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LDR 615 Contemporary Organization Evaluation

LDR 615 Contemporary Organization Evaluation

Change is very an important issue in an organization that is either planned or deliberate. Organizations regularly respond to changes resulting from technological, political, environmental and industrial changes by forming effective strategies to optimize their performance with regard to the changes. In addition, Leadership of an organization also plays a crucial role in implementing change as well as sustaining it (Caldwell et al, 2008). In the health care industry, changes result from government policies like the universal health care, new insurance policies and changes in technology (Jack et al, 2007). This paper discuses organizational change, it effects, response, implications, and effective strategies in managing change successfully in reference to the Pennsylvania health initiative organization

The Pennsylvania Health Initiative oversees over 40 healthcare centers in southern Pennsylvania. The organization was introducing the patient safety program to conform to the regulation on patient safety in avoiding, preventing and mitigating patient harm in line to the changing modern health care system.  The change focused on changing the management of the organization to ensure that the patient safety initiative introduced by the organization were sustainable. In addition to the legislation requiring that health care organizations improve their patient safety, the growing competition in the health care sector created a need for change in service delivery and one of them was improving patient safety. The need for the change by the organization was therefore driven by legislative ruling from state of Pennsylvania and changing environmental factors in the health sector industry.

First, the organization focused on creating awareness and drawing attention to the need for patient safety using the patient safety specialists. Next was followed by implementing an institutional framework to focus on the new patient safety initiative.  Having a good process is crucial in ensuring that the change is successful (Petrescu, 2010). The drivers for the change in the organization were due to increased environmental pressure resulting from the high competition therefore creating the need for the better performance. In addition, the need for the change was also necessitated by the by legislative ruling in the Pennsylvania state requiring hospital and health organizations to implement better patient safety programs that conform to the modern health care sector systems. The degree of disruptiveness created by the change was therefore high, as organization had to change to reshape and reconfigure various components that included changing the competencies of the organization as well as the culture.

LDR 615 Contemporary Organization Evaluation

The strategy used by the organizations to implement the patient safety program focused on the specific departments and processes in the service delivery program. The plan involved the clinical domain that included the necessary technology, procedures, practices and guidelines to be amended to improve the degree of patient safety. The strategy also included educating the employees on the appropriate values, skills and attitudes that will help enhance patient safety. Other aspects of the strategy also aimed at improving communication between the employees and the patients to minimize the assumptions resulting from communication breakdown. The organization therefore came up with a learning strategy where the employees of the organization could learn on appropriate skills on patient safety. Implementing the strategy required first making several changes to the current working process to make common errors that arise when handling patients to be more visible. In addition, the organization also introduced incentives to practitioners to encourage them to share their mistakes, seek help from the colleagues, and rectify the mistakes as first as possible. The organization also installed information systems in the hospitals to facilitate the sharing, retrieval and analysis of the information.

Implementing the change required stakeholders in the organization to play various roles. First the organization’s top leadership was affected they were required to play active social role in initiating the change. The senior management played a crucial role in energizing the change process and mobilizing other people to implement the change. However, just like any change process the process of implementing the change was met with various resistance from employees. First, the senior physicians are not always involved in dealing with the patient frequently and there were not aware on of the errors that expose patients to unsafety procedures. The employees also did also not fully embrace the program because of their view that serious harm to patient safety results from events that happen rarely. Therefore, they did not fully embrace the need to change the operating procedures that was associated with the patient safety program.

The impact of the change on interdepartmental collaboration was not much significant. Although the practitioners felt that they were being over-monitored by the organization on their practice, the strategy employed by the organization was very successful in countering such resistance. In addition, the strategy of educating the stakeholders on the need for the change and involving them in the process of implementing such change made it a collective responsibility for not only the organization but also the stakeholders. Effective communication plays a significant role in implementing change as it helps avoid and disputes (Elving, 2005).   Therefore, much of the departmental relations were not affected following the implementation of the program. In addition, change was not just being introduced by one department but the entire organization.

The program also required to increase the interaction between the senior physicians and the nurses in ensuring patient safety, which was not fully embraced by the employees. In addressing these resistances from the stakeholders, the organizations introduced simulations under which error that were of high risk to patient safety where practical situations were practiced rather than making assumptions. Such high-

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risk operations were recorded and the information presented to the staff thus requiring them to keep watch of such circumstances. The organization also introduced a policy of monitoring practitioners on daily basis to ensure that they conform to the changes in patient safety program. This helped model positive behavior and compliance to the change program as the stakeholders were aware they were being monitored. The monitoring strategy ensured that employees followed the provided guidelines on reducing errors that increased the risk of patient safety. Through educational programs, the employee resistance was significantly reduced as they were made to realize and understand their role in improving patient safety. This is because in addition to the threat of competition in the health care sector, there was also a legislation that made the program necessary for the organization.

In my opinion, the leaders of the organization responded well in implementing the patient safety change to conform to the legislation and the changing environmental conditions due to increased competition in the health care system. The leaders of the organization came up with a strategy to implement the change that included creating the strategy of educating the stakeholders involved on the skills required to implement the change. The strategy worked effectively as the overall patient safety record of the organization improved significantly. Although the monitoring process introduced did not work as expected as it helped the employees change their behavior. Overall, the strategies worked largely improving the patient safety of the organizations.  Some of the reasons that led to the failure of some strategies include to the diversion of attention to other pressing issues that made the daily supervision of staff nearly impossible.  This led to employees gradually reverting to some of the old behaviors as they were no longer supervised on their record on the errors they made that risked patient safety. To prevent such a strategy from failing, the institutions require having long-term plans while implementing change and support structures that ensure that the program sustainable (Brinkschröder,2014). These structures must ensure the commitment of the management and the employees in implementing change and ensure that the program is shielded from any competing priorities.

Despite the strategies put in place to implement the change by the organization were successful, several ways are available, in which they could have made it more successful. One the strategies that the organization could have targeted is promoting a voluntary system in on patient safety that targets the patients as well. This includes encouraging the patients to voluntary report cases. Targeting the patient to voluntary report cases that they are suspicious that their safety ids compromised would also help promote behavioral change among the organization staff. The organization targeted its employees only in the strategies laid down to implement the change. Alternative strategies to implement such a program like the patient safety could be introducing support structures that allow the review of medical error reports more frequently by the management and the senior staff in the hospitals.  This could be through implementing some form of intranet where the error reports could be submitted through the system to allow the senior physicians to review them even more frequently.

References:

Brinkschröder, N. (2014). Strategy Implementation: Key Factors, Challenges and Solutions.

Caldwell, D. F., Chatman, J., O’Reilly III, C. A., Ormiston, M., & Lapiz, M. (2008). Implementing strategic change in a health care system: The importance of leadership and change readiness. Health care management review33(2), 124-133.

Elving, W. J. (2005). The role of communication in organisational change.Corporate Communications: An International Journal10(2), 129-138.

Jack Walker, H., Armenakis, A. A., & Bernerth, J. B. (2007). Factors influencing organizational change efforts: An integrative investigation of change content, context, process and individual differences. Journal of Organizational Change Management20(6), 761-773.

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