The topic of Innovations, change management, and systems thinking are areas that affect leadership in any organization and must be fully understood in order to succeed. The concept of innovation has been around for ages but became a factor in healthcare due to the increased availability of information, patient safety concerns, ineffective process and consumer expectations . The introduction of innovation to healthcare lead to a systems thinking. Systems thinking required the healthcare industry to re evaluate the the structural components of healthcare and how to improve it.This change lead to change management where leaders implemented the systems thinking to sustain innovation occurring in healthcare.
The literature on Innovations, change
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Innovative leaders understand this concept and do not fear change but embraces it. “One of the key concerns in Health care management is management of change.”Al-Abri(2007). literature examined for this topic suggests that Managing change is about handling the complexity of the process (Al-Abri.2007). The innovative leader sustain success in the constant changing healthcare environment by having the ability to change, adapt, and evolve. The article by Al-Abri(2007), Managing Change in Healthcare,explains that change is a constant and is essential for organizations to survive.To accomplish this, an organization must obtain the forces needed to guid transformation and use those resources to its advantage. Furthermore, innovative leaders who bring forth change managers require a systems thinking approach compared to linear traditional thinking, vision,strategies and creating an environment that enable the vision of change to last.Change management do aways start with fresh ideas but work on improving the current structure to meet the needs of present and future practices. MaryAnne M Gobble( 2013),suggest that The lasting innovations change the world profoundly,through altering the way we think, the way we live and provide care. The article Creating Change by Gobble(2013), further emphasis the importances of being an innovate change manager to success in the evolving healthcare business environment.The article concludes by expressing that importances of an innovative Leader envisioning the future,and being the change manager for this innovation to occur. Innovatives leaders and managers cultivate the vision of the future by minimize disruption and creating productive disruptions.(Gobble,
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
The NHS change model was selected due to the well-defined stages and clear guidance the model offers, with the added benefit of it being NHS focused. Consisting of the values of the NHS strives to adhere to and developed to aid with the understanding of leadership within healthcare. The NHS change model states leaders who are implementing change are required to utilise all dimensions of the change model to successfully
E., & Gamm, L. (2014). Success Factors for Strategic Change Initiatives: A Qualitative Study of Healthcare Administrators ' Perspectives. Journal of Healthcare Management, 59(1), 65-81.
Integrated systems have a huge interest in developing and aiding ideas that provides care at a lesser expense. Therefore, they are usually the first ones to implement innovations that will ultimately change the overall health care system. Kaiser Permanente, Geisinger Health System, and HealthPartners are the nation’s highest leading performers when it pertains to quality and expense. Effective and successful unsettling innovations within the health care system will give further care at a lesser expense than we can even envision. “Many of today’s great, integrated systems were once disruptive innovators but they now provide more for less only by present standards.” Sequentially, their most recent organizational models and expense structures
Achieving organizational change that produces real results is not just a managerial challenge; it is also a cognitive challenge. As Peter Senge stated in an article on leadership "deep organizational change requires a change in people. Redrawing the lines and boxes in your org chart without addressing the way people within the organization interact may be like rearranging the deck chairs on the Titanic" (1996). Leaders find it easier to address tasks rather than the complex dynamics of human interactions. The outcome of which is a focus on the short-term and local not the longer-term and global results from change.
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Consequently, various leadership skills such as verbal and nonverbal communication will be used appropriately in this innovation as this innovation will take some months (Ellis and Harley, 2008). The use of different leadership skills will help the leader to manage the team by encouraging them; and teaching them about the significance of the new change within the healthcare and its importance in improving the quality of care provided and patients safety (Institute for Innovation and Improvement, 2006).
Like Klinger, Hitchcock agreed that in a managerial role is essential and performs a vital function, leadership must come first to make managing more effective. If management is efficiency in climbing the ladder, then it is leadership that determines whether the ladder is leaning against the right wall. To help individuals, teams and organizations to navigate the permanent white-water environment safely, Hitchcock (2013) suggested that there are three constants that provide stability in times of great uncertainty such as a change, a choice, and principles. This work considers each of these three constants, focusing mainly on the principles that underpin transformational and effective leadership in healthcare settings. (Hitchcock, Klinger, 2012)
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Health care organizations and the way patient care is delivered is rapidly changing. The ability to manage, promote, and facilitate change is one of the most important skills that nursing leaders need to be successful. Influencing change requires effective communication skills, and the ability to help others see the vision (Curtis, De Vries, & Sheerin, 2011). Nursing leadership can no longer take a top down approach when leading change. During periods of organizational change there is great uncertainty. Nurse leaders are responsible for influencing change by creating an atmosphere where information is shared, there is a reshaping of ideas, and a vision is created (Samela, Eriksson, & Fagerstrom, 2011). Effective communication is an essential
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
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.
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used