Change Management Proposal
This paper provides a detailed review of the change management in St. Elizabeth Healthcare. Actually, the change discussed in this article is the adoption of high-technology systems in the organization. The need to enhance the quality of health delivery systems, to streamline and to standardize the organizational processes is the key driver of the organizational change (SEHC, 2016). The resistance to change is expected from various stakeholders due to different reasons, for instance, due to their inability to adapt to the changes (Rosenberg & Mosca, 2011). An effective implementation of the Kotters change management model in the change management process can aid in the successful implementation of the organizational changes. In fact, the model involves eight steps, which can lead to the successful implementation and sustenance of the change in St. Elizabeth Healthcare. Some of the impacts associated with the change include enhanced workflow and the quality of healthcare services (SEHC, 2016). The workplace conflict is the negative impact that is expected from the change implementation process due to the differences in opinions among the physicians.
To effectively implement the changes in the organization, several strategies can be adopted. The strategies include transparency in communication, effective training of employees, and moral support of the physicians, aligning the change process with the organizational culture, and monitoring the impact of the change on the organizational productivity (Kash et al., 2014). The administrative body of the organization is accountable for the change process by monitoring the change and providing the funds required for the successful implementation of the change. The physicians are involved in the change by taking new roles that arise after the implementation of the change. The benchmarking of other organizations and the gap-analysis are some of the ways that measure the success of the organizational change (Nudurupati, Bititci, Kumar, & Chan, 2011).
The healthcare system has become very dynamic, as the players in this industry are constantly trying to enhance the delivery of health services. Many health facilities have undergone significant changes. During the implementation of important changes in the organizations, the major challenge relates to the resistance to change from some of the organizational members. This paper sets at analysing St. Elizabeth Healthcare as an example of a health institution that undergoes change. The article will analyze the drivers of change, the resistance to change, the theories of change management, the impacts of change, the recommendations for proper change management, and the ways of measuring the success of a change management process. The aim of this paper is to provide a comprehensive change management proposal for St. Elizabeth Healthcare.
Overview of St. Elizabeth Healthcare
St. Elizabeth Healthcare is based in Northern Kentucky, where it has six hospitals. The organization has more than a hundred primary care centers (SEHC, 2016). The Diocese of Covington sponsors the healthcare facility, which is an affiliate of Mayo Clinic Care Network. St. Elizabeth Healthcare mainly deals with the voluntary work. The organization has approximately 1200 beds, and it employs 7400 associates (SEHC, 2016). In addition, the organization employs 314 physicians. The mission of St. Elizabeth Healthcare is to spread the happiness and hope to the community that it serves. The company has set to implement several changes in its electronic system in 2016 and 2017 (SEHC, 2016). In fact, these changes include the integration of portable vital sign monitors, dialysis machines, ventilators, and the implementation of Epic Beaker information system in its laboratory system.
Drivers of Change
The primary driver of the intention of St. Elizabeth Healthcare towards the adoption of the electronic systems mentioned above is to enhance their health delivery systems (SEHC, 2016). The vital sign improves the training of employees and the ease of the workflow within the organization. In addition, the dialysis machine enhances the monitoring of the blood flow. The ventilator improves the artificial respiration of the patients. The organization begins to integrate these systems in order to bring about an improved workflow and the delivery of quality healthcare services (SEHC, 2016). The main driver towards the planned adoption of Epic Beaker information system is to standardize and to streamline the documentation of clinical records, administrative, financial, and clinical processes.
Resistance to Change
The adoption of the high technology systems by St. Elizabeth Healthcare is likely to face resistance from the majority of the physicians. The adoption of the Epic Beaker information system will ease the documentation process (Kash et al., 2014). Therefore, the doctors may feel that their services in documentation are no longer required, which may lead to the resistance to change. In fact, the physicians find it hard to adapt to the use of the high technology, and, thus, they are likely to resist the changes (Borkowski, 2016). The long period that is needed to adjust to the changes may make the physicians view such a shift as a cause of reduced productivity in the organization and, therefore, they may resist these changes.
The Application of KottersStep Change Management Model in St. Elizabeth Healthcare
Actually, Kotters 8-step change management model is the most applicable theory in affecting the perceived changes in St. Elizabeth Healthcare. According to this model, the first step would be to instill a sense of urgency among the physicians on the planned changes (Rosenberg & Mosca, 2011). In the second phase, a team should be created in order to manage the implementation of the change. Moreover, a vision should be developed to direct the change during the third step. The fourth step involves the adoption of a buy-in strategy by communicating the change plans to the physicians. In the fifth step, the barriers to change are eliminated. In addition, the short-term goals of the change are created in the sixth stage (Rosenberg & Mosca, 2011). The seventh step relates to the change team working towards the enhancement of the reliability of the change system. In the eighth step, the change team aligns the vision of the change with the organizational culture. A keen follow-up of the steps provided by Kotters change management model can lead to the successful implementation of the planned changes in St. Elizabeth Healthcare.
