When a change occurs, there is need to look at all aspects ranging from why the transformation is necessary to apply, who it is going to affect and to what extent the effect is positive and negative. A significant problem occurs when the culture of a medical institution is randomly changed such as lowering the costs of medical care for every individual who receives treatment in that hospital or clinic. When prices were lowered after the merge of my institution with the United States Healthcare policy, there were drastic occurrences that followed. The establishment maintained its culture of treating everyone without discriminating but was unable to adapt to the change and ended up losing at least a million dollars a day. The CEO resigned after failing to handle the change (Mitchell, 2013). In five years, there was the fourth CEO in the trial of rebooting the establishment and ensuring its survival.
The new CEO went around it differently where he researched each of the institutions' troops getting their ideas and suggestions and trying to engage them in the change (Mitchell, 2013). The aspects he looked for were connections and views of those who were highly connected on how to plan and execute the transformation process (Marquis & Huston, 2009). The problem found was the procedure for the change and that the previous leaders focused on the partnership rather than the workers. The new leader assured no one of having a job but led the team to train on responding to all patients with equal measure and quicker response to natural disaster. There was the cut of many employees, and a similar case was anticipated in the future.
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These changes helped me as a nurse to learn more on how to administer my responsibilities to each patient and with equal measure. More so, I was able to improve on my service provision to keep my job and to earn respect to my fellow workers and patients (McAlearney et al. 2013). The aim of the change was met which was to reduce the losses and improve customer services. One more improvement that could have been considered is the monthly assessment of the change and rewarding the best administrators of services in the institution.
References
Marquis, B. L., & Huston, C. J. (2009). Leadership roles and management functions in nursing: Theory and application . Lippincott Williams & Wilkins.
McAlearney, A. S., Terris, D., Hardacre, J., Spurgeon, P., Brown, C., Baumgart, A., & Nyström, M. E. (2013). Organizational coherence in health care organizations: conceptual guidance to facilitate quality improvement and organizational change. Quality Management in Healthcare , 22 (2), 86-99.
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management , 20 (1).
