Course Code LDR-615 Class Code LDR-615-O500 Criteria Content Percentage 80.0% The Need for Change 10.0% Driving Forces 5.0% Stakeholder Evaluation 5.0% The Role of the Leader in the Change Initiative 10.0% Change Agents and Roles 10.0% Application of the Change Model to Develop Strategies (Competency 3.5) 10.0% Overcoming Barriers to Change (Competency 1.5) 10.0% Evaluation Methods 10.0% Strategies for Sustaining Change 5.0% Overall Effectiveness of Change Plan 5.0% Organization and Effectiveness 13.0% Thesis Development and Purpose 3.0% Argument Logic and Construction 5.0% Mechanics of Writing (includes spelling, punctuation, grammar, and language use) 5.0% Format 7.0% Paper Format (use of appropriate style for the major and assignment) 2.0% Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) 5.0% Total Weightage 100% Benchmark - Change Initiative: Implementation, Evaluation, and Sustainability Unsatisfactory (0.00%) The need for change including specifying the issue and the current outcomes resulting from the issue is not discussed. Description of internal and/or external driving forces, contributing issues, and people affected is not included. Evaluation of stakeholders and how they will be affected by the change initiative is not included. The role of the leader in the change initiative is not addressed. Discussion of necessary change agents and their respective roles in implementing change is not included. The change model is not applied to develop strategies. Overcoming barriers to change is not addressed. Evaluation methods for determining the success of the change initiative are not included. Strategies for sustaining change are not addressed. Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is not included. Paper lacks any discernible overall purpose or organizing claim. Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is employed. Template is not used appropriately or documentation format is rarely followed correctly. Sources are not documented. 250.0 Less than Satisfactory (74.00%) The need for change including specifying the issue and the current outcomes resulting from the issue is discussed, but discussion is incomplete or inaccurate. Description of internal and/or external driving forces, contributing issues, and people affected is incomplete or inaccurate. Evaluation of stakeholders and how they will be affected by the change initiative is incomplete or inaccurate. The role of the leader in the change initiative is present, but it is incomplete or inaccurate. Discussion of necessary change agents and their respective roles in implementing change is incomplete or inaccurate. The change model is applied, but the resulting strategies are incomplete or inaccurate. Overcoming barriers to change is presented, but it is incomplete or inaccurate. Evaluation methods for determining the success of the change initiative are incomplete or inaccurate. Strategies for sustaining change are incomplete or inaccurate. Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is incomplete or inaccurate. Thesis is insufficiently developed or vague. Purpose is not clear. Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Satisfactory (79.00%) The need for change including specifying the issue and the current outcomes resulting from the issue is included, but discussion is cursory and lacking in depth. Description of internal and/or external driving forces, contributing issues, and people affected is included, but discussion is cursory and lacking in depth. Evaluation of stakeholders and how they will be affected by the change initiative is included, but discussion is cursory and lacking in depth. The role of the leader in the change initiative is presented, but it is cursory and lacking in depth. Discussion of necessary change agents and their respective roles in implementing change is included, but discussion is cursory and lacking in depth. The change model is applied, but the resulting strategies are cursory and lacking in depth. Overcoming barriers to change is presented, but it is cursory and lacking in depth. Evaluation methods for determining the success of the change initiative are included but lack specific metrics or measurable determinants and relevant details. Strategies for sustaining change are presented, but discussion is cursory and lacking in depth. Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is cursory and lacking in depth. Thesis is apparent and appropriate to purpose. Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. Appropriate template is used. Formatting is correct, although some minor errors may be present. