In an effort to successfully implement organizational change while increasing employee engagement, Vail Health is wise to heed an educated strategy. Embarking on organizational change can be overwhelming and a proper plan of action is imperative. Vail Health will initiate successful change through the necessary channels to include the initial diagnosis and ending with an after-action review to ensure the change has been successfully implemented.
Diagnsosis, Formulas and Solutions
When embarking upon an organizational shift, diagnosing the situation at hand is the first and most important step. As all the other aspects of the change will follow the proper diagnosis, this step is paramount in its accuracy. The diagnosis needs to be specific
…show more content…
To analyze the current state along with aligning the proper interactions and dependencies within the organization, a diagnostic framework will align create a structure to enable such changes. Proper diagnosis during the beginning phases or organizational change will affect the successful results when implementation occurs. The diagnosis phase will impact the engagement and the focus of implementation when the time arrives. Employee engagement creates an environment of collaboration and successful execution of …show more content…
A shared diagnosis will be crucial in future steps toward the company’s shift in the right direction. Dialogue can be described as “a structured discussion among two or more parties with no predetermined conclusion” (Lambiase, J., 2013). Dialogue surrounding the upcoming shift in dynamics will engage employees in the process. Vail Health lacks the proper utilization of dialogue to create engagement in diagnosis and implementation; moving forward the organization needs to improve this aspect for successful future change, hence the organization needs utilize a dialogue in process to be included in the process.
Passive Acceptance and Agreement, Organizational Silence and Active Leaders in a Climate of Silence
Employees can be likely to exhibit passive acceptance of impending changes on the horizon. Vail Health leaders are wise to not mistake this passive acceptance with agreement concerning the changes on the horizon. Vail Health is currently faced with a large amount of organizational silence, the lack of truthful dialogue amongst team members due to the fact they believe their voices will not be heard and will be of no impact. Wise leaders can effect a change on such a silence by taking an active participation in employee engagement and this role can be described as active leaders in a climate of
Four Frame Organizational Analysis Grid – Care of the Mental Health Patient in the Emergency Department Structural Structure to fit goals, technology, workforce, & environment • Goals & objectives • Specialization & division of labor • Coordination & control • Structures. According to Bolman and Deal, structure “is a blueprint for formally sanctioned expectations and exchanges among internal players and external constituencies.” (Bolman, 2013, p.46) When a structure is inadequate, difficulties result both between the internal players and the external constituencies.
It’s a “nonlesion” syndrome , exhibit no clinically detectable lesions, although symptoms of pain and burning can be intense. This is particularly frustrating problem for both patient and clinician, because there is usually no clear cut cause and no uniformly successful treatment is present.
Adapt to externalities. Correct evaluation, however additional analysis is required. The IT department needs to collaborate with the business to better understand how organization changes impact applications and systems. Moreover, IT needs to strengthen the IT-business alignment to stay abreast of future changes. One methodology that may assist here is business architecture, a blueprint of the business that supports aligning strategic objectives and tactical demands.
Lashinger et al highlights the need for communication within leadership as effective communication is essential to influence change and motivate others. Emphasising the need for communicating effectively towards all staff members, whilst undergoing change to ensure all staff feel supported and understand the process, allowing implementation to be more successful.
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.
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.
Change affects more than just a program or a process within an organization, change affects employees, collecting data on employee’s readiness and willingness to accept a change will help leaders know if the organization is socially ready for change (Cole, Harris, and Bernerth, 2006). A change might be positive for an organization but if the employees who will be affect by the change are lost in the process then it could create a greater issue than not making the change. Leadership needs to communicate and inspire the employees to be positive toward the change, seeking to enhance their job satisfaction not make changes that will increase their desire to leave. This data is best collected early in the change initiative allowing leadership to properly cast the vision while addressing concerns. This requires leadership to create platforms for employees to engage in the change initiative freely (Ford, 2006). Employee attitudes can be measured through these dialogues providing leadership with necessary measureable data (Hughes, 2007).
The team needs to establish a policy and procedure which would be a step toward an organizational structure. This process will be a framework that defines formal reporting relationships between the different levels of management. For example, the guidelines can be used as a protocol of the process managers needs to follow to assist their employees through the change process. The team also needs to provide in house trainings for all departments so employees can be aware and implement the new changes. The training will increase skill level and improve staff productivity.
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.
A manager’s leadership style must influence staff and others to take them seriously. A manager sets the tempo for the employees’ work ethic. Effective leadership from healthcare managers is important to the modern healthcare reform (Kumar, 2013). Leadership engagement in healthcare explains how a problem could affect a healthcare organization. Managers that hold leadership roles must adopt a certain style that can be functional for his or her initial organization to be successful. Performance improvement can be a very serious aspect of leadership engagement (Croxton, 2011). Healthcare managers need to have people from all areas involved to work effectively. Without the consistency of getting all staff and physicians involved, the organization may suffer greatly.
The cause of this condition is not known. What are the signs or symptoms?
Unfortunately, most change managers may feel reluctant in sharing information with employees as they fear the unexpected events that may occur and threaten outcomes. Change managers are also apprehensive in communicating as they are scared their competitions be on alert or employees may leave due to fear. Hayes (2014), advises change managers to develop a communication strategy in order to better communication with employees. He identifies steps to take in order to create a communication
It is important to identify some of the problems an organization may have and go in and analyze them. There are many techniques that can be approached to help gain businesses people side of management like improving rapid response to customer service needs, low employee output, and costs. Change is not easy for some people, so making sure employees understand why change is needed helps people to become more aware and have the time to adjust or process those changes.
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...