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LDR 615 Change Initiative: Creating Vision

Organizational Description

The organization is University of Texas Medical Branch (UTMB). The UTMB, which is
located in Galveston, Texas, was founded in the year 1891using the original name of University
of Texas Medical Department (UTMB Health, 2020). Originally, the institution was established
as one hospital and one school. However, the institution has consistently developed and it
currently consists of six hospitals, a broad network of community-based and campus clinics,
which provide specialized and primary medical care, and four schools. Besides, the institution
hosts an allied Shriners Burns Hospital and many modern facilities (UTMB Health, 2020). The
objective of UTMB is to advance understanding and treatment of diseases and injuries through
innovative research, both at the bedside and laboratory sections. The institution ensures the
provision of skilled and patient-oriented health care and also participates in shaping the future of
health science through research, education, and clinical care (UTMB Health, 2020). Overall, the
UTMB’s mission is “to improve health for the people of Texas and around the world by offering
innovative education and training, pursuing cutting-edge research and providing the highest
quality patient care.” The stakeholders of UTMB include medical students, health networks,
staff, healthcare providers, patients, local community, health system, and financiers. Essentially,
every stakeholder is crucial to the success of the organization’s vision and is responsible for the
implementation of mission to realize both long-term and short-term goals.
Forces Driving Organizational Change

The healthcare industry is currently facing a period of change, which is driven by both
internal and external forces. According to Borkowski (2016), the internal forces include
administrative processes, financial resources, human resources, physical resources, profitability

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issues, physician decision making, and physician and hospital supply. On the other hand, some of
the external driving forces include healthcare complexity, technological advancement,
demographics, economic issues, healthcare reforms, decentralization of care, dissatisfied
consumers, increased focus on wellness, and regulatory issues.
Essentially, these driving forces originate from the current ever-increasing dynamics of
health system that are fundamentally different from the ones in past decades (Borkowski, 2016).
The current healthcare dynamics encompass a new set of controlling influences such as the
consumer purchasing power, the managed care and related practices, scramble for market share,
insurance risk assumption, and emerging roles for care providers, patients and employers. Owing
to the dynamic nature of the healthcare industry, these powerful influences are expected to
continue growing. Therefore, it imperative for the healthcare organizations to think ahead of
these forces to survive the dire consequences associated with them.
These forces also have direct effect on the viability of the organization. The organization,
as part of the healthcare system, depend on various interdependent internal and external factors
to influence its routine functioning, strategic plans, and future plans for success. These driving
forces affect its viability by either helping or hindering the organization from realizing success.
As such, the organization should be ready for change so as to adapt to these forces.
Specific Issues Technology Can Create in Healthcare Setting
Technological changes have significantly contributed in improving quality of care
(Coccia, 2015). For instance, 3D printing can be utilized to create hearing aids, prosthetics, and
customized dental devices. Other contributions include introduction of electronic health records,
comfortable scanning equipment, improved monitoring systems, and minimally-invasive
surgeries which improves recovery time in patients. Essentially, the impact of technology in

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healthcare industry is endless but technology is associated with certain issues such as being
limited to human factors since no technology can satisfy everyone. The other issue is ethical
issues since navigating the technological developments may lead to unintended risks such as
compromise of data integrity (Coccia, 2015). Besides, the technological advancement cannot be
uniform in all settings locally and internationally, which can lead to fragmentation of care.

Steps Needed to Respond to Driving Force

The technological changes occur rapidly across healthcare settings and it is challenging to
adapt to them. However, Hayes (2018) contends that the following steps may be used to respond
to technological changes in healthcare settings. The first step is to identify the needs of the
technology that are relevant to the organization. The next step is to identify the right technology
that is responsive to the organizational needs, easy to use, and unique to the competitors. The
next step is to involve the employees by making them to provide more insight. The employee
involvement increases a feeling of value and security that technology will not interfere with their
job. The other step entails early acceptance by giving good reason for adopting the technology in
the early stage before introducing it to the organization. The subsequent step is to train and
prepare employees for the new technology. Finally, there is need to remain positive and pursue
opportunities associated with technology.

Prediction of how Employees Will Respond to Change Initiative
The proposed change encompasses adjusting the patient to nurse ration to 4:1 on the
medical surgical floor to enhance patient satisfaction. The implementation of this change
initiative at the UTMB will likely elicit different responses from the stakeholders. While the
administration of the UTMB would be enthusiastic and ready for the change initiative to help in
improving the organizational services, the employees in lower positions would elicit mixed

CHANGE INITIATIVE: CREATING VISION 5

reactions, with some welcoming the change and other resisting it. The resistance will emanate
from challenges related to accepting the reality of change and the possible fear of legal and
ethical implications of the technological adoption process in the organization (Rosenbaum, More
& Steane, 2018). Therefore, it is imperative to invest in creating awareness for change while
introducing changes to avoid resistance.

Developing Vision for Change

Several steps may be involved in an effort to develop a vision for change initiative, which
is to increase the nurse to patient ratio on the medical floor to enhance patient satisfaction. The
first step entails the creation of direction for the future by the leadership through formulation of
effective change description and strategy. The subsequent step is to enable employees to
contribute to the change by giving their inputs. The above step is followed by letting the guiding
coalition to refine the draft by utilizing various data to develop the vision and strategy. Finally,
the leadership alongside guiding coalition completes the change vision by highlighting areas that
need change, give feasible targets for determining the success, and considering the interests of
stakeholders (Hayes, 2018). This vision correlates with UTMB’s mission in the sense that they
both seek to improve the health patients and ensure highest possible quality of care. The vision
will be presented to internal stakeholders using the formal communication mechanisms such as
meetings, conferences, dialogue, emails, and posters.

How Vision Would Help Stakeholders to Support Change Initiative
The vision will help stakeholders support the change initiative by helping in depicting the
positive image of the benefits that the organization will experience after the implementation of
the planned change. This vision would create confidence among the stakeholders to adopt the
change initiative (Ginter, Duncan & Swayne, 2018). The possible consideration that stakeholders

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may pose is the financial tenability of the change initiative. That is, whether the cost
consideration and whether or not the organization may afford to implement the change. To
respond to this consideration, it is imperative to provide the cost-benefits analysis that indicates
that the change is feasible to the organization.

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References

Borkowski, N. (2016). Organizational behavior in health care. Jones & Bartlett Publishers.
Coccia, M.(2015)‘Technological paradigms and trajectories as determinants of the R&D
corporate change in drug discovery industry’, Int. J. Knowledge and Learning, 10(1), 29-
43.
Ginter, P. M., Duncan, W. J., & Swayne, L. E. (2018). The strategic management of health care
organizations. John Wiley & Sons.
Hayes, J. (2018). The theory and practice of change management. Palgrave.
Roberts, J. P., Fisher, T. R., Trowbridge, M. J., & Bent, C. (2016). A design thinking framework
for healthcare management and innovation. In Healthcare (Vol. 4, No. 1, pp. 11-14).
Elsevier.
Rosenbaum, D., More, E., & Steane, P. (2018). Planned organisational change management.
Journal of Organizational Change Management.
UTMB Health (2020). The History of the UTMB School of Medicine. Retrieved 3 March 2020,
from https://som.utmb.edu/home/history-past-deans.

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