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Good (87.00%) The need for change including specifying the issue and the current outcomes resulting from the issue is discussed, including all necessary elements. Description of internal and/or external driving forces, contributing issues, and people affected is discussed, including all necessary elements. Evaluation of stakeholders and how they will be affected by the change initiative is discussed, including all necessary elements. The role of the leader in the change initiative is presented and includes discussion of all necessary elements. Discussion of necessary change agents and their respective roles in implementing change is discussed, including all necessary elements. The change model is thoroughly applied and the resulting strategies include all necessary elements. Overcoming barriers to change is presented and includes discussion of all necessary elements. Evaluation methods for determining the success of the change initiative are complete and include specific metrics or measurable determinants and relevant details. Strategies for sustaining change are complete and include discussion of all necessary elements. Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is presented and includes discussion of all necessary elements. Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose. Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. Appropriate template is fully used. There are virtually no errors in formatting style. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Excellent (100.00%) The need for change including specifying the issue and the current outcomes resulting from the issue is thoroughly discussed with rich detail, including all necessary elements. Description of internal and/or external driving forces, contributing issues, and people affected is thoroughly discussed with rich detail, including all necessary elements. Evaluation of stakeholders and how they will be affected by the change initiative is thoroughly discussed with rich detail, including all necessary elements. The role of the leader in the change initiative is thoroughly presented with rich detail and includes discussion of all necessary elements. Discussion of necessary change agents and their respective roles in implementing change is thoroughly discussed with rich detail, including all necessary elements. The change model is thoroughly applied with rich detail and the resulting strategies include all necessary elements. Comments Overcoming barriers to change is thoroughly presented with rich detail and includes discussion of all necessary elements. Evaluation methods for determining the success of the change initiative are extremely thorough with specific metrics or measurable determinants clearly defined and numerous relevant details. Strategies for sustaining change are thoroughly presented with rich detail and include discussion of all necessary elements. Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is thoroughly presented with rich detail and includes discussion of all necessary elements. Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear. Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative. The writer is clearly in command of standard, written, academic English. All format elements are correct. Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error. Points Earned Motivational Change Model in Healthcare An Intrinsic Motivational Model ACTION PLAN A reward to team members Team objectives Intrinsic Motivation al Change Model SEE Long-term goals DO Management empowerment Methods of Evaluating the need for Change Healthcare needs keep increasing with time hence the practitioners need to have motivational means to help them work well. According to the study, healthcare practitioners must be motivated through action, plan, vision (see) and management empowerment. Through the evaluation of the models for change, the motivational means that can help healthcare practitioners in working and delivering to their level best should be incentives from employers (Asimakopoulos, Asimakopoulos, & Spillers, 2017, March). The modes of evaluating change in the healthcare system must have a clear purpose that can solve social implications through originality methods. Previously failed tactics should not be used. Need for Change Approach and Criteria The determination of change must be executed in a manner that cannot hinder normal operations from taking place. For example, making a change in shift should not disregard scheduled patient checkups and other treatment appointments. Therefore, the criteria must be selected in ways that fit smoothly into the system (Pinzone, Guerci, Lettieri, & Redman, 2016). To effectively engage into a proper setup of the model of change, the operations within the proposed change must be aligned to ensure everyone within the nursing department has received a motivation through salary increment, overtime pay, and other forms of compensating extra work. Communication Strategy Before the implementation of change, the management must be informed of the proposed change. The reason for communicating before effecting the change is to make those involved in the motivational change model aware of the planned changes within the institution. Setting out of the effectiveness of the plan must be structured out for communication channel to work out properly (Naidu, Nunn, & Irwin, 2015). Since the goal for the change of model is to ensure long-term satisfaction of healthcare practitioners, a