Data Samples

The following data samples were collected utilizing the LOE Index as the metric/tracking tool during the change initiatives below and represent the value added to the comprehensive change process/methodology. The data samples represent a business process change, a technology change, and repeated leadership change over 4 years. The sample data is from three distinctly different organizations all faced with the challenge of a comprehensive organizational change.

Data Sample 1: Federal Government Organization

Client Introduction:
This client is a Federal Government Agency located in Washington D.C. The key business function of this agency is the protection of retirement incomes of more than 44 million American workers in 27, 500 private sector defined benefit pension plans.

Business Challenge:
The change was based on a Business Process/Structure redesign of the organizational units that impacted the Audit Staff, Actuarial Staff, and associated Management personnel.

Our Solution:
The LOE Index was the quantitative tool chosen by the consultants/directors managing the change to provide measurable data throughout the process. The LOE Index was administered twice in this engagement. The first was to establish a baseline approximately 8 weeks (February) prior to the change. The second was approximately 2 weeks (April) after the new process was in place and operational within the organization. The overall response rate among the invited participants was 62%. This sample size is considered to be statistically significant and representative of those Staff and Management directly impacted by the change

Value Delivered:

• Identified behavioral perceptions and attitudes in the project leadership that unrecognized would have obstructed the project's overall success. The result was discovery of inadequate leadership/sponsorship buy-in prior to the development of the change process plan. The data provided by the LOE Index was utilized to enhance the project at the onset instead of retroactively.
• Highlighted strengths in the Actuarial department and weaknesses in the Audit department that led to reallocation of resources after new business process integration that resulted in significant resource savings. The LOE Index score for the actuarial dept decreased as the result of reversal of previous change in technology. The reversal of this previous change positively impacted the current LOE score for the Actuarial dept demonstrating a decreased need for training/education on current change initiative--- the resources were reallocated to Audit dept where additional training/education was required.
• Provided all the employees impacted by the organizational change the opportunity to influence the change implementation plan through the cumulative results of the LOE Index at the baseline and beyond. It should be noted this is consistently cited by employees in their respective organizations as the primary motivation for completing the survey. We attribute this response to our consistently higher than average response rate.
  

Data Sample 2: Pediatric Medical Clinic

Client Introduction:
This client is a Pediatric Medical Clinic located in Alabama. The mission of the organization is to provide the highest possible pediatric care for their patients. This is large office with extended hours and services focused on personalized care.

Business Challenge:
The basis for the change was a mandate from the American Recovery and Reinvestment Act (ARRA) of 2009. The ARRA created monetary incentives to physicians and hospitals to use electronic medical records by 2014. It also instituted financial penalties for Medical Practices that are not compliant by 2015. The change was the integration of a new electronic medical system to replace the existing system based on the phase out by the software developer and the impending mandate based on ARRA.

Our Solution:
The LOE Index was administered three times between August 2010 and February 2011. The administration dates were designed to capture data at the August (Baseline), October (Calibration), and February (Capstone).The overall response rate was 53% of invited participants. This is considered a statistically significant sample and is representative of the organization.

Value Delivered:

• Recognized that the collective LOE Score for the practice, with the exception of the Floor Nurses, was following a normal pattern of adjustment to an organizational change.
• Recognized and isolated an elevated LOE score for the Floor Nurses that was directly related to a systemic problem relating to a perceived lack of support by the clinical/floor nursing staff. In fact, during the qualitative observation, several of the nurses commented that the decreased performance seemed contagious because several physicians appeared to also be questioning the reliability of the upgraded EMR system.
• Identified that the Floor Nurses had not been forthcoming with the practice administrator regarding the technical challenges of the upgrade because they were concerned it would reflect poorly on their attitude toward the change.
• Detected a problem within the Floor Nurse staff by the LOE Index prompted inquiry by the practice administrator and the problems were disclosed. This real-time, quantitative data allowed the practice administrator to proactively open dialogue to resolve the issues. The continued increase in the LOE Index score is representative of an organization that is not yet normalized to the organizational change.

Data Sample 3: Outpatient Surgery Clinic

Client Introduction:
This client is an Outpatient Surgical Facility. The average length of employment for the individuals in the organization is 7+ years. The employees are equally divided between three sets of responsibilities--clinical, nursing, and front office.

Business Challenge:
The employee reactions measured were as a result of three leadership changes over a period of nearly 3 years.

Our Solution:
The LOE Index was the quantitative tool chosen to follow the impact of leadership change and to provide measurable data throughout the process. The LOE Index was administered ten times in this engagement. The first was to establish a baseline prior to the first leadership change. The additional surveys were administered at three to six month intervals during two leadership changes over nearly three years. The overall response rate among the invited participants was 100%.

Value Delivered:

• Identified behavioral perceptions and attitudes in the introduction of new leadership that unrecognized would have allowed the problems to escalate in the first case, and lessons learned in the first leadership change were used to improve the success in the second leadership change. The data provided by the LOE Index was utilized to evaluate the first leadership change while it was in process and proactively in the second and third leadership change instances.
• Highlighted the employee reaction to a new office manager and two new physicians in the organization. The LOE Index scores showed a willingness to accept the recruitment of a new leader to the organization, and later their inability to accept her leadership style—subsequently, it was decided this individual was not a "good fit" for this organization. In the second case, the previous experience caused a short exacerbation of symptoms with the arrival of the new leader (as a result of the negative first experience), but steps taken on the second occasion to support the employees transitioning through the change led to a rapid acceptance of this new leader. The third instance is still in progress and thus the analysis is not complete. However, to date, it appears to be taking more time for the organization to stabilize with the addition of the new third leader. It is noteworthy that in addition to the leadership change there are also growth and physical location changes as well.
• Provided all the employees impacted by the organizational change the opportunity to influence the change implementation plan through the cumulative results of the LOE Index at the baseline and beyond. It should be noted this is consistently cited by employees in their respective organizations as the primary motivation for completing the survey. We attribute this response to our consistently higher than average response rate.