Leadership and change management
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HR006_Y_Abdulghafour_attempt2_AssessorFeedback.docx1
Running head: LEADERSHIP AND CHANGE MANAGEMENT PROPOSAL
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LEADERSHIP AND CHANGE MANAGEMENT PROPOSAL
Leadership and Change Management Proposal
HR006
(Part1 & Part 2)
Yasmin Abdulghafour
Walden University
Part-1 Organizational Leadership Development Report
1. Introduction
Ronald Reagan UCLA Medical Center is a medical service providing organization which was founded in 1955. It initially started as UCLA Medical Center but, later it became Ronald Reagan UCLA Medical Center in 2008. This medical center is located in Los Angeles. The medical center has highly qualified staff which is always ready to provide medical services to the people of the area. Staff including physicians, nurses, doctors, and other members are supervised by competent leadership including the president of UCLA Health and CEO UCLA Hospital System, and CEO UCLA Health and Vice-Chancellor UCLA Health System (UCLA HEALTH, 2019). Humility, perseverance, and willingness to bring change are the traits exhibited by the leadership of the medical center. This study discusses how the determination and curiosity-driven approach of perseverant and willing leadership help them create innovative workplace. Leadership traits are evaluated using National Center for Healthcare Leadership (NCHL) competency model which was used to observe the leadership traits by observing the transformation and execution capabilities of leadership, and their approach towards people or employees. Comment by Dr. Steve: Yasmin, your description of leadership traits exhibited by senior leadership is still incomplete. Your response should describe two leadership traits for at least four members of the leadership team. You also need to provide specific examples of how identified traits promote success in effecting change are discussed. For example, you would provide two leadership traits the CEO exhibited in implementing the change you are describing, and how these traits promoted success (or failure) of the change; then you would do the same process for three other leaders – essentially, each leader has a paragraph devoted to their traits and how their traits promoted success.
Advanced medical services are provided in a welcoming atmosphere. Every floor of the center is equipped with all the required supplies and equipment. The leadership of the medical center is now focused on further improvement by bringing change in the overall philosophy of the organization. The leadership is focused on implementing and applying a handful of the metrics at the organization level that is explained as "True North." The philosophy of “True North” suggests that all the functions and operations within the company should ideally be in a way these are supposed to be. Some of the aspects of the functions and services that need to be idealized in UCLA Medical Centre Center include quality, equity, care experience, safety, financial stewardship, and workforce development and care. This report discusses some of the traits of leaders of creative and high performing teams and analyzes the leadership of UCLA Health System for these traits. This study also suggests some of the ways which any leadership can adapt to change organizational culture.
2. Discussions
2.1 Traits of the leadership of high performing teams
The leadership must be capable of preparing high performing teams to change the organizational culture. Some of the traits of the leadership which are necessary to achieve top performances include purposefulness, interpersonal trust, and shared accountability (Bush & Glover, 2012). The leadership of high performing teams has a clear sense of purpose. Every member understands the shared vision which is aligned with their daily responsibilities and broader vision of the organization. The purposefulness of the leadership of high performing teams makes all member energetic and aligns their contribution to achieve the common goals (Irving, 2018).
Interpersonal trust can be thought of as one of the crucial aspects of leadership of high performing teams because it is the basic requirement of a productive relationship at personal or professional levels. Trust among the leadership and team members can help enhance the productivity and quality of the services as everyone reinforces the contributions of others. Lack of trust among the leadership may ripple across the organization and ultimately damage the reputation of the company (Kumar & Khiljee, 2016).