consideration of the passage of information from current to future recruits into the system must be communicated well to help pass information regarding motivational standards. Communication Strategy Stakeholder Support Apart from setting strategies of implementing a change model to healthcare practitioners, the stakeholder support must be involved to help determine the amount of extra finances to set aside for the motivational plan (Fu, Roth, Battaglia, Nelson, Farmer, Do, & Zillich, 2015). However, it is not guaranteed to receive monetary value support from stakeholders, but certain non-monetary help can be issued such as employing more practitioners or hiring part-time staff (Silver, McQuillan, Harel, Weizman, Thomas, Nesrallah, & Chertow, 2016). Overcoming Resistance Resistance is a possible expectation from any management when extra cost is proposed to the system. during the resistance from stakeholders and other top managers on the acceptance of motivating staff, the presentation of the outcome to the healthcare institution should be informed to help accept the proposal (Barker, Atkins, & Lusignan, 2016). For example, such a system will increase efficiency and reduce long queues that are caused by slow workers due to low wages. However, when employees are remunerated well, the motivation to work increases hence become more productive. Overcoming Resistance Implementation of Strategies While developing the change of model strategy, the success of the model highly depends on the critical success factors such as when, who, where, and how the desired objectives and goals must be achieved. The people, resources, and place of strategy implementation must be ascertained to ensure consistency of workflow. Provided the required staff and equipment, offering motivation in other means like time and monetary value can offer healthcare practitioners the morale of working hard and meeting deadlines (Copeland, McNamara, Kelson, & Simpson, 2015). In cases of emergencies and extra time, serving patients will be easier due to set compensation plans. Implementation of Strategies Sustainability Strategies The sustainability of the set model will be made possible through environmental neutrality and other sustainability goals like improved operations and advanced supply chain. The supply chain will ensure medicine and other facilities are available as needed to prevent running out of tools (Deschamps, Rinfret, Lagacé, & Privé, 2016). The ability of maintaining set strategies of making changes in the mode of motivating healthcare providers will make the program a success. Sustainability Strategies Conclusion The change model is believed to offer the intended solution to healthcare motivation. Nurses and doctors that are underpaid will receive recognition both from the employer and the public who will help in collaborating. Motivation can be done in various wasy apart from monetary value. Therefore, the proposed change for motivation in the healthcare system will revive healthcare institutions. Recognition and appreciation can make great improvements. References  Asimakopoulos, S., Asimakopoulos, G., & Spillers, F. (2017, March). Motivation and user engagement in fitness tracking: Heuristics for mobile healthcare wearables. In Informatics (Vol. 4, No. 1, p. 5). Multidisciplinary Digital Publishing Institute.  Barker, F., Atkins, L., & de Lusignan, S. (2016). Applying the COM-B behaviour model and behaviour change wheel to develop an intervention to improve hearing-aid use in adult auditory rehabilitation. International journal of audiology, 55(sup3), S90-S98.  Copeland, L., McNamara, R., Kelson, M., & Simpson, S. (2015). Mechanisms of change within motivational interviewing in relation to health behaviors outcomes: a systematic review. Patient education and counseling, 98(4), 401-411.  Deschamps, C., Rinfret, N., Lagacé, M. C., & Privé, C. (2016). Transformational leadership and change: How leaders influence their followers’ motivation through organizational justice. Journal of Healthcare Management, 61(3), 194213.  Fu, S. S., Roth, C., Battaglia, C. T., Nelson, D. B., Farmer, M. M., Do, T., ... & Zillich, A. J. (2015). Training primary care clinicians in motivational interviewing: a comparison of two models. Patient education and counseling, 98(1), 61-68.  Naidu, R., Nunn, J., & Irwin, J. D. (2015). The effect of motivational interviewing on oral healthcare knowledge, attitudes and behaviour of parents and caregivers of preschool children: an exploratory cluster randomised controlled study. BMC Oral Health, 15(1), 101.  Pinzone, M., Guerci, M., Lettieri, E., & Redman, T. (2016). Progressing in the change journey towards sustainability in healthcare: the role of ‘Green’HRM. Journal of Cleaner Production, 122, 201-211.  Silver, S. A., McQuillan, R., Harel, Z., Weizman, A. V., Thomas, A., Nesrallah, G., ... & Chertow, G. M. (2016). How to sustain change and support continuous quality improvement. Clinical Journal of the American Society of Nephrology, 11(5), 916-924.
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