Leading/Managing Change in Pharmacy (Exam 1 Cut Off)

Question 1

Why be concerned about change?

Answer 1

• Healthcare environment is in constant flux
• Anticipating and responding to emerging changes is crucial for pharmacy sustainability and prosperity
• Change is often prompted by new developments that could decrease or promote organization success
• Must be innovative in order to remain competitive

Question 2

Successful Change Requires…

Answer 2

• A sound plan (SWOT analysis)

- Strong transformational leadership

Question 3

Transformational Leader Characteristics

Answer 3

• Inspire motivation
• Exemplify influence
• Provide individualized attention and equitable treatment
• Courage and initiative to challenge existing norms and boundaries
• Facilitate intellectual stimulation
• Encourage discussions about possible futures

Question 4

Planning for Transformational Change

Answer 4

1. Develop processes to learn from mistakes and failures
2. Develop the ability to motivate change in participants
3. Engage and negotiate at multiple levels
4. Recognize varying points of view and perceptions on organizational change
5. Understand behaviors
6. Establish well-defined roles and responsibilities
7. Implement concurrent competing projects

Question 5

Transformational Change Pitfalls

Answer 5

1. Not establishing a great sense of urgency
2. Not creating a powerful guiding coalition
3. Lacking a vision
4. Poorly communicating the vision
5. Not removing obstacles to the new vision
6. Not systematically planning for/creating short-term wins
7. Declaring victory too soon
8. Not anchoring changes in organization’s culture

Question 6

Kotter’s 8-stage Transformation Process

Answer 6

1. Establish a sense of urgency
2. Creating a guiding coalition
3. Develop a vision and strategy
4. Communicating the change vision
5. Empowering broad-based action
6. Generating short-term wins
7. Consolidating gains and producing still more change
8. Anchoring new approaches in the culture

Question 7

Areas of Transformation Process

Answer 7

1. Transformation Event
2. Transformation Program
3. Transformation Outcome
4. Transformation Myth

Question 8

Transformation Event

Answer 8

• Pharmacist leaders must be able to effectively communicate logical reasons for change and articulate a clear vision
• Employees should have access to someone they can talk to about how the change may affect them
• Defining problems and opportunities should occur early in the change process

Question 9

Transformation Program

Answer 9

• How transformation shoudl occur and who should lead it
• First step is to gain understanding of organization and its goals, activities, processes, stakeholders, etc.
• Change requires vision, foals, action plans, resources, skills, behavioral adjustments, and positive/negative reinforcements

Question 10

Transformation Outcome

Answer 10

• Short and long term achievements
• Important to measure change and reward desired behaviors and positive results
• Results should encompass entire purpose of transformation
• Leaders and managers should analyze results of transformation and communicate answers to stakeholder questions (critical to anchor change)

Question 11

Transformation Myth

Answer 11

• Managing perceptions are essential
• Leaders/managers have little control over effect of perceptions on external stakeholders, but invest time/effort in controlling the internal effects
• Open and frequent communication may limit development of inaccurate perceptions

Question 12

Challenges to Change

Answer 12

• Both leaders and managers are responsible for confronting and resolving challenges to the change process
• Some find change exciting while others find it threatening
• People usually don’t favor change
• Mental/emotional change where people must let go of the old and embrace the new
• Leaders need to be transparent to why changes are being made
• Change can only happen if leaders have a coherent strategy for persuasion
• Resistance likely to be unavoidable
• Resistance can be mitigated if change is led in a strategic fashion

Question 13

Persuasion Campaign

Answer 13

• Phase 1: convince employees that change is imperative, demonstrate why new direction is the right one
• Phase 2: position and frame preliminary plan, gather feedback, announce final plan
• Phase 3: manage employee mood through constant communication
• Phase 4: reinforce behavioral guidelines to avoid backsliding