. Write out thoughts as they pop up, then make a composite picture of what this future state will be. Following are some of the prompts that might be considered. After ‘Characterizing’ your view of the future, visit with your internal customers and use the prompt list to gain their input on how they envision the department service and how it will positively impact them.
Characterizing ‘prompts’ you may wish to consider:
Three years from now…
Customer
What is the patient experience like, how is it different than now? What information do they come equipped with? What surprises do they not have? What are their expectations? What are the features of the service? What feelings do they have about the service provided?
Staff
What kind of responsibilities do they take on? What level of autonomy do they have in offering ideas, taking on the challenge of change and making changes stick? How do they resolve one-on-one differences, team differences? What type of issues have to be elevated to the manager? How do they collective decide on how they want their work environment to run? How much guidance do they need running their team meetings? What kind of decisions are made at their level and when do they pass them up to the manager? How often do their teams meet informally and formally? How clear are their roles and responsibilities? How do they continually learn and implement better service techniques? Is each encounter with each patient the best it could be, every time? What is it like? How friendly/supportive are the staff to their co-workers? Is seldom heard a discouraging word? Do they feel like what they say and do matters? Do staff know what their service/production measures are and how they can make or break them? Is there a ‘best’ practice, and do all strive to better it? How are the diverse strengths leveraged throughou
Work Environment
What are the aspects of the environment the staff like best? The patients like best? Does the work environment say ‘welcome’ or ‘follow the rules’? How is the right way to do things virtually intuitive? In what way is it orientee-proof so they feel comfortable working right away? What is the culture known for? Is it the ‘prime’ place to work? Why? What kind of career growth potential is there? Does it lead its profession in knowledge, service, and productivity? Are there unwritten codes of conduct informally enforced? What are the facilities and equipment enablers for a quality job? What would the collective health-meter from the staff read?
Manager
What does the manager not do that he/she has to do now? What roles are controlled, which are delegated? What leadership roles are changed? In what way is the manager different than before? In what different ways does he/she relate with the parent department? With the customers? How does he/she encourage improvement? How is he/she regarded by peers? What will this new role feel like? In what ways was it worth the difficult of the change?
Processes
What is the process known for? What is its cycle time, its consistency, its quality? How do staff dynamically change the process to optimize it; even in unusual circumstances? In what aspects is the end of one process, the beginning of the next? Are instructions amply built in to process and is the wrong and right way evident to anyone? How do staff continually scrutinize the process to squeeze more waste, more cycle time more quality out of the system? What is the scope of the process and how is it measured in terms of performance by its customers? What kinds of research is conducted by the staff to insure they are making the best possible experience/outcome? What keeps the job interesting and fulfilling? How does the process inscribe “we care” to both the staff and the customers?