Shared accountability is another attribute of the leadership of high performing teams. In this setup, every team member owns and understands individual responsibilities. Leadership makes team members committed to achieve their goals and improve the overall performance of the team. Leaders of high performing teams achieve mutual objectives by holding themselves as well as others, accountable. They lead from the front and assume higher responsibilities which further expands the scope of the commitments (Kim, Park, & Miao, 2017). Comment by Dr. Steve: Good
2.2 Traits of the leadership of Creative teams
Leadership should have qualities like willingness, humility, curiosity, and perseverance to bring change in the organization. These qualities represent the desire of bringing innovation in the organization. The critical element that enables personal change and cultivates the other dimensions of behavior is first recognizing and considering that change is required. This recognition of change then leads to the willingness to bring change. Leaders cannot manage unproductive traits of an organization (autocracy, redirected blame, etc.) without removing these traits from their personality (Chaudhary & Panda, 2018). So, any positive transformation needs a state of readiness to bring the personal change which allows the leadership to improve their interactions with others. Comment by Dr. Steve: Good
Humility is another leadership trait which is crucial for bringing innovation and leading high performing team (Chiu, Owens, & Tesluk, 2016). Team members may have better knowledge than leaders in a specific area. Humble leaders believe that they do not know everything and are convinced to "go see.” They often visit the field area and respect workers and staff by seeking input through open-ended questions. This behavior helps promote the culture of innovation in the workplace (Liu, Mao, & Chen, 2017). Comment by Dr. Steve: Excellent
Perseverance is another quality which innovative leaders possess. Perseverance is the determination of any leader to address any issue, and the belief that no issue is unsolvable (Stagman-Tyrer, 2014). Changing someone’s philosophy needs persistence and psychological resilience to address all the problems. Innovative leaders learn to continuously improve themselves. An innovative leader also learns to "go see" rather than learning "go tell” (Ncube, 2010). Comment by Dr. Steve: Good
2.3 Does UCLA Leadership exhibit the traits of creative and innovative leaders?
I had a chance to work as a volunteer at Ronald Reagan UCLA Medical Center for a few weeks. I was given an opportunity to serve in all the departments of the medical center. I was able to closely observe the leadership of the Centre Center at all the levels. The leadership of the hospital possesses all the traits which the leaders of highly productive teams possess. Leadership and all the team members are quite capable of bringing change in the culture of the Medical Centre. The philosophy of “True North” is being implemented in steps. The leaders have created a high performing and innovative atmosphere which is supposed to adopt the changes within a few years.
2.4 How the ability to be creative was assessed?
During my daily routines at UCLA, I found the leadership of the medical center to be creating high performing and the creative environment through their traits including purposefulness, shared accountability, interpersonal trust, humility, willingness to bring change, and perseverance. Leadership traits were evaluated by observing these traits through “National Center for Healthcare Leadership” (NCHL) competency model. There are three aspects of this model that include transformation, execution, and people-oriented approach of leadership. Transformational aspect can be observed through innovative and analytical thinking of the leadership. Collaborative skills, accountability, open communication, and performance measurements represent the execution of competency. Relationship building and interpersonal trust within the workplace represent the people-oriented approach of leadership (Shillam et al., 2018).
Whatever task the leadership of the medical center performed during my stay was not for self-promotions, but for the advancement of their team. They always recognize the performance of every individual. The result of the effective leadership is that every individual is eager to perform for the whole organization not just for himself or herself. The administration of the hospital has created an atmosphere of trust, and whenever any conflict arises, team members speak honestly without worrying about disturbing each other’s feelings. The leadership of the Ronald Reagan UCLA Medical Center empowers each other to encourage valuing other’s contribution, and open communication. The leadership of the medical center was found to be entirely ethical which is always open to accountability, and the leaders consider themselves as accountable as the other team members.
The leadership addresses every issue through the curiosity-driven approach of problem-solving that shows their ability to be willing to resolve any issue through critical thinking. This approach uses a worksheet which is filled by workers to explain the problem and its background, current state, root cause, and suggestions to solve the problem (Horth & Vehar, 2012). The leadership also takes guidance from the members who have expertise in the specific problem area. This approach shows their humility and willingness to include others in the decision-making process. The leadership of the facility also believes in a feedback system, and they ask for workers' feedback regarding different decisions to judge their performance. This way of being open to criticism or suggestions has made the overall atmosphere of medical center highly creative and productive (De Stobbeleir, Ashford, & Buyens, 2011). Comment by Dr. Steve: Good
