Change is necessary in healthcare institutions to remain current with the new technologies and latest evidence. It is part of adaptive mechanisms to ensure that systems and processes are efficient and effective in delivering the desired outcomes. Change encourages progress and innovation. Regardless of frequent adjustments in healthcare, acceptance of such modifications does not come easy to some. Opposing factors and people who are resistant to change are ever present. With such barriers, attempts to implement change can only be partially effective or a total failure without well-thought-out schemes. Therefore, utilization of organizational change models offers foundations for designing strategies to help facilitate the change process.
Lewin’s
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Leadership presence and style are important dynamics in a change process, as these can be compelling factors in people’s buy-in to change. Unlike Lewin’s change theory, Kotter’s model is clear in its intention at each stage. Each phase explains what needs to be done to encourage the change process. For example, Kotter postulated the relevance of individual buy-in to change while Lewin asserted group motivation is sufficient to accomplish any transformations. Nonetheless, Lewin did not elucidate on how to inspire positive energy towards a change. In addition, his emphasis was on the overall achievement of the change rather than developing small goals to achieve and recognizing them. The change process can be longstanding, and momentum might diminish due to the perception of failure. Therefore, it is vital to keep the drive for change through celebration of and reinforcement of these small wins (Small et al., …show more content…
Creating a sense of urgency that a modification is necessary is the first step. Staff must understand the need for the change and how it individually affects them. Without this, they would not recognize its importance and fail to participate in the process. The urgent issue in the chosen microsystem is its number of falls the past fiscal year (N=21) and this current year (N=9). The goal is to have less than 12 falls, and most should be assisted in nature. Unfortunately, the current trajectory will seem to surpass the desired objective. The forming of a dedicated group of individuals is necessary to diffuse their drive and acceptance to change to other staff who are yet to be won over. Development of a unit-based fall team can be beneficial to perform a monthly fall prevalence. It is crucial for nursing leadership to lead this task force group and communicate the desired vision to the remaining staff. Bringing back the discussion to the staff level is important to engage them in this process, promote transparency, and manage their expectations. It is necessary that expectations are realistic, so individuals do not lose motivation during the change process. A key is to remove obstacles that will hinder any progress and make it static. For example, staffing and scheduling might become an issue. Flexibility in offering overtime and time-off will reassure the staff that
The NHS change model was selected due to the well-defined stages and clear guidance the model offers, with the added benefit of it being NHS focused. Consisting of the values of the NHS strives to adhere to and developed to aid with the understanding of leadership within healthcare. The NHS change model states leaders who are implementing change are required to utilise all dimensions of the change model to successfully
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Change is something that is necessary for the survival of a company, but can sometimes be difficult to implement. That is what is discussed in the book A Sense of Urgency by John Kotter. The central theme of this book is leadership, and how it is required to initiate change. In 1996, Kotter wrote a book called Leading Change, which is about the eight steps that he believes are necessary to start change. A Sense of Urgency is all about the first step to that eight step process, which is that creating a sense of urgency in your workplace has to be the first step in order for any change to occur.
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
One of the change models of Organizational Development was created by Kurt Lewin. It includes three phases: unfreeze, move or change, and refreeze (Lewin, 1951, 1958). Lewin’s model recognizes the impormance of changing the people in organization and the role of top management involvement to overcome the resistance of change.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Managing Change: Who Moved my Cheese? Darrin Ruble National University Managing Change: Who Moved my Cheese? Rashid-Al-Abri (2007) claims that change in the healthcare industry has been a dramatic phenomenon that requires the personnel to accept changes or they will be surpassed by them. Therefore, there is the need to follow the steps of change: evaluation, planning, implementation, and management. The characters are different, but the individual control that these characters display plays a fundamental role in the acceptance and the administration of change.
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
A primary cause for change initiatives to fail is the fact that organizations are not capable of getting employees ready for the change and be committed to its implementations (Armenakis, Harris & Mossholder, 1993). They also identified three different individual elements that could be used to describe one’s readiness for change. These elements are the attitude, believes and intentions of the organizational members. Similarly, Armenakis & Harris (2002) illustrated the benefit and value of establishing an awareness of the need for change and the perceptions of the benefits at the individual level with the proposed change.
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...