In the ever-changing globe, the main concern in health care is supervision of change. Health care specialists are obliged to obtain and to uphold knowledge needed to commence their professional tasks that are within their capability. In addition, any health care change calls for proper management of resources available and tracing ways to get more to complete the required change. Although there are other changes that occur, structural changes in health care occur frequently. However, some other operations must also change with time to reach the required health care standards. Change is however inevitable in all departments of health care as time brings new strategies in the sector and change has to be adapted to continue surviving in the market. However, the key thing is to know how to manage that change when it occurs.
Managing change in health care is all about handling the complexity of the process. In many cases, we may want to support it, have some differences to it, participate in it or be passive about it. However, when change is managed well, the organization is able to evaluate, plan and implement operations, policies and approaches making sure the implemented change is meaningful and pertinent. Meanwhile, managing change is not an easy thing. The process is complex, challenging and dynamic. The management in many cases in healthcare facilities is left with no choice but to implement the change in everything including public-oriented solutions and technology. All factors that require change have to go together so that working would be smooth.
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In essence, effective change contains unfreezing old behavior, equipment, and structures by introducing modern ones and refreezing them. However, change can be rare, occasional, continuous or sporadic one. Changes which are predictable gives management time for preparation while the unpredictable ones occur as an emergency and are difficult to respond to excellently. Since many of health care changes happen rapidly, they are at most times unpredictable and hence difficult to respond to effectively. However, health facility management should always stay ready waiting for any change that can occur.
Notably, in any organization, only sustainable competitive advantages hold the aptitude to change, adjust and progress and improve than the other competitors. However, if the senior management does not have commitments and visions, the failure rate to implement change will be great. In addition, if the management has limited integration with other processes and systems and has other ill-conceived plans, implementation of change will automatically fail. If the health facility is to experience a greater level of triumph in its improvement efforts, all executive members and management are required to have a good outline for thinking about adjustment and an understanding of the key issues which escort change management.
Sometimes, promoting and implementing change is very demanding and causes fatigue. This is because change management requires the manager to challenge the precedent at the same time working hard to explain that change to workers and other parts of the organization on the benefits associated with change. Bringing about change is a process, not a onetime event. It hence requires commitments and perseverance against norms and habits of people against it. The management should, therefore, know the value that matter and give emphasis on changing that s opposed to responding to every request for change. The management should hence be vibrant about what is important and improve responses practical actions accordingly. Because change is inevitable, management has no alternatives other than being ready to face change always.
Notably, founding a clear idea about a track of the adjustment process is another vital component for promising effective change. Monitoring and measuring results of the changing course are also indispensable for identifying whether or not the change process has contented its purpose. Since change is continuous, and modification of health care is taking place, it is fundamental for management in charge of change procedure to record and emphasis on emerging difficulties due to adjustment. The process will help the management to void such complications in future and the change that will be implemented next will run in the best manner.
To sum up this discussion, every management should learn how to manage change because it is inevitable in most cases. In healthcare, changes have to be made frequently to remain competitive. Solutions are essential to overcome any evolving problem owing to the continuous adjustment in the organization. Managing change in the healthcare facility entails handling the difficulty of the development. The process is challenging complex and dynamic. Therefore the management has no choice except to implement it. Currently, many organizations operate on sustainable competitive advantages which hold the ability to change. However, if the management is not focused on change, the healthcare change process will fail. The process of implementing and developing change is tiring and demanding. Therefore, the management should have commitments and visions towards change. They should also have the value that matters to give emphasis to changing those that are opposed to change. Finally, management should have a strong image about the path of the change process. By so doing, managing a change in health care would be successful.