2.5 How these traits differ from classical leadership?
The attributes of innovative leaders differ from traditional leadership styles in many ways. The autocratic leaders lead from the top and direct their orders, whereas the creative leaders at UCLA lead from the front by keeping themselves at the same level and inspire their workers. Classical or Autocratic autocratic leaders treat their staff as subordinates, whereas the transformational leaders consider the staff members their colleagues. Authoritarian leadership styles suggest to check and control whereas the innovative styles encourage to trust their team members (Kumar & Khiljee, 2016). Autocratic leaders are decisive without any prior consultation, whereas the creative leaders take inputs and suggestions from concerned team members and include them in the decision-making process. Unlike classical leaders, innovative and ethical leaders hold themselves accountable to ensure the ethical aspects of leadership. Transformational leaders, unlike autocratic leaders, take calculated risks, empower their colleagues, encourage creativity and harness the abilities of their team members without promoting themselves (Molero et al., 2007). Comment by Dr. Steve: Very good
3. Conclusions
Ronald Reagan UCLA Medical Center is a medical service providing organization located in Los Angeles. The medical center has highly qualified staff which offers 24 hours of services to the surrounding population. The leadership of the hospital is highly competent and committed to bringing change in the culture of the organization through high performing teams. The leadership traits such as purposefulness, interpersonal trust, and shared accountability have helped the organization build high performing teams. The leadership of the organization also exhibit qualities like willingness, humility, curiosity, and perseverance. These qualities are well depicted by the determination, and curiosity-driven approaches of leadership and have helped the organization create the creative workplace. This creative workplace has great potential to transform and adopt the desired changes. Comment by Dr. Steve: Good
References Comment by Dr. Steve: References go at the end of the paper (after Part II)
Bush, T., & Glover, D. (2012). Distributed leadership in action: Leading high-performing leadership teams in English schools. School leadership & management, 32(1), 21-36.
Chaudhary, R., & Panda, C. (2018). Authentic leadership and creativity: The intervening role of psychological meaningfulness, safety, and work engagement. International Journal of Productivity and Performance Management, 67(9), 2071-2088.
Chiu, C. Y. C., Owens, B. P., & Tesluk, P. E. (2016). Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability. Journal of Applied Psychology, 101(12), 1705.
De Stobbeleir, K. E., Ashford, S. J., & Buyens, D. (2011). Self-regulation of creativity at work: The role of feedback-seeking behavior in creative performance. Academy of management journal, 54(4), 811-831.
Horth, D. M., & Vehar, J. (2012). Becoming a leader who fosters innovation.
Irving, J. A. (2018). Leader Purposefulness and Servant Leadership. In Practicing Servant Leadership (pp. 25-42). Palgrave Macmillan, Cham.
Kim, M. Y., Park, S. M., & Miao, Q. (2017). Entrepreneurial leadership and organizational innovation: Improving attitudes and behaviors of Chinese public employees. In Public Service Innovations in China (pp. 151-184). Palgrave, Singapore.
Kumar, R. D., & Khiljee, N. (2016). Leadership in healthcare. Anaesthesia & Intensive Care Medicine, 17(1), 63-65.
Liu, W., Mao, J., & Chen, X. (2017). Leader humility and team innovation: investigating the substituting role of task interdependence and the mediating role of team voice climate. Frontiers in psychology, 8, 1115.
Molero, F., Cuadrado, I., Navas, M., & Morales, J. F. (2007). Relations and effects of transformational leadership: A comparative analysis with traditional leadership styles. The Spanish journal of psychology, 10(2), 358-368.
Ncube, L. B. (2010). Ubuntu: A transformative leadership philosophy. Journal of Leadership Studies, 4(3), 77-82.
Shillam, C. R., Adams, J. M., Bryant, D. C., Deupree, J. P., Miyamoto, S., & Gregas, M. (2018). Development of the leadership influence self-assessment (LISA©) instrument. Nursing outlook, 66(2), 130-137.
Stagman-Tyrer, D. (2014). Resiliency and the nurse leader: The importance of equanimity, optimism, and perseverance. Nursing management, 45(6), 46-50.
UCLA HEALTH. (2019). Retrieved from https://www.uclahealth.org/reagan/about-the-medical-center
Part -2
Change Management Proposal
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies. The aim of oOrganizational change to is to do causes the changes within the company in order to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA Medical Center which is located in Los Angeles. UCLA Medical Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care. Comment by Dr. Steve: This sentence is not clear; please rephrase Comment by Yasmin Abdulghafour:
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances.
