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Author: Elyse, PMP, CPHIMS
May 25, 2009


Once we have appointed our change agent. When need to support our agent as he becomes familiar with the environment and the circumstances. Our leader should begin by determining the current state and laying the groundwork for the change initiative.

For implementing a PMO in a healthcare environment, our change agent has to ask the right questions and listen for the answers. What is wrong about our implementation process? What is being done to correct the issue? What is right about our implementation process? What is your role within the organization? What obstacles do you commonly encounter? What suggestions do you have for the change agent?

The other key item is that our change agent needs to ask all the audiences, senior executive, health system leadership, it leadership, hospital staff, and it staff. A good tactic for facilitating these discussions is a focus grouped survey based upon lines of business. Afterwards discuss the results with the individual focus groups, the feed back will be enlightening. For the IT group, sit in the departmental meetings and explain the purpose of the change.

One thing a change agent should be constantly aware of is that the "truth" commonly is a composite drawing comprised of a hundred individual perspectives. Finding the tactic which will work for this organization is commonly done by thoroughly examining the environment. It is time to be the Observant Owl asking why.

Another outcome of this investigation is that the change agent will be clearly identified and personal to all. The dialogue with all stakeholders opens the door for support for the change initiative. After these discussions some individuals will start to be hopeful that change is in the wind and be supportive of the change effort.

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