LDR 615 Change Initiative: Creating a Vision Assignment SAMPLE

LDR 615 Change Initiative: Creating a Vision Assignment SAMPLE

LDR 615 Change Initiative: Creating a Vision Assignment SAMPLE

Change creates instability, and effective leaders offer consistency and vision during transitional moments. During the change process, managers work by addressing systems and processes while leaders work together with employees to implement the process to work through their hardships and leverage their strengths (Groves et al., 2017). Imperatively, change executed by effective leaders brings all stakeholder on board and coordinate diverse abilities and skills as well as wide-based energies to attain

practical outcomes (Van Rossum et al., 2016). As such, this essay presents forces driving change in the health care industry. The article also assesses and evaluates our organization’s response to the change forces and if there is an area that requires transformation. The paper also develops a vision focused on inspiring the team to attain the necessary change in the organization.

Organization Mission, Stakeholders & Driving Forces

Mission

The organization is a significant health facility that is part of a healthcare network which operates across the country. As a hospital, the vision and mission are associated with enhancing healthcare and internal stakeholders’ readiness to embrace health initiatives, mainly preventive health. As a constituent facility of a community health system, the hospital’s mission is “To assist people to attain health for life.” The organization’s vision is the “Creating life-long engagement through changing how health and healthcare are delivered to the communities.” The organization’s core values include safety, integrity, accountability, respect and innovation. The hospital also believes in offering excellent and impactful healthcare services to patients and communities as its rallying call.

Stakeholders

The stakeholders of the organization include both external and internal players. The internal stakeholders include the employees who are care provides with different sets of skills and include physicians, nurses, midwives, psychologists and specialty doctors. Secondly, the management comprises of the organization’s administrators and other governance bodies like the board of directors. The external stakeholders include patients who consume the institution’s services in different ways, the government which takes a substantial regulatory role in the organization as well as sponsoring of various services offered by the facility (Chun-Mei & Zhang, 2017). The communities that the institution serves are critical stakeholders that provide employees as well as clients to the hospital. Health insurance companies are stakeholders that pay for services provided to patients while non-governmental and not-for-profit organizations assist the hospital in delivering some of its critical services.

Driving Forces: Technology and Innovations

The rising costs of healthcare which account for close to 17% of the nation’s GDP implore on organizations to leverage on technology and innovations to remain competitive, provide quality and safe care services and attain better outcomes (Groves et al., 2017). Digitization of medical processes, right from electronic health records to use of artificial intelligence in patient monitoring, is critical in health care delivery. Through these innovations, the model through which patient get care, and reimbursement is changing. These changes are disrupting healthcare delivery organizations (HDOs). The implication is that value-based delivery’s viability requires the integration of systems and applications as well as interoperability and incorporation of functions across the entire healthcare delivery value chain in the organization. Therefore, technology as a driving force is an integral part of change management aimed at increasing quality care delivery and enhancing patient safety through minimizing medical errors. LDR 615 Change Initiative Creative Vision Assignment

Changes affecting the Organization: Internal and External Forces

Organizations face internal and external forces that implore them to make changes in their operations in response to the pressures. The transforming healthcare industry in the country implies that organizations deal with the need to improve care delivery. Quality enhancement standards being utilized in the sector highlight the importance of organizations to focus more on individualized plans as well as adopt safety metrics (Chun-Mei & Zhang, 2017). Through such approaches, a hospital can assess how it can improve patient health outcomes and improve efficiency.

Internal forces are areas of change realized within the organization’s setting. Most of these forces are in response to the external pressures. However, an organization can control and modify these factors. In our organization, internal forces include human resource capacity to create change and provide quality patient outcome. For instance, the management and employees can initiative change since they make decisions and take initiatives focused on change. Currently, the need for more staff, especially nurses, is an internal force in the organization that impacts service delivery. Secondly, organizational structure and activities are a source of change as effective hierarchical leadership motivates and inspires the need to control undesirable internal factors. The delivery of patient-centric outcomes is the basis of changes in policies and procedures that implore on practitioners to engage different stakeholders to enhance care delivery (Groves et al., 2017). Internally, the organization grapples with the need to offer sufficient services and to improve quality as well as safety amidst rising costs of healthcare.

