In the face of ever-increasing demands that underpin healthcare reforms, it is difficult for healthcare organizations to focus on one area for long enough to see results. A successful transformation program is needed by these organizations to drive and sustain the much-needed reforms while bringing about real and lasting organizational improvements. In order to get this right, healthcare organizations need to focus beyond setting the vision and the action plan. However, a study by Blackburn et al. (2011) suggested that most change programs fail because they set clear goals but fail to conceptualize how detailed activities on the ground are connected to the overall goal. According to Brickman (2016), most often this link is missing which puts healthcare organizations at risk, leading to poor outcomes, jumping from one incomplete goal to the next and poor motivation among healthcare personnel.
Since large-scale change takes time to take effect, it is imperative that every organizational member understands the direction of change efforts and how much has been accomplished (Blackburn et al., 2011). At the same time, the organization needs to feel that it is not merely jumping from one goal to the next. Blackburn et al. (2011) further suggested that an effective change program should be modeled around a few core themes to ensure that meaningful desired outcomes are pursued. These efforts ensure that staff members channel meaningful energy towards accomplishing the specific goals while enabling employees to see how their individual efforts contribute to the accomplishment of specific goals. Before the specific healthcare organization reaches the implementation stage of healthcare reforms, it is imperative to set a clear goal reached through a thorough assessment of its present position and the required changes ( Ginter, Duncan, & Swayne, 2018) . Only then can the individual goals be put into action by setting the program for success through testing and learning.
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References
Blackburn, S., Ryerson, S., Wilson, S & Wood, S. (2013). How do I implement complex change at scale? McKinsey & Company. Insights into organization .
https://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/public%20sector/p dfs/how_do_i_implement_complex_change_at_scale.ashx (accessed on 12th June 2018).
Brickman, J. (23 rd Nov 2016). “How to get healthcare employees onboard with change”. Leadership & Managing People. Harvard Business Review .
https://hbr.org/2016/11/how-to-get-health-care-employees-onboard-with-change (accessed on 12th June 2018).
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care organizations . John Wiley & Sons.
