Change is said to be inevitable in almost all walks of life ranging from organizations to family, even religious places, we come across changes and transition more often than not (Hayes 2018). Nevertheless, different people have different thoughts on change with some people tending to approve it whereas others refuse to accept the concept of change. Preparation for a change in an institution that comprises of both lovers and haters of change is essential in ensuring the success of the change. Firstly, identify the people who have negative opinions about change with their respective reasons. Secondly, it is vital to repair the house from the top; therefore one needs to convince the critics of change among the leaders of the group to see members follow them. Effective communication is vital at this stage to ensure all parties understand how the changes would impact their respective roles. Emphasis should be on positive members’ engagement by convincing the critics of change on the positive sides of the impending change to secure their support.
Change specifically in the healthcare industry has also received numerous challenges based on the different perspectives of change as is exhibited by physicians and other employees at hospitals. To achieve common ground, a change team first need to be formed which constitutes of both physicians and other employees and most importantly the critics of the change. Secondly, the team should work to communicate the news of change across all departments of the hospital with another system made for concerns and questions about the change. On this note, leaders should be trained in the healthcare facility should be trained to procure a collaborative and transparent communication of change which does not discriminate on anyone. Finally, it should be confirmed that all the elements discussed above are in order and that no complaints exist among the doctors and the other employees on the transition at the facility. Additionally, everybody should be convinced that the change is meant for making a
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better environment for the patient (Ferlie et al., 2016).
Question 2
Change agents must have a high degree of trust and reliability, and it is important for leaders within a health care organization to recognize and establish these change agents as early-on in the change process as possible. In my opinion, I would find the long-standing employees who have some degree of influence in the organization, and partner with them. When colleagues recognize that a long-standing team member is on team for change, they will be more willing to accept the changes rather than oppose them. This is a way of getting to flow with the resistance.
I would help have the leadership and other influencers collaboratively working to craft a vision for the healthcare facility desired for change. The vision needs to be a co-creation with both the employed staff and the physicians with everyone feeling like they contributed and own the end result. The desired vision needs to be easily understandable, to inspire action and to focus attention. I would also take steps to make change management a normal part of work life. I would identify the levers available to make people want to continuously question and improve. For example, when doing evaluations on different resource teams, I would use a lever that makes the team want to do re-examination of current policies and procedures and identify possible improvements.
References
Carnall, C. (2018). Managing change . Routledge.
Edwards, V. R. (2016). Preventing and managing healthcare-associated infections: linking collective leadership, good management, good data, expertise, and culture change. Journal of Hospital Infection , 94 (1), 30-31.
Ferlie, E., Waldorff, S. B., Pedersen, A. R., Fitzgerald, L., & Lewis, P. G. (Eds.). (2016). Managing change: from health policy to practice . Springer.
Hayes, J. (2018). The theory and practice of change management . Palgrave.
