Please follow all instructions.You will utilize your change model for this assignment. (Powerpoint attached with change model already created).Evaluate the performance of your nursing organization or department. Identify an area that would significantly benefit from initiating a change. Write a paper (1,500-1,750 words) in which you describe the particular area you propose to address through a change initiative. Include the following for your company: Discuss the issues in this area and the current outcomes as a result of the issues. Describe the external and/or internal driving forces, contributing issues, and the people affected. Evaluate the stakeholders involved and discuss how they will be affected by your change initiative. Clarify your role and responsibility as a change leader. Discuss the leadership theory (or theories) you will use to guide the change process. Discuss the change agents you need to recruit in order to successfully implement your change. Describe the roles of these change agents. Utilize your change model to develop strategies: (a) Explain the relevance of this model to your organization; and (b) Present the strategic aspects using your model. Be sure to clearly define the purpose of each aspect, the people involved, and the actions that need to be taken. Identify, or predict, the potential barriers to change. Discuss possible ways to overcome these obstacles, including methods for dealing with emerging or unforeseen circumstances that could impede implementation. Describe the evaluation methods you will use to determine the level of success of your change initiative. Discuss what metrics or measureable determinates you will use. Propose strategies to anchor change or support continuous change. Establish how your change plan supports the organizational mission/goal, genuinely addresses stakeholder concerns, and will serve as an equitable contribution for the community or society overall. APA FORMAT.INCLUDE AT LEAST 3-5 REFERENCES.
created_change_model.pptx
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Change Initiative: Developing a
Healthcare Change Model
Katrina Hwang
Grand Canyon University: LDR 615
March 8, 2017
Introduction
• Both internal and external factors affect success of a health organization
• According to (Doucette, 2017), internal factors that affect a health organization
include communication within the organization, the healthcare organization’s
culture, managerial restructuring, among others.
• External aspects include communication outside the organization, economics,
competition, technology, among other factors (Doucette, 2017).
• In responding to the above forces, a change model is necessary to help
implement a strategic process that leads to success in business by a health
organization.
• A change model has been developed to help address both external and internal
force that impact on the success of a nursing organization (Jacoby, 2015).
• The model to be developed works well to bring about changes that are
sustainable in a nursing organization and works within the organization’s culture.
• The model is developed from present models to provide changes that address
external and internal factors of the organization.
Existing Change Models
Lewin’s 3 Step Model
• It is a process model
• It describes how initiation, management and stabilization processes are
undertaken to bring about a change (Ramakrishnan, 2014).
• Its phases are unfreezing, changing and freezing
• Unfreezing stage initiates motivation for a change. People acquire new
attitudes and conducts required by management.
• Changing workers are trained to acquire new concepts. Mentors, experts,
role models facilitate change.
• Refreezing stabilizes the change through employee behavior and attitude
integration into their operations
Existing Change Models
Kotter’s 8 Step Model
• The model follows 8 phases
• Increasing urgency is the first stage that inspires workers to move,
create and goals genuine and applicable
• Building a guiding team is the second stage that ensures appropriate
people are available for making the change. The persons should be an
accurate levels and skills mix and should have the correct
commitment.
• Understanding the vision is the next step. The established team
creates strategy and vision and puts into consideration creative and
emotional aspects for essential to initiative efficiency ands service
(Ramakrishnan, 2014).
Existing Change Models
• Commutating the vision is a stage that many people are informed
about essentials of the vison. Technology workers well in enhancing
that.
• Empowering Action is the fifth stage. Any resistance is eliminated
here and feedback and support enabled. The support comes fro
leaders through achievement, recognition progress, and rewards.
• Create rapid wins. This is the 6th step that involves establishing
objectives that can be easily achieved. Initiatives that are manageable
are created. One initiative is dealt with completely before moving in
with the next one.
Existing Change Models
• Building the Change: This is the second last stage of the process
model. In this phase new initiatives are built by altering the systems,
processes and structure that do not fit the new scheme. Continuous
improvement is necessary in this process to identify what was
achieved, what failed and possible improvement.