Change Management Proposal
1. Introduction of the Organization
Ronald Reagan UCLA Medical Center, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA Medical Center but, later it became Ronald Reagan UCLA Medical Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, men and women health services, transplantation facilities, and weight management programs, etc. This facility has ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents (UCLA HEALTH, 2019). Comment by Dr. Steve: Here is a resource to help you understand the representation of numbers in academic writing; click on the tab for “Numbers” on the left-hand side of this webpage: Other APA Guidelines webpages
The mission of UCLA Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services through the latest medical technology. Staff including physicians, nurses, doctors, and other members are supervised by competent leadership including the president of UCLA Health and CEO UCLA Hospital System, and CEO UCLA Health and Vice-Chancellor UCLA Health System (UCLA HEALTH, 2019). The leadership of UCLA Health System is quite capable of building high performing teams and creating innovative workplace.
1.1 Desired Organizational Changes
The leadership of the medical center is now focused on further improvement in services by bringing change and implementing a handful of the metrics at the organization level that is explained as "True North." The concept of “True North” means that all the functions within the company should be performed in an ideal way. Some of the aspects of the functions and services that need to be idealized in Medical Centre Center include quality, equity, care experience, safety, financial stewardship, and workforce development and care (UCLA Health Careers, 2019). The efforts started with bringing improvements in DMS (daily management systems) for urgent care unit, emergency department, and pediatric services. DMS helps engage team members in identifying and resolving issues. Improvements in DMS led to measurable changes including quality improvement and increase in capacity to see clients in urgent care clinic, reducing wait times in pharmacies, and decrease in cycle times for patients in the emergency department. DMS is yet to be upgraded in other services. UCLA Health is also aimed at developing leadership traits which truly support the philosophy of enabling, aligning, and improving at all levels of management in all departments (UCLA Health Careers, 2019). Comment by Dr. Steve: Good Comment by Dr. Steve: P.S. 5.1 and 5.2 refer to the development and analysis of assumptions. Typically, when critically thinking about a problem such as the one posed in this assessment, assumptions would be developed and analyzed, prior to developing solutions. This is a method for critically examining the issue to make sure the solution you recommend is comprehensive and reasonable. For example, you might have an assumption that says leadership will be supportive of XYZ. Your analyses would speak to your understanding of this support and why this assumption is valid or not. For the purposes of this paper, you do not need more than two or three assumptions wherein you can demonstrate the process. This might be a good place for you to insert this discussion. The section on Systems Thinking is also a good place to discuss assumptions.
1.2 Driving force that is demanding changes
The driving force behind bringing the change in UCLA health is to gain sustainable competitive advantage. The only competitive advantage in today's world is the ability to adapt, change, and evolve better than the competitors. The advanced world requires to have an improved system for bringing change and an understanding of important issues which guide change management (Salman & Broten, 2017). In a competitive environment, patient safety needs more than just preventing, eliminating, and complying the situation. Healthcare safety provided to the patients should exceed their expectations. So, it is crucial to ensure that the healthcare system is resilient to a larger extent, and everyday functions have more probability of succeeding than they fail. Thus, the motivation behind implementing this model is that this paradigm would help facilitate flexibility and increase the capacity of UCLA health to deliver more healthcare more effectively. These improvements will help the company achieve a competitive advantage and become the leading healthcare organization of the area. These changes will also make the system flexible which can then sustain competitive conditions more effectively. Comment by Dr. Steve: OK
1.3 Expected Resistance
Bringing change requires the leadership challenge the already existing practices, norms, and habits of established behaviors. It requires time and commitment on the part of the leader. All the staff needs to be well involved to implement the changes at the organizational level. Otherwise, there can be many difficulties to implement these changes. All the stakeholders including employees, and funding agencies, etc. may not accept these changes in case these changes are imposed on them. So, it is necessary to properly convey the need for the change to all staff and persuade them.
