Change Management Flashcards
→ feedback from people and communities gets sent to the department of health which utilizes said feedback as guidelines for creating new laws for the people
→ laws and policies will then flow through a series of health sectors until it goes back down to the community unit of the circle
Continuous Improvement Process
T or F: A large portion of the funding for the country’s healthcare is being shouldered by the population
True
Healthcare facilities devolve from being handled by the DOH to what?
LGUs
The system of healthcare facility devolvement started din what year?
1991
T or F: The healthcare system devolvement process is not subject to graft and corruption
False
T or F: If a patient cannot be accommodated on a local level, they will be referred to other LGUs under the DOH
False (they will be referred to tertiary hospitals)
PACS stands for?
Picture Archival and Communication System
SOA stands for?
Service Oriented Architecture
→ collective term referring to all hands-on approaches done to make organizational changes
→ changing people within the organization and getting them aligned
Change Management
T or F: The end goal of change management is transformation
True
T or F: Merger or Acquisition is one of the situations wherein change management is necessary
True
The change management team consists of:
- project managers
- business managers
- human resource department
Stage of Change:
→ people may be in shock or in denial due to the reality of change hitting them
→ employees need time to adjust—provide them with information on what is happening and how to get help
→ communication in this stage is critical for management
→ make sure the employees are not overwhelmed by information overload
→ be prepared to answer their questions and refer them to resources where they can get more information
STAGE 1: Status Quo
Stage of Change:
→ this is when people start to react to change in a negative light by resisting
→ aka the “danger zone” where if handled poorly, could descend the organization into crisis or chaos
→ this stage needs careful planning by considering the impacts and objections that people may have
→ clear communication and support is essential in order to respond to the unexpected
Stage 2: Disruption
Type of resistance wherein there are formation of campaigns or protests
Active Resistance
Type of resistance wherein employees will not perform optimally
Passive Resistance
Stage of Change:
→ the turning point for individuals and the organization
→ people will start to move away from the danger zone and towards a path of successful transition
→ curiosity and eagerness will build as people start to explore
→ lay good foundations so that people can learn and adapt at their own pace
→ acceptance takes time—employees will not perform at 100% immediately hence why contingency time should be built on
Stage 3: Exploration
Stage of Change:
→ changes start to become second nature as people embrace the improvements that come with the change
→ employees and staff start to become productive as the positive effects of change become apparent
→ celebrate the successful transition to establish a track record that will make the process easier the next time change is implemented
Stage 4: Rebuilding
T or F: The goal of the change management team is to make the curve deeper and steeper
False (shallower and narrower)
This change management model describes stages of personal transition on how people will react so that you can better plan on how to guide them through the process
Change Curve
This change management model “breaks up” the current state of things in order to make improvements; “unfreeze-change-refreeze”
Lewin’s Model
This change management model requires the pre-requisites of real dissatisfaction with the current state and explains why the new stage will be better and what the first steps are to getting there
Beckhard and Harris’s Model
This change management model is aka “change impact analysis”, “impact change analysis”, and “solution effect analysis”; it uncovers the unexpected consequences of change and helps prepare for serious issues that may arise
Impact Analysis
This change management model helps work through the effects of change by utilizing 12 elements of the organizational design (optimal for big organizations)
Burke-Litwin Model
What are the soft elements to McKinsey’s Model?
- Shared Values
- Skills
- Style
- Staff
What are the hard elements to McKinsey’s Model?
- Strategy
- Structure
- Systems
This change management model requires every part of the organization to work in harmony and shows the relationship between the hard and soft aspects of organizations
McKinsey 7’s Framework
This change management model works through the impacts of proposed changes on the interrelated elements of tasks, people, structure, and technology; framework for understanding the connection between key factors of an organization and building change strategies (optimal for small organizations)
Leavitt’s Diamond
This change management model involves many aspects of life at work such as:
- team formations
- shift patterns
- lines of reporting
- decision-making procedures
- communication channels
Organization Design
This change management model creates an accurate roadmap to get from the current position to the desired endpoint; shows a “before and after” picture of the organization
SIPOC Diagrams
SIPOC stands for?
Suppliers, Inputs, Process, Outputs and Customers
T or F: Change is stress-free
False (it is RARELY stress-free)
It is your most powerful ally during any change initiative
Trust
T or F: Properly managed change produces an increased return of investment
True
KPI means?
Key Performance Indicator
