CH 15: Effective Change: Large and Small

Question 1

what is a strategic plan

Answer 1

a written plan of action: That anticipates the future so that an organization can adapt and survive in a changing and competitive envorionment

A design to encompass the organization’s mission, vision and values

A process used for realistic examination to facilitate change: Reviews current state, where it needs to be, how to get there, and how people determine how well they are doing

Question 2

phase one of a strategic plan

Answer 2

conduct an environmental scan

internal/external
postive/negative

Question 3

Assessment of the external environment:

Answer 3

• Markets
• Competition
  -Healthcare Trends
  -Economic Factors
  -Technology
  -Social Factors
  -Educational Factors

Question 4

Assessment of the Internal Environment:

Answer 4

-Patient Care
-Financial Resources
-Human Resources
-Information Systems
-Research and development capabilities
-Educational Systems

Question 5

phase two of a strategic plan

Answer 5

MISSION, VISION, VALUES, AND GOALS

Question 6

Determine the organizations core purpose

Answer 6

mission

Question 7

Create an image of where we are going and what we inspire to achieve

Answer 7

visiona

Question 8

Identify the organizations core beliefs

Answer 8

value

Question 9

The objective the organization will achieve at the end of the strategic plan

Answer 9

goals

Question 10

phase three of a strategic plan

Answer 10

Detailed plan of action
Short- and long-term objectives
Formulation of department objectives
Allocation of resources
Preparation of budgets

Question 11

phase four of a strategic plan

Answer 11

strategy implementation - prepare

Open communication with staff
Formulation of revised policies and procedures
Formulation of area and individual objectives

EXECUTE THE PLAN!

Question 12

phase five of a strategic plan

Answer 12

strategy evaluation

Monitor progress
Review the strategic plan to determine whether the goals, objectives, and activities are on target
Revise plan as appropriate

Question 13

reasons for strategic planning

Answer 13

It is the organizational vision for the future
The process leads to goal achievement, provides meaning to work life, and provides direction and improvement for the organization
Leads to improvement in patient safety, quality, patient experience, and reduction in cost associated with care

Question 14

the nature of change

Answer 14

Change is inevitable on a personal and organizational level
Change is constant
Some embrace change while others can be resistant
Change can be scary due to the unknown

Question 15

planned change theory

Answer 15

Lewin’s Theory (1947)
Stage 1- Preparation (unfreezing)
Stage 2- Reality (moving)
Stage 3- Hardwired and sustained (refreezing)

Question 16

unplanned change theory

Answer 16

Complexity Theory

Question 17

LEWIN’S CHANGE THEORY - unfreeze

Answer 17

Recognize the need for change
Determine what needs to change
Encourage the replacement of old attitudes/behaviors
Ensure support from leadership
Manage and understand the doubts and concers

Question 18

lewin’s change theory: change

Answer 18

Plan the changes
Implement the changes
Help employees learn new concepts or points of view

Question 19

lewin’s change theory: refreeze

Answer 19

Changes are reinforced and stabilized
Integrate changes into the normal way of doing things
Develop ways to sustain the change
Celebrate success

Question 20

THE EVOLUTION OF PLANNED CHANGE: HUMAN FACTOR # 1

Answer 20

Asking probing questions to clarify the problem requiring the change

Question 21

the evolution of planned change: human factor #2

Answer 21

Examining the various ways to address the problem, developing commitment and buy in to the plan

Question 22

the evolution of planned change: human factor 3

Answer 22

Moving the stakeholders/ individuals to actually making the change

Question 23

the seven phases of planned change

Answer 23

1. The client system becomes aware of the need for change
2. The relationship is developed between the client system and change agent. The leader of a change must be committed to the change.
3. The change problem is defined. Creating a change team enhances the diversity of thinking about a potential progam.
4. The change goals are set and options for achievement are explored.
5. The plan for change is implemented.
6. The change is accepted and stabilized.
7. The change entities redefine their relationships. A group may disband or identify another issue.

Question 24

UNPLANNED CHANGE - COMPLEXITY THEORY

Answer 24

Change described as emergent (appearing chaotic); however, there is a balance between order and disorder.
Not episodic, instead it is agile and adaptive because the system adjust and realigns.
Operates from a top-down model- leaders design the future state and impose on the current system [command and control]

Question 25

attributes of change agents

Answer 25

commitment to a better way - excited about a better future go beyond role, take initiative, think outside the box - assurance of change caring - commitment to patients and their welfare courage to change power bases and norms - closest to the work persona - self-motivate, generate enthusiasm humility - about the change, not about me sense of humor - self-support through challenges

Question 26

CHANGE SUPPORT STRATEGIES FOR LEADERS

Answer 26

Promote acceptance of the change by viewing the change as a positive experience. Develop skills essential for supporting the change. Reduce negative influences and behaviors in the group experiencing the change. Mobilize positive peer support for the change. Create financial incentives that reward change agents. Make structure and process modifications to support the change initiative.

Question 27

PRINCIPLES OF EFFECTIVE CHANGE IMPLEMENTATION

Answer 27

Change agents within healthcare organizations use personal, professional, and managerial knowledge and skills to lead change. The recipients of change believe they own the change. Administrators and other key personnel support the proposed change. The recipients of change anticipate benefit from the change. The recipients of change participate in identifying the problem warranting a change. The change holds interest for the change recipients and other participants. Agreement exists within the work group about the benefit of the change. The change agents and recipients of change perceive a compatibility of values. Trust and empathy exist among the participants of the change process.\ Revision of the change goal and process is negotiable. The change process is designed to provide regular feedback to its participants.