What are the consequences of the problem? Are there implications if
the problem isn’t solved? 2
2. Define the future state. Describe the solution. Is there evidence
the solution works? Speak with other agencies about their experiences
and outcomes. How will your organization deliver the solution? Who
benefits, and how much, when the problem is solved? 3
3. Set realistic, measurable goals. The importance of clarity on the
expected outcomes and how they’ll be measured cannot be overstated.
For example, “The system will provide a 85% compression fraction on
cardiac arrest calls at least 90% of the time” is better than “Implement a
Pit Crew CPR training program.” Measure your current performance
and be careful to avoid promising big gains too quickly.
4. Link the innovation to an existing organizational goal. Look to
your department’s strategic plan for goals related to your idea. Often,
strategic documents contain very high-level goals. It’s implied when
writing such documents that, in order to achieve the goal, additional
work will be needed to more clearly define things.
5. Start small. Be realistic. Every organization has limits. Experienced innovators know that failure is inevitable. That’s why they like
to fail early and often when designing an innovation.
Costly mistakes may be avoided when a concept is explored on
IMPLEMENTING WITH IMPACT: SIX TIPS
a small scale. Plan a pilot activity small enough to get your arms
wrapped around the details. Senior leaders are much more likely to
support a small pilot activity rather than a project that will engage
the entire organization.
Assuming you receive approval to begin a project, your next priority
includes two key steps: Planning the project and preparing the organization for change.
1. Form a strategic vision and objectives. Failing to plan is planning
to fail. The vision and related objectives should be clear and measurable. Senior and middle managers must be able to convey the message to the front line.
2. Organize the project team. Managing projects is a lot like making
music: Sometimes a single instrument will suffice, and other times an
orchestra is required.
Depending on the project’s complexity, you might be able to individually manage several tasks. Larger projects usually need several active
contributors and a formal process for managing the project
3. Manage the project in stages. Similar to driving long distances, when
managing projects, we’re often unable to anticipate what lies ahead. For
this reason, projects are often managed in stages. 4 The number of stages
depends on the project’s complexity. — Continued on page 62