Implementing Change

Do you know leaders in healthcare have a new style of managing? Healthcare field is one of the fields that changes occur frequently. With the introduction of the Affordable Care Act (ACA) brought a lot of changes in every aspect of healthcare delivery, from reimbursement to quality control to elimination of wasteful and inefficient practices and having huge impact on the U.S. healthcare delivery system, with many more changes to come. When leaders in healthcare organizations are asked, “what’s the one word that best characterizes the impact of the Affordable Care Act (ACA) on the U.S. healthcare delivery system,” most will answer “change”. These changes also brought new managing styles to healthcare leaders. I would be writing in my own discourse community, which is Health Systems Management. To give guide lines for a neighbor who is thinking of jointing this discourse community, how we operate and to be successful in this filed.

Health care is in a constant state of change. Health care organizations must recognize that change is needed to improve the quality and safety of patient care, retain employees, and restructure the organizational chart to maintain their viability. When changes are carefully and deliberately thought through using the knowledge and skill of leaders, this is considered planned change. The change agent plays a major role in the outcome of the change; whether the change is successful or unsuccessful (Marquis & Huston, 2012). The purpose of this paper is to identify a deficiency within a department of a healthcare organization. A description of the planned change to address the deficiency will be

Thompson and Strickland (1999), conducted a study to see difficulties faced by healthcare managers in a constantly changing environment and if they have strategic

Change in healthcare is an inevitable certainty (Sullivan, 2013).Organizational change is mandatory to prevent stagnation. Change is often not a welcome process. In healthcare, how new policies and process are initiated and prepared for is crucial to its successful implementation. The purpose of this paper is to chronicle a proposed organizational change, using a selected theory of change.

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Organizational changes occur rapidly, especially in this era of healthcare reform. It is therefore imperative that nurse executives be prepared to manage the changes necessary to make healthcare manageable, affordable, and of the highest quality. Change is important in organizations to allow employees to learn new skills, explore new opportunities, and exercise their creativity in ways that ultimately benefit the organization through new ideas and increased commitment (Shirey, 2013). In addition, organizational change has a significant impact on those who are undergoing it, and thus introducing change can be a complex process. However, following a theoretical framework can provide a foundation for making informed decisions that allows for better control over the outcomes of the changes (Mitchell, 2013). There are many different change management models, but one that has been used successfully in health care, and specifically to address the adoption of technological innovations, is John Kotter’s process for transformational change. This paper will identify a recent change implemented in my organization and discuss how Kotter’s Change Theory applies to it.

Several key learning points may be derived from this case study. The most important objective is to understand the many and challenging problems in implementing a large-scale change within a health care organization. A disruption of current trends and practices needs a strong leadership presence that can help see the larger picture and direct the flow of work in the right direction. A second object of understanding the financing and human resource issues involved in this case study are also implied as attaining cost savings appears to be very important in this environment. The third objective is to identify

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

Changing management both to acquire healthcare professionals to maintain the knowledge and to undertake their professional tasks and also responsible to undertake those tasks that are within their competence. We may want to support it, or be indifferent to it, and be passionate or participate in it. The choice of change depends on us, change has increased dramatically.

“Managers and directors of HIS Departments have a long history of responding to and preparing their organizations for sector-level changes. For example, in 1979, they implemented the International Classification of Diseases, ninth revision, Clinical Modification (ICD-9-CM) and in 1983, the inpatient prospective payment system. Right now, they have already responded and are preparing for the implementation of the International Classification of Diseases, tenth revision, Clinical Modification (ICD-10-CM)

Healthcare is under constant reassessment because of daily innovation. With this assessment comes the realization that one process has better outcomes than another indicating the need for change and change. Since change is only as good as the planning that goes into it leaders in nursing must be prepared to manage change properly and effectively. The purpose of this paper is to identify an inefficiency in an organization and develop a change management plan in accordance with the organization’s mission, vision, and values. This change is based on principles from Lewin’s theory of change and diffusion of innovation with clear steps to follow involving all of those affected by the change.

Creating a sense of urgency in developing this organizational change should be relatively easier than other organizational changes given the fact that the strategy can improve the quality of care and potentially even save lives. Despite this advantage, the see-fee-change approach should still be implemented with the great care to ensure the message resonates as intended. Therefore multiple methods of communication will need to build repetition in order to ensure that the message is clear. This will include formal training, group sessions in which a consensus is attempted to be

There are many stakeholders that have concerns both within, and outside, the health care facility. These include administrators, nurse/facility educators; direct patient care staff representatives (from nursing [CNA, RN], therapy [OT, PT], radiology, and other patient care areas); staff from employee health, safety, and contracting/purchasing departments; risk manager; engineers/designers; nursing; and patient/resident. Their roles have a significant impact on the proposed change because of their different perspectives. They are in essence the consumers, clinicians, and policymakers (Mayeda-Letourneau, 2013). Whenever there is change in direct patient care, there is always concern by administrators, patient representatives, and risk management the change is safe and will not present additional

Fixing problems that face health care in many health facilities demand a system wide set of solutions. The systems used in these facilities must be assessed and redesigned to identify factors that will aid in the achievement of the set goals. The enormous task of achieving the goals should be undertaken collaboratively by all the key stakeholders, who include, health care professionals, planners and policy makers, administrators, payers, and patients and their families. These partnerships must begin with a common understanding of the problems together with a shared commitment to cooperate and work together to eliminate the problems. With this knowledge, therefore, an action plan for redesigning the health care system can be developed and later implemented. For a successful health care service to be realized, there are various factors which should be employed and which are not found in the traditional business setting. These include unique economic processes, proper regulatory requirements and the perfect quality indicators. This creates a need for every leader within the healthcare industry to create or develop unique skill sets that will harmonize both organizational leadership and the inter-professional team development. It is, therefore, important to understand the comprehensive approach to the management of patient care and also how the concepts of team development and organizational leadership support healthcare leaders in creation of a patient-centric

In the traditional management of quality, professionals or experts determine the needs of their customers. In order to maintain quality, products or services are inspected to fix the errors (Shewhart, 1931). Errors and waste within acceptable limits are tolerated. Traditional management often relies on assumptions and gut feelings and products and services are designed sequentially by isolated departments. The improvements and control of product quality is left to the 'experts' or managers, the controls on management decisions is also centralized [Carr & Littman, 1990]. The traditional approach to management of quality continues to this day in many organizations