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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