Trident University International Forces Driving Change in Healthcare Organizations Paper

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In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field (healthcare/medical) or industry (hospital/healthcare). As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:

1. Describe your organization, include the organization's mission, and identify the various stakeholders.

2. Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.

3. Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.

4. Propose the steps needed for your organization or department to respond to this driving force.

5. Predict how employees at various levels in the organization will respond to your proposed change initiative.

6. Develop a vision for change. Describe how this vision correlates with the organization's mission, and how you will present this vision to internal stakeholders.

7. Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond.

Prepare this assignment according to the guidelines found in the APA Style Guide.

This requires at a minimum of 3 references.

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Leading Change through Vision 4 strategies for implementing change By Deborah Huyer T he world, business and of course each one of us is in a constant state of change. New trends and patterns of thought are always influencing us and changing every part of our business and lives. How we navigate change itself is vital to our success as a leader. Therefore, leading ourselves, our staff and our organizations through change is a key leadership competency for success. Our job as a leader is to look out ahead and say “here’s what I see coming,” “here’s what is possible” and “how can we best prepare or adjust?” Most managers deal with problems in the present and past versus preparing for what is to come tomorrow, next month and next year. Great leaders have vision, communicate the vision effectively and lead from there. They inspire a future that others want to share and follow. There is nothing more demoralizing to a team than a leader that can’t articulate where they’re going and why. What managers often do is tell and direct, rather than engage their employees in change by articulating a clear and compelling vision. There seems to be four commonly used strategies for implementing change #1 Telling and Directing: The most common approach, this assumes that people are guided by reason. We know this is not always true. People are guided by beliefs and emotions, especially around change and uncertainty. This approach is not effective in situations requiring significant change, so when telling doesn’t work managers often resort to forcing change. #2 Forcing: Here power and authority is exerted to manipulate others to change or accept change. Using position, authority and/or performance discussions to bring about change usually evokes anger, passive resistance, subtle sabotage and damage to relationships. If there is fear and anger present in your culture, there may be forcing occurring. #3 Participating: A collaborative and participative approach to change welcoming input, inquiry and dialog. The emphasis is communication and win-win situations. It can actually work, however it only works if leadership really wants to collaborate and is not just trying to manipulate people into being engaged in the change (if not it’s just forcing in disguise). People can easily become cynical if leadership is not truly open, transparent and willing to let go of control. #4 Alternative | Engaging through Vision: Leading change by creating and articulating a clear and compelling vision, potential or possibility is a strategy that works, but is not often used. This is also called the transformational strategy model in organizational change models. Most managers use the first two which are easiest, but also the least effective. Collaboration can work if people really have an opportunity to participate and provide input into change. Very few ever apply the fourth strategy. This is the sole strategy that not only works, but also defines us as leaders. A well-articulated vision has these qualities: • It is easily understood by others 19 • It paints a visual picture of what it looks like when complete • It has a clearly set direction and purpose • The person articulating the vision is clearly in the experience of what it will be like when the vision is realized, not just talking about it • There is passion and enthusiasm present (If you’re not engaged in it, they won’t be either) • It is clearly about the people and organization, not about you as a leader. When done well and consistently, others will: • Be inspired and care by participating. • Inspire enthusiasm, belief, commitment and excitement in members of the project or team. • Believe they are part of something bigger than themselves and their daily work. • Start sharing the vision themselves. • Feel challenged to outdo themselves, to stretch and reach. They find their vision in your vision. You communicate vision through little conversational nuggets and consistent daily sound bites - not speeches! When vision is communicated well and repeatedly, people get inspired by their involvement because they discover their own vision inside of yours. It gives context and helps the people around you see the big picture. It gives meaning to all the little things they do. Then people start to share their own vision- it encourages them to reach, step up and create for themselves. They become engaged in the change and start stepping into that future. LE Deborah Huyer is an Executive Coach and Organizational Consultant for Peoplebiz Inc. and a facilitator for their award winning Leading Change Program of which this in an excerpt. Visit www.PeopleBizinc.com leadership excellence essentials presented by HR.com | 06.2014 Copyright of Leadership Excellence Essentials is the property of HR.com, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. JOURNAL OF PALLIATIVE MEDICINE Volume 12, Number 4, 2009 ª Mary Ann Liebert, Inc. DOI: 10.1089=jpm.2009.9645 Pioneers in Palliative Care Feature Editor: Vyjeyanthi S. Periyakoil Change Management: The Secret Sauce of Successful Program Building Vyjeyanthi S. Periyakoil, M.D. T he field of palliative care is somewhat ‘‘counterculture’’ to mainstream biomedicine. In conventional biomedicine, symptoms are used merely as a means to an end, i.e., symptoms are used as clues to diagnose the underlying culprit, the disease. Once identified, all energy is devoted to annihilating the culprit. In contrast, in the field of palliative care, the symptom (pain, dyspnea, nausea, etc.) itself is the focus and much effort is directed at alleviating the symptom. Understandably, this premise of palliative care sets it apart from the rest of mainstream biomedicine. Additionally, hospice and palliative medicine being the ‘‘newest kid on the block’’ of medical subspecialties fundamentally represents change. Therefore, effecting and sustaining change is a key survival skill for all palliative care professionals. Effecting change is a process (not an event) and requires both strategic thinking and ongoing hard work. The Center for Advancement of Palliative Care (CAPC) founded by the pioneering efforts of Dr. Diane Meier offers a framework, requisite tools, and support for clinicians who want to change their local health care systems for the better by building new and expanding existing palliative care programs.1 Additionally, clinicians have to become skilled in the process of change management in order to harness the full power of the CAPC tools to create successful palliative care programs.  