CH 15: Effective Change: Large and Small Flashcards
what is a strategic plan
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
phase one of a strategic plan
conduct an environmental scan
internal/external
postive/negative
Assessment of the external environment:
- Markets
- Competition
-Healthcare Trends
-Economic Factors
-Technology
-Social Factors
-Educational Factors
Assessment of the Internal Environment:
-Patient Care
-Financial Resources
-Human Resources
-Information Systems
-Research and development capabilities
-Educational Systems
phase two of a strategic plan
MISSION, VISION, VALUES, AND GOALS
Determine the organizations core purpose
mission
Create an image of where we are going and what we inspire to achieve
visiona
Identify the organizations core beliefs
value
The objective the organization will achieve at the end of the strategic plan
goals
phase three of a strategic plan
Detailed plan of action
Short- and long-term objectives
Formulation of department objectives
Allocation of resources
Preparation of budgets
phase four of a strategic plan
strategy implementation - prepare
Open communication with staff
Formulation of revised policies and procedures
Formulation of area and individual objectives
EXECUTE THE PLAN!
phase five of a strategic plan
strategy evaluation
Monitor progress
Review the strategic plan to determine whether the goals, objectives, and activities are on target
Revise plan as appropriate
reasons for strategic planning
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
the nature of change
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
planned change theory
Lewin’s Theory (1947)
Stage 1- Preparation (unfreezing)
Stage 2- Reality (moving)
Stage 3- Hardwired and sustained (refreezing)
unplanned change theory
Complexity Theory
LEWIN’S CHANGE THEORY - unfreeze
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
lewin’s change theory: change
Plan the changes
Implement the changes
Help employees learn new concepts or points of view
lewin’s change theory: refreeze
Changes are reinforced and stabilized
Integrate changes into the normal way of doing things
Develop ways to sustain the change
Celebrate success
THE EVOLUTION OF PLANNED CHANGE: HUMAN FACTOR # 1
Asking probing questions to clarify the problem requiring the change
the evolution of planned change: human factor #2
Examining the various ways to address the problem, developing commitment and buy in to the plan
the evolution of planned change: human factor 3
Moving the stakeholders/ individuals to actually making the change
the seven phases of planned change
- The client system becomes aware of the need for change
- The relationship is developed between the client system and change agent. The leader of a change must be committed to the change.
- The change problem is defined. Creating a change team enhances the diversity of thinking about a potential progam.
- The change goals are set and options for achievement are explored.
- The plan for change is implemented.
- The change is accepted and stabilized.
- The change entities redefine their relationships. A group may disband or identify another issue.
UNPLANNED CHANGE - COMPLEXITY THEORY
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]
attributes of change agents
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
CHANGE SUPPORT STRATEGIES FOR LEADERS
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.
PRINCIPLES OF EFFECTIVE CHANGE IMPLEMENTATION
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.