Implementing the new policies too fast can also face resistance from employees if they are not aware of the urgency of the crisis (rising costs, increasing competitors, etc.). Employees may find it difficult to adopt quick changes and funding agencies may find it difficult to adjust because of sudden changes. Employees can also resist if they are not fully aware of organization goals and mission towards continuous improvement. So, the role of the leadership is to develop interpersonal trust among the leaders and staff. Leadership should also include employees and other stakeholders in the decision-making process so that they are already aware of all the changes and the urgency of implementing those changes. Lack of interpersonal trust can also cause resistance in the process of bringing change as employees might think that they are the people who have to bear changes and leadership has not even consulted them (Lewis, 2019). Comment by Dr. Steve: Very good
2. Discussion
Change management refers to how organizations implement organizational change. There are many approaches to bringing change in the organization. One of the models is Lewin’s model which breaks change process into three smaller stages including unfreeze, change, and refreeze. Unfreezing eases the process of bringing change (Cummings, Bridgman, & Brown, 2016). Another model is AKDAR model which uses a people-focused approach to bring change. It involves creating awareness and desire for change, educating people, enabling, and reinforcing to sustain change (Ford, 2018). AKDAR model ignores the need for management to address the emotional aspect of persuading employees. Both Lewin’s and AKDAR models lack clarity regarding communication channels to convey the need to bring change (Ford, 2018). So, the Kotter’s 8-step Model is recommended for UCLA Medical Center. Comment by Dr. Steve: Good
2.1 Kotter’s 8-step Model
The Leadership of UCLA Health will use the Kotter’s 8 Eight step change theory or model to implement the desired change in UCLA facility. This model was developed by John Kotter in 1996. The eight steps are classified in three broad categories which are discussed step by step and clarifies how the change process can be accompanied in every stage as shown in figure 1 (Small et al., 2016).
A. Creating a climate for change
Many initiatives don’t do not succeed because organizations may lack interest in the desired change or put insufficient efforts to bring change. Some of the steps required for creating climate change are discussed below.
1. Increasing Urgency
In this step, change leaders need to create a sense of urgency about the desired changes. This includes identifying the crisis which requires change. In the case of UCLA, the factors like a competitive advantage of competitors, rising costs due to routine practices, and reimbursement problems due to lack of competitive services can be identified to create the sense of urgency among workers (Appelbaum et al., 2012)
2. Build a strong coalition
After creating a sense of urgency, UCLA must bring the right team members together. It includes forming the right team having commitment and trust to perform the required task. This step also includes confronting problems which are normally avoided. The team should be emotionally honest and capable of speaking the unspeakable, persuading the others, and perform a job without any fear of reprisal (Small et al., 2016).
3. Form a vision
This step needs to define a vision of change and identify the desired changes. In this step, UCLA needs to define all changes including implementing improved DMS, developing leader traits which truly support the philosophy of enabling, align, and improve at all levels, and idealizing the functions including patient safety and care, workforce development and care, equity, and continuous improvement in quality (Hornstein, 2015).
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Figure 1: Kotter’s 8-step Organizational Change model (Foster, 2013)
B. Enabling and engaging the organization
This stage involves communicating the strategy and vision. Some of the steps involved in this stage are discussed below.
4. Communicate for Buy-in
The reason to communicate the change is to get the support of maximum individuals. So, information provided to all the staff should be relevant, and they should be allowed to ask frequent questions about the change. Good communication is not just about transferring the data. Change can lead to conflict, so, honest and open dialogue is essential at this stage. If there remains a gap between deeds and words, the destructive force of mistrust may grow. This situation can cause difficulties in bringing the change. So, the behavior of the change leadership should be consistent with the defined vision (Hornstein, 2015).
Communication should be simple and relevant. The message should be conveyed after understanding the mood of the audience. Anxieties, anger, and distrust of the people should be addressed if there are any issues. Clear communication channels like seminars or face to face meeting can be conducted to make sure that messages are highly understood and visible (Small et al., 2016).
5. Remove the barriers
This step involves identifying the individuals, processes, or structures which are resisting the change. Obstacles to change should continuously be checked, and appropriate measures should be taken to remove the obstacles to empower the people to execute the vision (Appelbaum et al., 2012).
6. Creation of short-term wins
Change at organizational scale requires a sense of achievement, momentum, and optimism. So, it is necessary to achieve quick results by setting small targets. Short-term wins can provide the leaders with feedback regarding the validity of strategies. These achievements reduce mistrust and motivate those who are not actively participating (Hornstein, 2015).
C. Implementing and sustaining the organizational change
7. Sustain acceleration
This step is about maintaining progress and momentum. Many change-related projects fail because they declare their victory too early. Short-term wins should only be considered the beginning and the real change should be brought that runs deep. Success should not be declared unless all the objectives are achieved and the change process should continue with the same momentum (Appelbaum et al., 2012).
8. Anchor the changes
This step requires making changes part of the organization. The values behind the vision should be depicted in daily routine. Members of the change team should be recognized publicly. Change values and ideals should be included while hiring new staff. The members who act in accordance with new norms should be given visible and influential positions. The most important thing is to reinforce the new culture through coaching and training (Appelbaum et al., 2012).