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The external forces include the rising costs of healthcare in the country as well as changes occurring to policies like the Affordable Care Act that have made more people lose their medical insurance. Further, changes in reimbursements, as well as an increased focus on patient care and the increased role of healthcare practitioners, means that the organization should adapt effectively. Those not covered pay higher out of pocket costs. Again, the raised part of technology in care provision implores on organizations to respond by embracing these changes. Technology and medical innovations are driving changes in therapy, care delivery models and diagnoses for different conditions. LDR 615 Change Initiative Creative Vision Assignment

Responding to Technology as a Driving Force

Adoption of technology is critical in health care delivery. Hospital organizations need to take necessary steps in responding to technology as a crucial external driver of changes in the industry. The use of technology lowers the overall healthcare costs, for instance, shifting from paper to health records can reduce outpatient costs by a significant percentage. Responding to technology requires the organization to train employees through the change process, where the urgency for its adoption is created by the leadership (Groves et al., 2017).

Secondly, the organization needs to create a collaborative alliance and committee to offer guidelines on the best technologies that the institution can implement and its perceived benefits. It is crucial to involve all internal stakeholders, especially those who will use the system. The institution should respond by considering the cost of the technology and its alignment with the mission and vision of the facility. The involvement of the staff and all stakeholders is critical in attaining buy-in from them for productive and acceptable implementation of the process (Wang et al., 2018). The organization should also consider potential barriers as well as the possibility of change resistance from employees. These should be addressed to avoid adverse outcomes or ineffective implementation. LDR 615 Change Initiative Creative Vision Assignment

Proposal of Steps for Responding to Change

Organizations should recognize the need for change and develop a vision of the future through practical and inspiring leadership. Further, as the new practices and structures are put in place, the administration must create a robust change vision and inspire all participants to engage in the initiative (Wang et al., 2018). Change vision must focus on enhanced service delivery to patients and community stewardship.

Vision: Community Service Delivery

The vision for transformation in the facility is focused on the delivery of quality services to the patients in the community at the most affordable cost by leveraging on technology. Using technology, the organization will develop applications that can monitor patients with chronic conditions, their medication regimens, and their overall response to their situation regularly. With sufficient cooperation from the stakeholders; the organization can launch a program focused on making profits but serving the powerful interests of the community, especially those who cannot afford services (Furxhi et al., 2017). The developed vision is aligned with the organization’s mission of offering quality services efficiently to its patients.

Before engaging stakeholders, it is essential to present the initiative to my unit leader as well as the department to attain buy-in and necessary support. Through the assistance of a committee, the estimates for implementing the program will be developed with the incorporation and participation of stakeholders for its funding.

Evaluation of Stakeholder Response and Change Consideration

In their article, Furxhi and colleagues (2016) posit that change does not alter organizations but its people in those entities that change. Therefore, change agents like leaders in an organization should appreciate that employees have diverse reactions to change initiatives. The different responses to these initiatives emanate from diverse personal experiences, degrees of motivation, knowledge, and values, as well as various behavior, approaches. The implication is that employees will demonstrate different attitudes and feelings based on what makes them comfortable. Emotions like fear and anger should be expected while others may be enthusiastic and ambivalent to the changes (Furxhi et al., 2017). For instance, employees who feel the direct benefits from the use of technology may support the transformation. However, resistance may occur and therefore, requires change agents to involve all people. Imperatively, managers can use the see-feel-change approach for the employees that may not embrace the changes.

The reaction from internal stakeholders concerning change vision will be varied founded on their roles and obligations. In this case, the stakeholders include the management and employees. While the change will impact all the players, it is vital to assess how the vision will help the stakeholders in change initiative and how they will respond (Furxhi et al., 2017). I believe that most of the individuals will support the effort. Potential considerations in this initiative, including funding as well as required personnel. LDR 615 Change Initiative Creative Vision Assignment

Further, practical and in-depth collaboration is an essential consideration for the success of this initiative. The program will consider getting funds from non-governmental health stakeholders that include organizations which sponsor health initiatives. The effort will also entail recruiting more personnel who will be vital in the implementation of the plan, especially laying down the critical infrastructure.

LDR 615 Change Initiative: Creating a Vision Assignment SAMPLE Conclusion

Organizations implementing change processes require effective leadership which can inspire and motivate stakeholders to attain a buy-in. As demonstrated, the change initiative in this institution will lead to enhance and quality care service delivery to all concerned stakeholders. The transforming healthcare industry requires leaders to initiate changes in line with the external forces that impact health care delivery, especially the increasing role that technology plays.