• Anchoring the changes in the company’s culture. This is the last stage
of Kotter’s model. The value of fruitful change is strengthened
through promotion , recruitment and new leaders. The changes are
now waved into the organization’s culture.
Existing Change Models
ADKAR Model
• A: This step represents the consciousness of necessity for change in
an organization
• D: This means desire to get involved in a change and have a support.
• K: It denotes knowledge required to make the change and describe
the change.
• A: This represents ability to execute the change.
• R: It denotes reinforcing the change to make it sustainable
(Ramakrishnan, 2014).
Evaluation Methods for Need for Change
• In identifying the need for change, the following methods can be used
Reaction
• Employee in a health organization experience risks and some problems
during their daily operations. Problems may include poor working
environment, tight operations set, among others. Their responses indicate
need for change (Millar & Magala, 2012).
Change Awareness
• This describes an organization’s capability to reexpress itself as necessary.
An organization that lacks people who are responsible for opportunities,
market changes, and also lacks efficient change awareness like look over
surroundings for openings signifies need for change.
Evaluation Methods for Need for Change
Determining change agility of an organization
• Change agility refers to the ability of an organization to involve its
employees in impending changes
• An organization without change agility needs change
Change mechanisms
• According to (Voehl & Harrington, 2016), an organization without
means to effectively align goals across its systems and functions
requires change.
The Developed Healthcare Change Model
Relevance of the Model
• The model is relevant since it considers all aspect that are essential
for enhancing a strategic process
• It caters for continuous improvement and allows for refining the
processes in case of failure of some stages
Approach and Criteria for Team Selection
• Selection of team members to be involved in the change depends on
-Knowledge required for the change
– Committed people are required
– Nursing professions working in a health organization are priorities
– People who are team players, have good interpersonal, organizational
skill and communication skills are considered (Rigolosi, 2015).
– Each department in the organization must have a representative in
the team to carry out then change
Implementation Strategies
• Strategies for implementation include;
– Monitoring the progress of the change
– Provision of personal counseling to team management involved in the
change process
– Involvement of every person in the health organization
– Creating sense of earnestness to gather support to ensure every stage is
full accomplished
– Focusing g on communication
– Training workers in the health organization (Millar & Magala, 2012).
Communication Strategies
• Strategies to be used include
– Appropriate communication structure
– Establishment of efficient communication team
– Suitable communication procedures
– Use of secure and reliable communication channels
– Utilization of real time communication systems
Strategies to gather stakeholder support and
overcome resistance
• Resistance can disrupt positive change in an organization
• Strategies for countering resistance and gathering support from
stakeholders include:
– Communication and education
– Conciliation and agreement
– Cooptation and guidance
– Participation and contribution in the change development
Sustainability Strategies
• Innovation
• Restructuring management
• Motivational incentives
• Restructuring of the health organization’s objectives
• Adjusting feedback tools and mechanisms
• Shifting flows of information to suite the change
Conclusion
• Change is necessary where here is need for it
• Model are essential tools for enhancing change in health
organizations
• Change model solve the internal and external issues in a heath
organization
• Setting appropriate strategies of communication, implementation and
sustainability places a health organization in a good position to
success as they address both external and internal forces.
References
• Doucette, C. (2017, March). Internal and Externa Factors that Affect an
Organization. Retrieved from smallbusiness.chron.com:
http://smallbusiness.chron.com/internal-external-factors-affect-organization16641.html
• Ramakrishnan, S. (2014, March 21). Change Management Models. Retrieved from
www.scrumlliance.com:
https://www.scrumalliance.org/community/articles/2014/march/changemanagement-models
• Rigolosi, E. L. (2015). Management and Leadership in Nursing and Health care: An
experiential approach. New York: Springer, Boston, Massachusetts.
• Voehl, F., & Harrington, H. J. (2016). Change Management: Manage the Change or
It Will Manage You. Portland: CRC Press.
• Millar, C., & Magala, S. (2012, June). Organisational Change and Transformational
Vision. Journal of Organizatinal Change Management, 25(4), 489-500.
doi:10.1108/09534811211239272
• Jacoby, J. (2015, February). Strategies for Managing Resistance to Change.
Emergent Journal.
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