The ability to lead change is vital to The University of Texas MD Anderson Cancer Center and its industry. The organization created a Change enABLEment model (ABLE: Align, Build, Lead, Embrace) based on a customized version of ProSci and Kotter’s model. This model is supported by a robust curriculum at all stages of leadership to anticipate, manage, and lead change of varying complexities.
Program Details
Change enABLEment training began as a 20-hour cohort program. Some of the busiest employees were invited (e.g., surgeons and faculty), but many other individuals were working on change projects without the needed skills and knowledge. The organization converted away from cohort training into a voluntary, practical problem-solving focus. This revamped program is scalable, dedicates time for consultation, and helps participants create a change charter ready to present to their sponsor and stakeholders.
The training on Change enABLEment begins with ABLE Essentials, a one-hour on-demand training session covering the fundamentals of ABLE to learn the theory and evidence behind the model. Then leaders can sign up for live program dates for a four-hour hands-on program. Leaders create a change plan for their own project and learn to apply change tools to clarify needs and identify areas of development, risk, key performance indicators, and sponsors. Participants receive consultation and feedback on their plan from change specialists and other program participants.
ABLE for Teams begins when any leader signs their intact team up. The team receives eight hours of guidance from change specialists on a particular change project. All members of the team work together to create a change plan or charter.
Change enABLEment also is embedded in other internal trainings. For example, the ABLE model is included in:
- Internal Six Sigma courses
- Clinical safety and effectiveness programs run by the Office of Performance Improvement
- All leadership development cohort programs. For individual contributors, content focuses on how one experiences and responds to change. For managers and faculty, content focuses on how to use tools to successfully lead through change. For directors, content focuses on leadership behaviors to support change. For executive leaders, content focuses on sponsorship for change.
Sustainability is key to continued acceptance and longevity of change enABLEment. Short-term sustainment strategies include:
- Online forum: After completing an ABLE Essentials course, learners join a Teams channel to share tools, information, and lessons learned, and serve as ongoing support for current and future change projects.
- Follow-up microlearnings: These are shared periodically through the Teams channel on topics such as monitoring risks, engaging stakeholders, and creating a change plan.
Results
In 2017, 69 percent of employees rated the item, “In my work unit, we are able to implement changes quickly,” favorably, and 61 percent rated “In my work unit, change is viewed as an opportunity and not an obstacle” favorably.
Favorability has increased substantially since the development of ABLE and remains consistently high. From 2021-2023, 77 to 78 percent of employees favorably responded to “I feel supported in my efforts to adapt to changes,” 82 to 83 percent responded favorably to “My department leaders are supportive of organizational changes,” and 80 to 83 percent responded favorably to “Executive and senior leaders effectively lead through change.”
Favorability scores toward change acceptance are 10 to 13 percent higher than peer institutions, according to external benchmarks.
Positive business impacts of Change enABLEment can be seen in the outcomes of change projects supported by the ABLE model and accompanying training. Examples include:
- New cancer care processes increased clinical providers’ relative value units (RVUs) by 18.5 percent and increased offering of same or next day appointments by 14 percent.
- New billing and invoice processes saved $23 million.