2.2 Why Kotter’s Model
The reason behind suggesting Kotter's 8-step change model for the UCLA health system is that this model focusses more on stakeholders experiencing the changes in the organization, rather than the changes themselves. It is believed that successful change happens if there is a sense of urgency, commitment, stakeholder engagement, clear vision, openness, good communication, innovative leadership, and well-planned plan. Kotter's 8 step model determines each of these factors during the process of bringing change (Pollack & Pollack, 2015). Comment by Dr. Steve: Very good – thorough discussion! Comment by Dr. Steve: Yasmin, you have not addressed Learning Objective 3.1: Application of systems thinking to assess the impact of change on an organization is missing. In this section you need to discuss the application of systems thinking to the change at hand. How does the change discussed impact various areas of the organization. Are there second level impacts that are not expected? Will the change alter processes and the manner in which different parts of the organization interact with one another?
2.3 Strategies to affect organizational change
To affect organizational change leadership should be more visionary and innovative. The administration should encourage individuals to take risks by giving them new challenges. Real-time decisions should be made, and action learning should be encouraged. Empowering staff will help in implementing the change in the organizational culture (Lewis, 2019). Three main strategies are discussed below.
Change should be defined clearly. It is not enough to tell that organization will transform in the future. It is crucial for the organization to set defined and achievable goals to avoid any confusions in the minds of employees (Hornstein, 2015).
Things should be simplified. Desired changes should be clearly defined and conveyed to employees in simplified form. Trying too much at once may muddle the success and employees may get confused. Leadership should stick to the basic goals and present the change in the simplest possible way at every level of organization (Hornstein, 2015).
Leadership should never stop communicating. It should not be assumed that all employees are on board after communication at the initial stage. Leaders should constantly ask employees to provide feedback. Team meetings, webcasts, and short surveys at regular intervals will help employees express themselves. This will encourage the creativity and workplace will become innovative. For example, providing workers with a sense of freedom can bring innovation to the workplace. Imposing rules may suffocate the creativity of workers and limit their freedom. Employees should be given the freedom to express themselves during meetings (Lewis, 2019). Comment by Dr. Steve: OK
2.4 Role of communication in bringing change
As already discussed in the change model presented above, communication is the most important tool to cause a change in the culture of any organization (Elving, 2005). Change in the organization is directly related to the behavior of employees, and communication plays an important part in making these efforts successful. Explaining the purpose of change to employees is the first stage of change before it is brought directly in the company. So, communication prevents resistance to the process of change as it alters the behavior of the employees. The behavior of employees affect the functioning of the organization, and once these behaviors are changed, real change can be brought in an organization (Mayfield & Mayfield, 2016). Comment by Dr. Steve: OK
2.5 Strategies to motivate the stakeholders
All the stakeholders should be convinced about the personal and professional benefits of the change process before motivating them towards the "change process." They should be encouraged if they make mistakes while adopting the change (Wright, Christensen & Isett, 2013). Three strategies to motivate the stakeholders are discussed below.
