Table 1:

Kotter Model Scoring Guide for Implementation of Team Huddles

Kotter model steps	Guiding questions for scoring implementation phases
Phase I 1Establishing a sense of urgency 2Creating the guiding coalition 3Developing a vision and strategy	1How well was a need or problem articulated? How wide-spread was the awareness of the problem? Did it guide the team towards adopting huddles? 2Were there any team members enthusiastic about huddles and championing them? Was anyone at least appointed to lead implementation of huddles? 3How well did the team develop their plan for rolling out team huddles? Was it specific and detailed, or more general and loose?
Phase II 4Communicating the change vision 5Empowering broad-based action 6Generating short-term wins	4How much did the team communicate about the huddles? Was it part of a bigger effort (e.g. during Essentials training), or was it specifically focused on the huddles? Was it more telling that huddles will be implemented and what is expected of staff, or was it more explaining why they are implementing huddles and seeking feedback from staff? 5Are staff and unit managers encouraged to participate in huddles, or even lead them? Are their ideas incorporated into huddles (e.g. can they raise issues that need to be discussed in huddles)? 6Did the team strategize for a quick/small win? For example, did they pilot test huddles on one unit/department, or at a specific shift? Did they use this small wins to help spread it further to other places?
Phase III 7Consolidating gains and producing more change 8Anchoring new approaches in the culture	7Did the huddles implementation spread beyond the initial site? Did the team use any measures to track progress, such as surveys, log sheets, audits, or staff feedback? 8Are the recipients (i.e. intended users) consistently using huddles in their daily work? Did they “hardwire” them and get staff to embrace them? In other words, is doing huddles their new “way of doing things”?