Last friday, we pursued the next step in our planning around an important initiative for us (which I described earlier, and is different than Lee’s work on the Model Line), and ended up producing this affinity diagram in real time. It is intended to show all the possible things we can do to obtain the outcomes we want for our members. some colleagues pre-thought their opportunities. I wrote mine on the fly after listening to what we had done in the previous year and what our success was with each. I received permission to display this image here, which in and of itself required a little bit of courage.
The purpose of doing this as part of planning, for me, is for us to figure out what we should do. The image shows that there are a lot of things we can do. That says a lot about our ability to deliver for our patients. It also shows some clustering on the areas where we think we have the most leverage.
Now we have to decide which of the things we can do add the most value. Maybe there are some things that the team I am a part of could do, but it might be of greater value to assist another team in using the tools they have, or vice versa.
I can really see the power of doing this work visually; it shows that we’ve developed a strong infrastructure with teams that know how to use it. Now we can aim it together and create a logical story around what we chose to do among all of the possibilities.
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