HEALTHCARE

discussion board due thursday by 11:59p 250-300 words use citations and references correctly

 

It has been said that the only constant is change itself. That is especially true of organizations. While some organizational changes are minor—only affecting a work group—others are department- and organization-wide.

The employees of an organization have varied reactions to changes. A leader needs to apply effective strategies for making the change successful.

For this Discussion, you will read a scenario and determine the best method for successfully implementing an organizational change and overcoming resistance to change.

To prepare for this Discussion:

• Review the Learning Resources for this week.
• Review the following scenario.

Case Study: Funding Denied

Health Abounds, Inc., is a community clinic that receives the majority of its funds from the state government. Sally, the Director of Health Abounds, discovered that the grant proposal for state funding was denied due to quality and safety problems. This denial caused her to make some difficult and overarching changes in the organization, including the following:

• Instituting a new clinicwide database system to include patient records that could be accessed anywhere in the clinic. This new database is intended to reduce medical errors. It will also provide consistent information to the staff quickly and easily, allowing them to provide quicker patient care.
• Requiring doctors to use laptops when consulting with patients. This approach will allow them to enter easy-to-read notes into the patients’ electronic charts, quickly find information about adverse events associated with medications, and quickly search for information in the patient history.
• Requiring a week-long training program for the staff to learn the new database system, especially because some of the staff will need to learn the basics of using a computer.

Post a comprehensive response to the following:

• What type of resistance might arise among the staff?
• How might you, as the director of the organization, attempt to overcome the resistance?
• What other consequences of implementing the change might the organization experience? Please explain.

___________________________________________________________________________

resources for this week

 

Robbins, S.P., & Judge, T. A. (2017). Essentials  of organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson.
Chapter 16, "Organizational Culture"
The authors compare the functional and dysfunctional effects of organizational culture on employees and the organization. They also explain the factors that create and sustain a positive organizational culture.
Chapter 17, "Organizational Change and Stress Management"
This chapter describes the forces that can produce important changes in organizations, including technology, economic shocks, competition, and social trends.

Tsasis, P., & Bruce-Barrett, C. (2008). Organizational change through lean thinking. Health Services Management Research, 21(3), 192–198. Retrieved from http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=rzh&AN=2009991312&site=ehost-live&scope=site

Lean thinking is becoming pervasive in health care organizations as a means of providing a comprehensive approach toward improving the health care process. This article provides an example illustrating when lean thinking was used to improve efficiency, contain costs, and effect organizational change.

Eaton, M. (2010). Making improvements stick: The importance of people over process. Human Resource Management International Digest, 18(5), 30–35. Retrieved from http://ezp.waldenulibrary.org/login?url=http://proquest.umi.com.ezp.waldenulibrary.org/pqdweb?did=2082622801&sid=6&Fmt=2&clientId=70192&RQT=309&VName=PQD

This article involves how to maintain an organizational change initiative—how to make it stick. It proposes that a top-level champion for change is extremely important, and the champion should encourage comments about the change from the employees. The article also emphasizes that people are more important than process in any organizational change.

Scott, T., Mannion, R., Davies, H., & Marshall, M. (2003). Implementing culture change in health care: Theory and practice. International Journal for Quality in Health Care, 15(2), 111–118.
Implementing culture change in health care: theory and practice. International Journal for Quality in Health Care, 15, 2 by TIM SCOTT; RUSSELL MANNION; HUW T O DAVIES; MARTIN N MARSHALL. Copyright 2003 by Oxford University Press. Used by permission of Oxford University Press via the Copyright Clearance Center.

This literature review analyzes some of the key debates about the nature of organizational culture and culture change in health care organizations.

D. (2010, January). Getting the Klingons on your side. Training Journal, 33–37. Retrieved from http://ezp.waldenulibrary.org/login?url=http://proquest.umi.com.ezp.waldenulibrary.org/pqdweb?did=1941228791&sid=4&Fmt=3&clientId=70192&RQT=309&VName=PQD

This article offers useful advice on how to manage corporate "Klingons", i.e. employees who "cling" to outmoded processes and resist changes intended to introduce improvements.

U.S. Department of Veterans Affairs, Office of Research and Development. (2000, May). Organizational change primer. Washington, DC: Author.
Read pages 1–11.

This document presents a concise and useful introduction to organizational change and how it can be successfully implemented and managed.

 

PRNewswire. (2010, April 6). Health reform lays ground for new era of individualized care and more patient-focused health system, says PricewaterhouseCoopers in new HealthCast report. Retrieved from http://www.prnewswire.com/news-releases/health-reform-lays-ground-for-new-era-of-individualized-care-and-more-patient-focused-health-system-says-pricewaterhousecoopers-in-new-healthcast-report-89976312.html

Accel-Team. (n.d.). Force field analysis. Retrieved from http://www.accel-team.com/techniques/force_field_analysis.html

Adventure Associates. (n.d.). Barriers to change. Retrieved from http://www.adventureassoc.com/resources/newsletter/nl-barriers-to-change.html

Antariksa, Y. (n.d.). OD intervention success indicators. Retrieved from http://www.explorehr.org/articles/Organization_Analysis/OD_Intervention_Success_Indicators.html