The Firestarter Framework: Fueling Passion and Purpose

Dr. Thomas opened her session delving into the Firestarter Framework to explore our personal journeys in Integrated Care leadership and inspire participants to carry the CFHA “spark” home after the conference, igniting ongoing passion for integration.

This framework classifies drivers of change into three groups. These Firestarter types are not fixed personality traits but ways of approaching the world. Innovators generate ideas and turn them into reality to promote change. Instigators spark change by speaking out and challenging the status quo. Initiators identify problems and take responsibility for solving them.

Dr. Thomas encouraged us to see ourselves as change agents within our organizations and to consider how these three Firestarter approaches can be combined to drive change in our systems by recognizing gaps in our program, speaking up for change, and taking action to fill them.  

Turning Inspiration into Action: Lippitt’s Phases of Change Theory

Planning for change involves not only inspiration but also developing a clear roadmap that outlines the steps, resources, and timeline needed to implement the change successfully. Effective planning is crucial in ensuring that the change process is well-organized and that potential challenges are anticipated and addressed.

Dr. Thomas’ shared a tool to implement change effectively, a pathway for change agents, or “Firestarters,” to incorporate evidence-based research and strategies to foster and sustain meaningful, sustainable change in our organizations. She outlined the steps for applying Lippit’s Phases of Change Theory to implement new processes in integrated care settings and provided examples.

Unlike other Change Management Theories, Lippitt’s Phases of Change Theory puts change agents at the forefront, including steps under their responsibility, and emphasizing the need for the change agent to commit to approaching change collectively with support from the greater organization. Here are the steps:

1. Diagnose the problem

The first phase involves identifying and understanding the specific issue or challenge that calls for change. This can be done through regularly reviewing performance metrics and comparing them with field standards and benchmarks, or through actively gathering input from those directly affected by current practices or processes. Additionally, our sense that things aren’t flowing smoothly, even if we can’t pinpoint the exact problem, often prompts us to seek change.  

2. Assess the motivation and capacity for change

In this second phase, individuals or organizations assess their motivation and capacity for change, evaluating their readiness and available resources. This phase is also an opportunity for the change agent to foster the relationship with the stakeholders and establish a trusting partnership.  

3. Assess the resources and motivation of the change agent

The third phase involves assessing the change agent’s commitment to change, power, and stamina. And ensure the necessary support to the change agents are or will be in place. It might involve identifying appropriate/additional change agents to be part of an implementation team. 

4. Choose progressive change objects  

In this step, action plans are developed and strategies are established. By establishing specific objectives that outline what needs to be achieved through the change process, individuals and organizations can provide clear direction to all stakeholders. Additionally, it is crucial to identify potential barriers or challenges that may arise during the change process and develop strategies to address them. 

 5. Explain the role of the change agent to all and ensure clear expectations are communicated

The role of the change agent should be explained to all stakeholders and clearly understood by all parties so that expectations are clear. This should also be an empowering process for the change agent, whether that is an individual or a team. With the endorsement and full support of their leadership teams and clear communication of their role to all players, change agents can multiply their impact.

6. Maintain the change  

Establishing clear communication, designing feedback mechanisms, and facilitating group coordination are essential elements in this stage. Regular check-ins and reviews of tasks aimed at maintaining change must be part of this process, and it may be necessary to redistribute duties at this point.

7. Gradually terminate from the helping relationship

This involves gradually reducing the support the change agent provides. It is essential to recognize when and how to step back from the process, redirecting our focus as change agents.

Session Key Takeaways

The following are Dr. Thomas’ session key takeaways:

• Recognize yourself as a Firestarter within your system/context.
• Understand a Change Management framework.
• Empower yourself by setting SMART (Specific, Measurable, Attainable, Relevant and Time-based) goals.

Carrying the Spark Forward

After the Conference, as we settle back into our roles, we are still inspired by the sessions we attended and the colleagues we were surrounded by in Raleigh. I hope this blog contributes to making that impact last a bit longer, ignites some sparks among all the Firestarters in our integrated care community, and guides them on their journey as change agents in their organizations.

Photo by Jakub Skafiriak on Unsplash