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The perils and pitfalls of leading change
The perils and pitfalls of leading change
How can the role of leadership be best understood in organization change
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1. Why is diagnosis so vital in organizational change programs?
In order to implement a successful change program you must have reliable information outlining what you are attempting to fix. Failure to diagnose the problem can lead to even more problems. If you do not take the appropriate time to understand the problem you could be reacting and treating something that doesn’t need to be treated. For example, if you went to the doctor with a symptom and he doesn’t properly diagnose what has caused that symptom, the medicine he gives you for something that is not actually the problem, could create more complications.
Failure to accurately diagnose will create further poor decisions down the road. It is likely you will only be trying to fix some symptom of the actual problem so the problem will continue to persist until you get to the root cause. In order to identify the causes of the symptoms, performance measures are necessary. (Kaydos, W.1991) An example could be that you have a clogged sink. If you pour Drano down the sink pipes or try to plunge it out you will most likely be successful for a period of time. The clog will go away but then it can resurface. If the clog is actually due to tree roots growing through the plumbing, until you fix that, your sink will continue to periodically back up because you are only treating the symptom with your temporary solutions. In this scenario, even though the outcome has been identified, to clear the sink, the diagnosis was not accurate and the problem will persist.
Without proper diagnosis, you are not aware of what needs to change in order to resolve the problem. The diagnosis is at the beginning of a chain of events, if you fail to understand the root cause, your entire p...
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...llowed sufficient time to adjust to the idea of the new process, refreezing will be more successful. If management of resistance to change has been incorporated in the plan, with evaluation and feedback of the change, the new process will be congealed and the change plan effectiveness can be measured.
References
Amer, Dr. Naila H. Leadership Role in Management of Change. Retrieved from: www.kma.org.kw/Leadership.ppt
Brown, D.R. & Harvey, D. (2006). An experiential approach to Organizational development, (7th ed.). Upper Saddle River, NJ: Prentice Hall.
Gibson, Ivancevich, Donnelly, Konopaske. (2009). Organizations Behavior, Structure, Processes. (pg 458) New York, NY: McGraw-Hill Companies, Inc.
Kaydos, W. (1991). Measuring, Managing, and Maximizing Performance. (Pg. 38) Cambridge, MA. Productivity Press, Inc.
in place, lost the role of representing the best interests of the patient, clinical judgment inappropriate, error treatment, lack of intervention on the clinical evolution of the patient, lack of preventive care, mistake in the execution in the prescription and treatment errors
The RCA is an assessment that provides details after the event has occurred and it outlines the series of steps that was taken that lead up to the event and it identifies the factors that are associated with challenge. The RCA is utilized to describe; “trends and assess the risk that can be used whenever a human error is suspected” (Hughes, 2008). It is believed that when the root of the issue is determined it is easier to repair. Another system they can use to assess the system is Failure Modes and Effects Analysis (FMEA). The FMEA method is more an evaluation method or technique that will get rid of the known and possible failure, issues, concerns and errors of the system before they actually happen. This method is known for prevention by foreseeing the errors by estimation of the probability and the penalties. In order for strategic improvement there must strong leadership, good source of financial resources for training purposes and the necessary equipment to empower the healthcare professionals. Educating the stakeholders on how this will benefit the overall organization and gives way to fewer adverse events within the system. They will need to come together to develop a more precise solution to the issues and address them through interdisciplinary communications and cooperation which can put the healthcare culture at risk of safety. In order to move forward everyone needs to feel a part of the change and feel that their concerns where addressed. The patients and their families need to be ensured that every effort possible is made to correct any area of concern. The root cause analysis needs to be made aware of its usage and importance in the process. Behind all of the efforts
Change is actually one of the things in life that can never be avoided, no matter how hard we try; it is the one constant in life. When it comes to organizations however, change can often be difficult, if not impossible, depending on a number of factors including employee receptiveness. There have been many studies completed on the cause of resistance to change. In Coch and French’s research study (1948) they asked two important questions surrounding resistance, “(1) Why do people resist change so strongly? and (2) What can be done to overcome this resistance?” Most change program experts will certainly name resistance to change as one of the largest obstructions to successfully executing change programs.
Hall, G. E., & Hord, S. M. (2011). Implementing change: Patterns, principles, and potholes (3rd ed.). Pearson.
According to Sullivan and Decker there is a ten-step process to implement change (Sullivan & Decker, 2009). In the first three steps the manager must identify the problem or opportunity, collect the necessary data and information and analyze that data. The purpose of collecting and analyzing the data is to identify potential solutions and consequences of the change (Sullivan and Decker). After the data is analyzed the manager should develop a plan for change. This plan should include the time frame in which the change will take place and also the resources the manager has available and ones that are needed (Sullivan & Decker). The next step is to identify the supporters and opposers of the change. This is an important step because the enthusiasm of supporters can be contagious. When key supporters are given authority to make changes, they can be effective in leading others to support the change, and the change is more likely to succeed (Sullivan & Decker). Some people are very resistant to change. By identifying those who oppose the change it will give the management to work with those people or have them leave the organization. Change is...
McShane, Steven L.; Von-Glinow, Mary Ann: Organizational Behavior 6th Ed. Copyright 2013. McGraw-Hill Irwin. New York, NY.
Ivancevich, J., Konopaske, R. & Matteson, M. (2011). Organizational Behavior and Management. NewYork, NY: McGraw Hill.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
Ivancevich, John, Knopaske, Robert, Matteson, Michael, Organizational Behaviour and Management (10 edition (January 30, 2013). New York, NY: McGraw-Hill/Irwin
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
Graetz, F, Rimmer, M, Lawrence, A, Smith, A 2002, Managing organizational change, John Wiley & Sons Australia, Queensland.
When you consider about change management, consider the first people experience a change, both as personal and as teams. For instance, think a change that you have been did at work and spare time. If change management is completed well, personnel feel engaged in the change process and work collectively turns to an ordinary target, and the results are change projects get benefits and give result.
Brown, D. R. (2011). An experiential approach to organization development (8th ed.). New Jersey, USA: Prentice Hall.
George, J.M. & Jones, G. R.(2005). Understanding and managing organizational behavior (4th ed.). Boston, MA: Pearson Custom Publishing.
Diagnosis allows an organization to examine the way it is currently functioning and find potential ways to improve. Diagnosing an organization does not mean that there is something wrong. Improvements can always be made to processes and procedures in order to make things run better. The diagnostic process enables the organization to come up with different intervention plans. These plans can be used to improve the way that the organization currently functioning. “Organizational diagnosis plays a critical role in organizational change initiatives in terms of both choosing appropriate interventions and contributing to readiness-to-change within an organ...