LDR 615 Change Initiative: Creating a Vision Assignment SAMPLE References

Chun-Mei, L. & Zhang, L. (2017). How can collective leadership influence the implementation

of change in health care? Chinese Nursing Research, 4(4), pp182-185.

Furxhi, G., Stillo, S., & Teneqexhi, M. (2016). Organizational Change: Employees Reaction

Towards It. European Journal of Multidisciplinary Studies, 1(1), 303-8.

Groves, P., Kayyali, B., Knott, D., & Kuiken, S. V. (2016). The ‘big data’ revolution in

healthcare: Accelerating value and innovation

Van Rossum, L., Aij, K.H., Simons, F.E., van der Eng, N. and ten Have, W.D. (2016), “Lean

healthcare from a change management perspective: The role of leadership and workforce flexibility in an operating theatre”, Journal of Health Organization and Management, Vol. 30 No. 3, pp. 475-493. https://doi.org/10.1108/JHOM-06-2014-0090

Wang, Y., Kung, L., & Byrd, T. A. (2018). Big data analytics: Understanding its capabilities and

potential benefits for healthcare organizations. Technological Forecasting and Social Change, 126, 3-13.

Re: Topic 2 DQ 1

Vision is an essential element to successful organizational change. Organizational vision has been described as the work essence, a concept that is all-encompassing which included organizational values and guiding philosophies that are engaging and inspiring to the future state of the organization (Haque et al, 2016). The vision emphasizes long-term ideals, values, and strategies and represents an ideal outlook that the organization and employees should aspire to obtain (Haque et al, 2016). The organizational vision should be clear and depict the primary goals and ideas the organization should strive to achieve and motivates employees to achieve by providing superior performance (Haque et al, 2016). The vision of an organization does not change because of technology or the market and incorporates the following three elements: goal orientation, how the facility plans to do business, and the type of environment employees will be working in daily (Haque et al, 2016).

Leadership plays a very important role in organizational change and vision. Collective leadership is one of the best ways to implement change because it unites leaders and staff to create a common vision (Lv, & Zhang, 2017). It ensures the process of continuous quality improvement, motivates staff, and helps the organization adapt to change (Lv, & Zhang, 2017). When the leadership outlines a clear vision of the change, it can arouse the staff’s interest and identify the necessary change needed to incorporate in the current organizational culture (Lv, & Zhang, 2017). Strong transformational leadership can proactively identify common change barriers, such as fear and resistance to change, before the initiation of the change which can prevent problems from occurring (Brito Ferreira et al., 2020).

In my current organization, I had the vision to create a Cardiac Cath Lab program. I worked with the local Fire Department EMS Chiefs and provided by-pass statistics to the organizational leaders of the hospital and provided a detailed outline of the benefits, including the community and financial benefits, of creating this program at the hospital. The organization went through quite a few leadership changes during this time making this organizational change difficult to accomplish. We had six Chief Nursing Officers, two Chief Executive Officers, and three Chief Financial Officers in a four-year period which created instability and prevented progress. Finally, after four years of providing data and the project proposal, the administration created our own Cardiac Cath Lab. In this particular case, the staff had the vision and drive to implement the change, but it took time and persistence due to the instability of the hospital leadership. The change was successful and improved the hospital outlook on change initiatives going forward because it provided a morale booster and employee engagement once it was accomplished. Change is difficult, especially in a complex healthcare setting, but it is necessary to stay competitive and relevant.

LDR 615 Change Initiative: Creating a Vision Assignment SAMPLE References

Brito Ferreira, V., Coelho Amestoy, S., Reis da Silva, G. T., de Lima Trindade, L., Reis dos Santos, I. A., & Alves Galhardo Varanda, P. (2020). Transformational leadership in nursing practice: challenges and strategies. Revista Brasileira de Enfermagem, 73, 1–7. https://doi.org/10.1590/0034-7167-2019-0364

Haque, M.D., TitiAmayah, A. & Liu, L. (2016). The role of vision in organizational readiness for change and growth. Leadership & Organization Development Journal, 37(7), 983–999. https://doi.org/10.1108/LODJ-01-2015-0003

Lv, C.-M., & Zhang, L. (2017). How can collective leadership influence the implementation of change in health care? Chinese Nursing Research, 4(4), 182–185. https://doi.org/10.1016/j.cnre.2017.10.005

Re: Topic 2 DQ 2