The Impact of the Change to St. Luke Healthcare
In fact, the planned changes will have both positive and adverse impacts on St. Elizabeth Healthcare. The high-technology systems will enhance the workflow in the organization through the integration of the vital sign monitors, dialysis machines, and ventilators. Such a change will also increase the quality of services provided by the healthcare systems, for instance, through the enhanced monitoring of patients blood flow (Kash et al., 2014). Moreover, the change will lead to enhanced transparency in the organization, for instance, through the improved documentation of clinical records (SEHC, 2016). However, there is a possibility that a workplace conflict will arise due to the differences in the perception of the change by the physicians.
Strategies of Ensuring the Effective Implementation of Organizational Change
In order to ensure the effective implementation of the organizational change in St. Elizabeth Healthcare, the change team can adopt various strategies. The first strategy would be to inform the physicians about the planned changes and the need for adoption of those changes in order to make the employees understand the necessity of the change. Moreover, transparency should be maintained during the communication process (Flynn, Mathis, Jackson, & Valentine, 2015). Proper training should be provided to the employees on the new electronic systems, since the inability to adapt to the usage of these systems is the main cause of resistance to change. A comprehensive monitoring of the organizational change should be carried out, as a positive performance is a motivational factor for the physicians towards the adoption of the change.
The Role of Communication in Change Management
Actually, the communication will play a significant role in ensuring the successful implementation of the change in the organization. Through the communication, the change team can communicate the vision of the change to the physicians, which can aid in mitigating the resistance, as the physicians can clearly understand the need for change (Kash et al., 2014). The communication process can also help in demonstrating the administrational transparency to the workforce through the clear explanation of the change process. Moreover, the change team can interact with the employees in an active ways, whereby they can address any concerns among the physicians related to change (Taplin, Foster, & Shortell, 2013).
Strategies that can be adopted in the Motivation of Stakeholders within St. Elizabeth Healthcare
The change team has a task to motivate the organizational stakeholders in order to embrace implement and sustain the change successfully. One way of motivating the stakeholders is through the maintenance of high transparency during the communication of the change process (Olver, Florescu, & Nastase, 2014). Another way of motivating the stakeholders is through their engagement in decision-making process during the implementation of change (Azar & Asiabar, 2015). The implementation of the changes in line with the organizational culture can aid in motivating the stakeholders towards embracing the change (Ljungholm, 2014). In addition, the key stakeholders, who require motivation in the implementation of the change, represent the health care providers and the administrators.
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Training and Support Required for the Successful Implementation of the Changes in St. Elizabeth Healthcare
Since the main changes, which occur in St. Elizabeth Healthcare, relate to the adoption of high-technology systems, the comprehensive training should be carried out in order to help the physicians adapt to the use of the innovative systems (Kash et al., 2014). In addition, the employees should be trained regarding the ways of adapting to change. Moreover, the moral support should be provided through the counseling of the employees, who are affected by the changes.
Strategies of Sustaining Organizational Change in St. Elizabeth Healthcare
To sustain these changes in the organization, several strategies should be adopted. The first strategy involves the acquisition of the necessary expertise required for the use of the high-technology systems. The second approach relates to the active monitoring of the change process in order to ensure its efficiency in enhancing the productivity of the organization (Phipps, Prieto, & Ndinguri, 2014). Another strategy, which can be adopted, is the performance management needed to motivate the employees through rewarding for exemplary performance (Cocowitch, Orton, Daniels, & Kiser, 2013).
Involvement of Stakeholders in Change Management
The stakeholders in St. Elizabeth Healthcare are held accountable for the change management through their active participation in the process. Moreover, the physicians are involved in the change process through their participation in the training programs, which inform about the ways to use the new high-technology systems (Yadav, 2014). The physicians also take up new tasks that are developed after the change process. However. the administrative body offers the necessary funding for the successful implementation of the change (Siegel, 2015). In addition, the body is involved in the monitoring of the change process.
Tools Used in the Measurement of the Success of the Change Process
In order to ensure the efficiency of the change process in enhancing the productivity of St. Elizabeth Healthcare, some tools that measure the success of the change management can be used. The benchmarking is one of the tools that can be employed. In fact, the organization can carry out benchmarking with other agencies, which have adopted the electronic health records, and compare its performance with other companies (Nudurupati et al., 2011). Actually, the gap analysis is another tool that can be used to measure the success of the company in the change management. What is important, this measurement style involves the comparison of the previous organizational performance with the performance after the implementation of the change (Nudurupati et al., 2011).
Actually, this paper has provided a comprehensive change management proposal for St. Elizabeth Healthcare. The article has analyzed the existing drivers of change for this organization, the causes of resistance to change, the recommendations for successful implementation, the sustenance of the change and the ways of measuring the performance of the organizational change.
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