Success For The New Change Plan

Implementing change among all organizations is necessary to achieve success; within the health care industry change is constant and it is the role of management teams to assess, plan, implement and evaluate change to ensure satisfaction. Considering this among the other aspects of running a successful organization it is essential to ensure that there is minimal resistance and familiarity to change. Demands of the consumers and staff as well as regulations are continuously changing. The responsibility of managers is to successfully lead these inevitable changes.

The main objective of Beaumont Hospital is to provide high quality, efficient, accessible services, in a caring environment for Southeastern Michigan residents. Beaumont Hospital believes that patient safety is just as important as medical progression. Therefore, Beaumont Hospital’s risk management program consists of identifying hazard associated risks, controlling risks, and monitoring the effectiveness of procedures/practices. Risk is a part of patient care and services because everything doesn’t always go according to plan. Catastrophic patient injuries often occur because of unanticipated failures. The risk management team is responsible of effective surveillance, analysis, and prevention of events which may injure patients, lead to malpractice claims, or cause loss to the health care system. The risk management staff at Beaumont use the Failure Mode and Effects Analysis (FMEA) as a tool to anticipate what might go wrong with a process or product and how that failure effects the patient. FMEA is designed to dissect a particular process into its individual steps, isolate the potential steps that could cause the problem, assign a specific risk level to each abnormal step, analyze the risk potential for the process, and assign and action plan to correct the problem (Fibuch & Ahmed, 2014). The risk management team also evaluates and modifies potential problems. Beaumont Hospital’s risk management team helps avoid or eliminate risks by identifying an alternate

The role of vision and power is very critical in the establishment of a planned change. Although the role of vision in planned change is very different from that of power, they both influence the course of events in planned change; ultimately leading to a positive outcome if carried out properly. During the process of implementing planned change, a leader needs to recognise the need for a change, outline the goals and objectives needed to achieve the change and if possible, have a set date of when the goals and objectives are to be met; as this makes the vision clearer and more focused. Surely, a vision which creates a clear idea of what the group would achieve in

Change is a hard concept for most, but change in the hospital setting can be beneficial for both staff and patients. According to Mclean (2011), “Every change begins with an ending” (p.79). How people respond to change can make the process easy or hard depending on how the change is presented.

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

When organisations want to implement change they need to have a plan, taking into consideration existing information that leads to the change, stakeholders views have to be followed for successful implementation, the public views is important, service user’s expectations have to be met by appointing a service team.

The organization that she currently works for has a goal to become a high-reliability organization within the next few years. “A High Reliability Organization (HRO) is one that has been successful in avoiding disasters despite being in a high risk field where accidents can be expected due to complexity,” (Jacobson, 2015). Health care is constantly changing. Common concerns to all healthcare sectors that impact the quality of care is increasing costs and limited resources, system inefficiencies, increasing complexity, and an ever-expanding evidence gap (Weberg, 2012).

The overall goal (See Appendix A) allowed for components to be developed in order to implement activities (See Appendix A), objectives (See Appendix A) and indicators to be used for process and outcome evaluation (See Appendix A). The PLM was utilized to plan and implement an organizational change through: assessing subjective and objective data including resisting forces and driving forces; creating clear goals to meet the needs of the stakeholders; and using interprofessional relationships to develop sustainability (Kelly & Crawford, 2013). An initial Gannt chart (See appendix B) was used as a guideline timeframe when planning the process of the change project. However as the process proceeded a final Gannt chart (See Appendix C) was created to depict a more accurate timeline. The implementation of the change process was unsuccessful as a result a new sharps container producer being introduced across Ottawa Hospital Campuses. The new products were implemented mid change process and were mounted on the more accessible side of the room. However, the new containers are much more difficult to insert sharps into and prove to decrease accessibility. This was an unsuspected event which caused new approached to the change process to focus on increasing awareness, education and safety rather than moving sharps containers to an accessible area in the

Hartley titled, “Project management for critical access hospitals” does not approach achieving this support through the correct process. Hartley endorses promoting changes in the systems culture and then adding to that change (Hartley, 2013). Obstacles are then removed and a vision is created which enables the development of a strong coalition resulting in a feeling of urgency (Hartley, 2013). While this process will eventually achieve the desired results, it is must more convoluted than necessary and an easier path exists.

Change and how to implement the changes are main topics in meetings. The leadership team at MHSW believe that “involving the staff members

As directed, purchase has been made of the data mining software. The package includes software, training, and support. Zoe Crystal was a great nominee to head this effort and has expressed enthusiasm to jump in and get started. I have some concerns for Joe Raven. When we had our discovery meeting, Joe expressed he should be the one to head this new directive. He said that his seven year seniority should make him the self-evident choice. I expressed to him that he was a critical partner, but his involvement and lead in the short term operation and maintenance (O&M) cleaning chemical blitz could not afford loss of attention – driving toward profit in the remaining year’s quarters. This

The leadership at CCHMC seemed to have some good ideas on improving their patient care; however, they appear to lack the overall process of strategical planning. I felt the creation of particular goals that the individuals were trying to attain didn’t have any objectives to follow the goals in which were set under what was described in the delivery of care area and the jobs of the QIC’s. I didn’t think there was a solidly established plan and what was developed was through the evidence base approach. Possible the overall transformation process was not in alignment due to trying to implement the process all at once instead as an incremental progression.

The need to undergo organizational change is something that can completely intimidate any organization. According to Maurer (2005) "Sound change management theory and practice seem to cross cultural boundaries. Although the practice of change management initially developed in the United States and Western Europe, it seems to have broad applicability around the globe today." (p. 19). There are a lot of key factors that must be in place to help guide the organization through a change process and ensure that there is proper change management. This paper will discuss each unit 's specific strengths and opportunities for improvement as change was implemented at Texas Children 's Hospital, identify three factors

One of the common themes in patient care failure in healthcare is organisational development and change (Boaden et al 2008) for an organisation to be more flexible, adaptable and effective there needs to be organisational development (Cummings and Worley 2008). Strategic change is a multi-layered process which is essential in order to adapt to an ever-changing environment with challenging demands (Buchanan 2003). An organisational development

4.1 4.2 4.3 4.4 4.5 The need for strategy Alternative approaches Process and politics in implementing change Planning and scheduling Towards successful implementation of change