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Lean Sigma: Rebuilding Capability in Healthcare by Ian D. Wedgwood Ph.D.

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2. Structuring Change: Program Infrastructure

In the previous chapter we saw how many of the existing change paradigms contrive to undermine an organization’s ability to improve performance. It’s probably useful, therefore (to set some context), to describe what change practices we are actually seeking. In no particular order, change should be:

Transparent and “contained”: Change occurs in known, visible “chunks” or “packets,” such as programs/initiatives (multiple related projects), projects, and events. For simplicity of writing, here we’ll use the term project in the generic sense to represent any or all of these. These projects are clearly defined and scoped; they don’t overlap, counteract, or clash with each other and are singly resourced ...

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