Employee education is a strategic tool for improving employee performance. Workplace learning is one of the best ways of boosting employee’s skills and ability to discharge their duties effectively; this can be achieved through programs or use of leaders as teachers (Clifford & Thorpe, 2007; Betof , Owens , Todd , 2014). In healthcare settings, several challenges are encountered when leading groups of clinical staff from diverse educational experience and demographic backgrounds. For instance, several conflicts arise due to lack of acceptance in the diversity both from a demographic and educational perspective. For instance, one demographic group may fail to accept another as equal partners and co-workers. This leads to constant conflicts in the workplace. Secondly, the diversities present diverse and often conflicting beliefs and experiences among the nursing teams. This equally leads to conflicts and disagreements among the team members. Resolving such conflict always challenges a nursing leader because of the diversity in the team. Secondly, effective communication is also a significant challenge in this team. Different people interpret both verbal and nonverbal cues differently. This becomes a challenge when leading the team.
Several creative ways can be employed in addressing the training needs of employees in a diverse healthcare work setting. For instance, the use of information technology applications can be quite useful. Such applications enable the employer to access the capabilities and competencies of each employee and keep track of each employee’s behavior. Therefore, it enables the employer to identify the specific strengths of each employee in the diverse workforce as well as the training needs. In most cases, such a diverse workforce equally has diverse training needs and that such needs are not uniform. Thus, identifying the training needs of each employee is critical in designing a training and coaching program for each worker in such a workplace with diversity. Couple with other strategies, the method will help identify and address training needs in a healthcare working environment characterized by diversity.
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The VUCA environment has greatly influenced my healthcare organization in different ways. First, volatility in government regulations of healthcare organizations has often led our organization to be often found not compliant with government regulations. The speed and complexity of such changes make it hard for my organization to keep up to date with the regulations. Moreover, complexity in emerging research and body ok knowledge in healthcare also prove a challenge. Conflicting information emerging from different studies prove a challenge in the implementation of evidence-based care.
The VUCA element that is hardest for us to handle in volatility. This involves instability and unexpected changes within the healthcare sector that affects our organization (Watt, Javidi & Normore, 2016). The challenge in handling volatility arises from the fact that the healthcare management system is often built on the existing knowledge base as well as regulations. When such regulations and knowledge base in healthcare are volatile, our organization is expected to quickly change its healthcare management systems in line with the emerging knowledge in healthcare as well as a regulatory framework. Making such changes consistently proves a challenge in a VUCA environment since they are not anticipated and planned for. Moreover, such constant changes are expensive to implement (Unnikrishnan, 2017).
Among the VUCA elements, uncertainty is the easiest element to handle. This is because the organization has employed an analysis mechanism whose primary responsibility is to analyze trends in the overall healthcare industry and predict any changes; the leadership is also motivated and determined to create opportunities in even in those moments where uncertainty is high (Schoemaker, Heaton & Teece, 2018) . Such predictions have been very instrumental in helping the organization to prepare for uncertainties in a VUCA environment.
Ambiguity is the most difficult VUCA element for my organization to address. This is because an ambiguous environment proves a challenge to decision making since problems and solutions are not clear (Infor, 2014). For instance, ambiguous findings in research make it difficult to implement evidence-based care or patient-centered care. Moreover, an ambiguous regulatory environment makes it a challenge for my organization to comply completely.
References
Betof , E., Owens , L., Todd , S. (2014). The Key to Success in a World. Retrieved Mar. 3 2017 from https://www.td.org/magazines/td-magazine/the-key-to-success-in-a-vuca-world
Clifford, J., & Thorpe, S. (2007). Workplace learning & development: Delivering competitive advantage for your organization. Kogan Page Publishers.
Infor. (2014). Maximizing the value of human capital in healthcare Retrieved Mar. 3 2017 from https://www.himss.org/file/1307726/download?token=0JqijCpa
Schoemaker, P. J., Heaton, S., & Teece, D. (2018). Innovation, dynamic capabilities, and leadership. California Management Review, 61 (1), 15-42.
Unnikrishnan, M. K. (2017). Eminence or evidence? The volatility, uncertainty, complexity, and ambiguity in healthcare. Journal of Pharmacology & Pharmacotherapeutics, 8 (1), 1.
Watt, S. R., Javidi, M., & Normore, A. H. (2016). Increasing Darkness: Combining Toxic Leadership and Volatility, Uncertainty, Complexity, and Ambiguity (VUCA). In The Dark Side of Leadership: Identifying and Overcoming Unethical Practice in Organizations (pp. 195-206). Emerald Group Publishing Limited.
