“If it ain’t broke, then don’t fix it!” It’s an adage that we have heard time and time again. Some blame the stagnant reasoning on tradition. Others are more honest and just refuse to be the ones who ruffle feathers. Some are just bystanders as a whole. No matter what role each person plays in the organizational scenario, the results are still the same. There is no progress. This is something that is recognized by both Christensen and Barker in their views to create a better process.
When comparing these two innovators, I think that is important to note that neither speaker applies their theories of innovation to just one business sector. Although Christensen is using the argument of disruptive innovation in order to create lower-cost, higher-quality
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Christensen refers to these people as disruptive innovators. According to Barker, since outsiders have not been immersed in the broken culture, it is easier for them to see the flaws. The outsider doesn’t just accept the way that things are done without question simply because they don’t know it shouldn’t be questioned. According to Christensen, this disruptive innovator isn’t vested in the current culture. The gain of that innovator is to simply create a better process.
Finally, and I feel most importantly, change effects everyone. Barker states in his presentation that just because change happens in a department that is not your own, don’t assume that it won’t affect you. Changes trickle throughout the organization and a change anywhere in the process is bound to affect everyone. This is a point that Christensen reinforces as key lesson from disruptive innovation. Disruption rarely alters one portion of the industry. Usually it is a sweeping change. When used successfully, Christensen feels that technology is a driving force behind sweeping change in healthcare.
There are so many valuable lessons that can be taken away from both Barker and Christensen. For me the main idea is one that is so cliché, change is inevitable. It is only a matter of recognizing what needs to change in order to create the desired
Healthcare is one of the most dynamic industries in our great nation. To truly understand just how dynamic the industry is, one needs to understand that healthcare in and of itself is a living, breathing industry that is ever changing and conforming to meet the ideals set forth from a broad group of stakeholders. When one looks at the evolution that healthcare has undergone in the past 165 years, the picture of the true dynamics of this industry is painted. One must take this evolutional history into account when looking at the next ten years in our industry. When looking at these evolutional processes, one can see that the systems have changed as our country and its people have required it to (Williams & Torrens, 2008). When looking at how this industry will change or evolve over the next decade, one can ascertain that it will be by the demands of those involved that change will come.
Within an organization one of the key tools that they use is that of: communication. Communication is a primary key to any organization and without it there is no cohesion, no leadership, and no functionality. As communication begins to diminish, so does the organization – as one article puts it: “These new economic…. imperatives have significantly contributed to the demise of the old classic command-and-control bureaucracy…” (Tiernan et al, 2002, 47-48). From what this article states, the lack of communication has led to a semi-collapse of the mechanistic structure of an organization. Though communication does seem like a huge factor of an organization, communication does not come without its troubles within the inter-organizations; if there is communication going on in a company, there is going to also be a lack of communication. When a company has employed thousands of people (or maybe just a small amount) they are hiring a whole selection of individuals to work as whole group in unity – though this does seem like an amazing idea, these sets of individuals will have quite ...
Change is rarely seen as blasé no matter what aspect of life is being modified. In Healthcare,
This problem occurs in all types of organizations from executive businesses, as well as law enforcement, correctional agencies and state children and family services. Changes maybe necessary in any organization, and administrators are more than likely to face barriers and challenges. Some resistances will take a number forms “from persistent reduction in output, increase in the number of “quits” and requests for transfer, chronic quarrels, sullen hostility, wildcat or slowdown strikes, and, of course, the expression of a lot of pseudological reasons why the change will not work. Even the more petty forms of this resistance can be troublesome”
In the article “Difference Between ‘Invention’ and ‘Innovation’”, Tom Grasty claims that invention is creating a new thing, while innovation is making change and contributing something new based on existing things. I agree with him. “Invention” is to create something from nothing, and it emphasizes “the first”; “innovation” is to make something better. Moreover, since every company has different status and resources, “innovation” might not be the first one, but it could not be exactly the same. Another point is that we can distinguish inventions from their positive and negative impact. The positive one is like computer, which improves technology development; the negative one, like computer virus, destroys people’s data. However, “innovation”
Primary, I believe as individuals, we can become very set in our behaviors. Accepting the reality of change and unpredictability’s can be very intimidating in the work environment. I often hear my co-worker state “This is the way we’ve always done things”. I have accepted complex systems are changing the health care industry and we must learn to work differently. To alter negative perceptions of work flow changes it requires an open mind and learning to adapt to constant change.
As I began watching Reinventing Healthcare-A Fred Friendly Seminar (2008), I thought to myself, “man, things have changed since 2008.” And as the discussion progressed, I started to become irritated by how little had changed. The issues discussed were far-reaching, and the necessity for urgent change was a repeated theme. And yet, eight years later, health care has made changes, but many of its crucial problems still exist.
...ges with general statements that I recognize from my own experiences with leadership. It is very frustrating to be told about a new idea without any type of explanation for the change. I recognize that leading change is incredibly difficult and Kotter seems to understand the structure of organizational change. If leaders will follow his guidelines and recommendations for their organizations, they can improve business and become significantly better companies.
Overall, this six-step process allows obtaining renewal without imposing it. When the employees see that the new approach is more effective, they don’t oppose resistance to the ongoing changes. A virtuous circle effect also happens, since those problems solved by the improved coordination help to reinforce team behavior and produce a desire to learn new skills.
Managing Change: Who Moved my Cheese? Darrin Ruble National University Managing Change: Who Moved my Cheese? Rashid-Al-Abri (2007) claims that change in the healthcare industry has been a dramatic phenomenon that requires the personnel to accept changes or they will be surpassed by them. Therefore, there is the need to follow the steps of change: evaluation, planning, implementation, and management. The characters are different, but the individual control that these characters display plays a fundamental role in the acceptance and the administration of change.
Why now? Why are we focusing on transformational leadership? Healthcare costs are continuing to rise. Some of the critical problems and active debates prevalent in many hospital organizations include the rapidly intensifying healthcare costs, funding and reimbursement cutbacks, and concern regarding the overall quality and safety of health care. “Healthcare systems have come under pressure to improve performance and manage productivity” (Botting, 2011). To be successful in the 21st century, there is a demand on healthcare systems to have a vision and executive and clinical leadership to inspire the change process and make the difference between success and failure in change.
Podmoroff (n.d.) describes “When you manage change effectively, you can move your organization into the new "business as usual" state swiftly, and you'll find that other people are quick to accept change”. Change management is frequently directed by a powerful change management model; this provides people with a foundation that can be used to comprehend the process and what is expected of them (Connelly, n.d.). Kurt Lewin’s theory...
Goodman, E 2011, ‘Organizational change: A critical challenge for team effectiveness’, Business information review, vol.28, pp. 242-250, DOI: 10.1177/0266382111427087
organizations tend not to have the right components and working atmosphere in place that allows
While creativity is the ability to produce new and unique ideas, innovation is the implementation of that creativity - that's the introduction of a new idea, solution, process, or product. Creativity and innovation should be the priority of every business.