Decide What to Do  Step 3: Develop a vision and strategy: A vision can be defined as a desired realistic and credible future state that an organization hopes to achieve. An effective vision is a compelling dream that energizes the project team and provides both the emotional and intellectual energy for the series of actions that will ultimately result in the actualization of the vision. The team should write a brief vision statement and also identify the concrete tasks to be done to get closer to the vision. Make it Happen Kotter’s Eight-Step Model for Change Management Change management is a stepwise approach for ensuring that programmatic changes are implemented smoothly and systematically and that the lasting benefits of change are achieved. One of the most effective and widely used change management models was developed by John Kotter at the Harvard Business School.2 The Kotter model outlined below serves as a successful roadmap and can be used to operationalize any of your palliative care initiatives.   Set the Stage  poor observed-to-expected mortality ratios for hospitalized patients) and compelling patient case studies are two effective tools that will typically galvanize stakeholders into supporting your palliative care initiative. Step 2: Create a coalition for change: Identify the true leaders=champions in your organization. Champions are people whose power and influence may come from a variety of sources, including job title, status, expertise, political importance, community connections, and special skills. Securing commitment=endorsement from and scheduling regular brief meetings with these champions will build collegiality and a common purpose that can be harnessed to create buy-in for the project. Step 1: Establish a sense of urgency: It is not that people are incapable of seeing the solution. Often people are incapable of seeing the problem. Once convinced that the problem does exist, most people are willing to adopt reasonable solutions. Local institutional data (for example: Stanford University School of Medicine, Stanford, California. 329 Step 4: Communicate the change vision to others: The project team should assiduously look for and articulate the vision speech at every available formal and informal opportunity in order to secure stakeholder buy-in. The more the vision is publicized over time, the more effective it becomes. Step 5: Identify and overcome resistance: Any change initiative will always run into human resistance. Diagnosing and overcoming resistance is the backbone of change management. Overcoming resistance will serve to empower the people you need to execute the vision. Education, negotiation, and persuasion are the most effective tools in overcoming resistance to change. The palliative care communication skills that we use so successfully on patients and families are just as effective when used on colleagues and coworkers. 330   Step 6: Generate short term successes: Nothing succeeds like success. The project team needs a taste of victory quite early in the change process. It is therefore critical to identify ‘‘low-hanging fruit’’ (simple and surefire milestones with little room for failure) and achieve them as a demonstration of the credibility and validity of the proposed initiative. Small and early successes will feed on themselves to create sufficient momentum and morale to overcome the perils and pitfalls related to the project. Step 7: Consolidate gains and produce more change: Kotter states that many change projects fail because small wins are confused for enduring victory. Enduring change needs to overcome organizational cultural resistance and this process takes time and effort. With every project milestone achieved (or failed), it is important to analyze and learn from the outcomes. It is also important to preserve and augment the momentum by recruiting new stake holders and celebrating successful project milestones. Make it Stick  Step 8: Anchor the changes in the institutional culture: Finally, the change has to be hardwired into the core of your organization. The healthcare environment is ever changing, with staff turnover, influx of new initiatives and shifting organizational priorities. Incorporating the initiative into local protocols and procedures and adopting a reminder system are two effective strategies to weave the change into the organizational fabric. Finally, anything worth doing is also worth measuring. Brief surveys (colleagues and stakeholders as well as patients and families) that can be tailored to focus on specific features that are most relevant to the new initiative are the most commonly used metrics. Sharing project data with stakeholders fur- PERIYAKOIL  ther serves to bring in new streams of energy and resources. Our lives are not the only ones that are affected by what is happening to us and what we are doing at work. Everyone in our work lives (friends, co-workers, subordinates, supervisors) are touched in some way by what we do. Most importantly, the more we incorporate palliative care into our organizations and effect change, the more we enable and empower those around us to change for the better. Lao Tzu the ancient Chinese philosopher eloquently summarizes this process as: Learn from the people Plan with the people Begin with what they have Build on what they know Of the best leaders When the task is accomplished The people all remark We have done it ourselves. References 1. Meier D: Finding my place. J. Palliat. Med 2009;12:331–335. 2. Kotter JP: Leading change. Harvard Bus Rev 2007;85:96–103. Address reprint requests to: Vyjeyanthi S. Periyakoil, M.D. Stanford University School of Medicine 3801 Miranda Avenue 100-4A Palo Alto, CA 94304 E-mail: periyakoil@stanford.edu
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Forces driving change in healthcare organizations
Healthcare organizations are organizations that involve people, resources, and institutions
that deliver health care services to targeted populations so that they can meet their needs.
Healthcare organizations do enhance health hence improving the quality of life in the community
and the world at large. These organizations aim at fulfilling the promises they made to the
society of creating social profit for the community at large (Bauer, 2018). Some of the healthcare
organizations include the hospitals, the blood banks, the birth centers, ambulatory surgical
centers, and the Centre for dialysis, to mention but a few. In this paper, we are looking at a
hospital as a healthcare organization, the forces that are driving change in hospitals, and how to
handle change as a leader.
I am a manager at Captain Lovell Federal Health Care Centre (Lovell HTCC). Lovell
HTCC is a general hospital that is committed to taking care of the people in society through the
continued commitment of service through the use of cost reduction methods (Bauer, 2018). The
workforce needs of Lovell HTCC are much supported, and we also help our patients to acquire
the needed and affordable insurance covers. At valley Lovell HTCC, we strive to fulfill the
hospital's mission, Leading the way for federal health care by providing a quality, patientcentered experience and ensuring the highest level of operational medical readiness (Freed,
2000). Some of the stakeholders in Lovell HTCC include the doctors, the elected public stuff, the
domestic staff, the competitors and suppliers, the senior crews, among others.
Organizational structure of Lovell HTCC
Lovell HTCC has a decentralized organization structure with the health secretariat at ...


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