How do I drive innovation in the workplace? How do I make my subordinates become more innovative? These are the questions that stump organizational leaders, who know the importance of being innovative in today's corporate world. The ability to innovate is the "secrete source" of organizational success. As technology continues to change and the ever-changing landscape of government regulations continues to add a layer of complexity to running businesses, senior health care executives are forced to grapple with the past and emerging challenges. Among the challenges that health care executives need to navigate is reimbursement.
Undoubtedly, the cost of health care in the U.S. is very high. There are tremendous pressures to reduce healthcare costs (Dyer et al., 2019). The federal government, hospitals (both private and public), and other stakeholders seek ways to address this issue. Innovative health care leaders are shifting their focus to innovative solutions. Reimbursement models are changing (Dyer et al., 2019). In this respect, hospitals and other healthcare facilities are adopting and implementing a performance-based reimbursement model. Unlike the traditional model, which was purely based on the provision of individual services, this model rewards providers based on a number of metrics, including the quality of population health delivered and clinical outcomes. The shift to a performance-based reimbursement model is spearheaded by the Centers for Medicare and Medicaid Services (CMMS). Senior health care leaders must prepare their subordinates or teams through this innovative change.
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Through transformational leadership style, health care leaders address reimbursement issues in health care as well as reduce the likelihood of recurrence of the problem. Transformational leaders are often open to "communication, inspiration, enthusiasm, supporting positive change, and empowering others through shared decision-making" (Caredda, 2020, n.p). Transformation leadership style will enable the leaders to source for ideas, drive the change, and ensure the change is implemented. This leadership model is recommended for an effective change management process.
The conflict management policy that I will employ to implement the change is collaboration. This strategy entails collaborating with various stakeholders, especially senior leaders and employees, to facilitate the implementation of the change. Through collaboration, senior health care leaders can find solutions that entirely satisfy the concerns of health care providers, patients, and other involved parties. This strategy primarily focuses on two dimensions: assertiveness and cooperativeness (Mossanen et al., 2014). These two dimensions are key to successfully implementing an organizational change. With reference to the adoption and implementation of the performance-based reimbursement model, senior health care leaders can use this conflict management policy to implement the change and promote employee buy-in to executive the innovative initiative.
The leadership style that will be employed to implement the change and promote employee buy-in to execute the innovative initiative is democratic leadership. This leadership style entails using legitimate power to facilitate the implementation of change or facilitate the change management process. Although democratic leaders are primarily responsible for giving instructions, they do so after consulting employees and other involved parties. The leaders ensure that policies are work out through group discussions and collaborations. Simply put, this leadership style solicits employees' participation. Democratic leadership will be used to implement the change due to its advantages. First, this leadership style enhances employee morale, increases the acceptance of management's ideas, and increases the level of cooperation between the change management team.
References
Caredda, S. (2020). Leadership models: the theory and the practice. [Online]. Retrieved April 27, 2021, from https://sergiocaredda.eu/organisation/leadership-models-the-theory-and-the-practice/
Dyer, J., Gregersen, H., & Christensen, C. M. (2019). Innovator's DNA, Updated, with a New Preface: Mastering the Five Skills of Disruptive Innovators . Harvard Business Press.
Mossanen, M., Johnston, S. S., Green, J., & Joyner, B. D. (2014). A practical approach to conflict management for program directors. Journal of graduate medical education , 6 (2), 345.