Leaders should lead through competence and mentor their employees, encourage them, and make them partners. Leaders should become role models for employees because people are more likely to follow a competent person rather than the imposed boss. Secondly, leaders should be great communicators. The role of the leaders is to influence others, and this cannot be attained without effective communication. Leaders should adopt inspiring communication styles which must be impactful to carry the message (Jyoti & Dev, 2015). Thirdly, organizations should facilitate employee learning. Simple training to familiarize workers with changes cannot be sufficient to motivate them. Development of workers in terms of integrity, compassion, and emotional maturity makes workers feel personally invested in the change process, and they get motivated (Jyoti & Dev, 2015). Comment by Dr. Steve: Good
2.6 Training and Support
Coaching or training is an important part of implementing a change in the organization as discussed in Kotter's change model. Employees can be trained to learn new practices in many ways. Different seminars can be conducted to make employees aware of the importance of providing quality healthcare services, and improving patient safety, etc. Secondly, practical demonstrations can also be given to make the employees understand the new practices by arranging outdoor training programs at the locations which have already adopted the changes. Thirdly, leadership should conduct classroom training sessions at regular intervals to make employees learn continuous improvement strategies. Establishing a separate training institute can be helpful in this regard. New employees should be hired after training them before joining (Kroll & Moynihan, 2015). Comment by Dr. Steve: This sentence is not clear Comment by Dr. Steve: OK
2.7 How stakeholders can be involved and held responsible
For a long-lasting change, stakeholders need to be involved in the change process. They can be involved by giving them a sense of ownership. The sense of ownership will result in trust building, collaborative problem solving, and participation in the change process (Bradley, 2016). Secondly, aligning stakeholders' interest is important, especially when they are required to change their behaviors. The objectives of various teams can only be compatible if all the members look at the healthcare company in its entirety (Waddell, 2017). Thirdly, utilizing support committee of stakeholders can engage stakeholders and hold them responsible. This committee can enable leadership to keep a better connection to the company as a whole. These types of committees can connect the change team to the whole organization. This committee can share information with all the stakeholders and take their input for the change process (Lopes et al., 2016). Comment by Dr. Steve: Good
2.8 Strategies for sustaining organizational change
To sustain the organizational change it is necessary to understand the types of resistance which can be faced. Resistances can either be technological or human-based. Mostly, these resistances are human based because people sometimes are uncomfortable with the new culture. So,The organizations should make all participants comfortable and transform them into convinced partners (Bryson, 2018). Secondly, leadership should try to bring change in smaller steps. Initial efforts should be focused on areas in which payoff and success are highly probable. These early accomplishments can soften resistance and win allies (Bryson, 2018).
Thirdly, leadership should ensure that change is embedded in the fabric of the organizations. Early declaration of victory may divert the attention of leadership from the ongoing effort. To ensure that change sticks, all the learned lessons should be acknowledged. Best practices which support the change process should be institutionalized (officially recognizing the regulations related to healthcare quality improvement, patient safety, and employees development), and the people who embrace change should be given the key positions (Brunsson & Olsen, 2018). Comment by Dr. Steve: Interesting - OK
2.9 Ways to measure the success of organizational change
The success of organizational change can be measured in three ways. Firstly, by measuring organizational performance. This category includes measuring the desired outcomes of the organization including adherence to change plan, the speed of execution, adherence to timeline, Benefit benefit realization, and performance improvement (quality of healthcare, the speed of delivery), etc. (Kearney, 2018).
The second method includes measuring individual performances. This category measures whether the individuals involved in change are making progress or not. As the individuals are units of change, individual progress can be thought of as a leading indicator in overall success (Al-Haddad & Kotnour, 2015). Some of the parameters of his category include adoption metrics, proficiency measures, results of employee satisfaction surveys (employee development and care), number of complaints, adherence reports, and observations of changes in individual behaviors (staff’s behaviors towards patients).
The third way to measure the success of organizational change is measuring the performance of change management. The metrics are linked to the actual activities performed by the change managing management team. The parameters include measuring the speed of execution, change readiness, participation in the training process, ROI and benefits realization, and performance improvements (Bradley, 2016). Comment by Dr. Steve: Good
3. Conclusion
Ronald Reagan UCLA Medical Center is a medical service providing organization located in Los Angeles. UCLA Medical center is committed to implementing the concept of "True North" in the organization by idealizing some of the aspects of the functions and services including quality, equity, care experience, safety, financial stewardship, and workforce development and care. UCLA is committed to becoming the leading healthcare provider in the area by bringing change in organizational culture to achieve competitive advantage. The leadership of UCLA Health is quite capable of innovating the workplace.
This change management proposal recommended the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. The Kotter's 8-step model suggested bringing change in 8 eight steps which included increasing urgency, building a strong team, forming a vision, communicating, removing barriers, creating short term wins, sustaining acceleration, and anchoring changes. Clearly defined change, simplified messages, and continuous communications positively affect the organizational change process. Change in the organization is directly related to the behavior of employees, and communication plays an important part in making these efforts successful. Giving ownership of the change process to stakeholders, aligning them, and the formation of stakeholder support committees can involve all the stakeholders in the process. Moreover, the success of the change process can be measured by measuring the individual performances, organizational performances, and change management performance. Comment by Dr. Steve: Nice summary
References
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), 234-262.
Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development, 31(8), 764-782.
Bradley, G. (2016). Benefit Realisation Management: A practical guide to achieving benefits through change. Routledge.
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