Contemporary Organization Evaluation Assignment LDR 615
In today’s fast-paced and global community, most organizations are faced with constant change. Research contemporary organizations that are currently responding to a significant change within the industry, such as disruptive technology; state, government, or industry regulations; environmental constraints; judicial or legislative rulings; etc.
Choose one organization from your research that has recently responded to major change, or is currently responding to change. Write a paper (1,250-1,500 words) discussing how well the organization is responding to the change dynamics. Include the following:
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- Describe the organization and the change that it is dealing with.
Discuss the degree to which the change has been disruptive, as well as how the organization has responded to the new dynamics. - Evaluate the strategies used in the organization’s change plan and determine the level of success the strategies provided.
- Determine the impact of the change on stakeholders and the extent to which stakeholders resisted it. Examine how well stakeholder opposition was addressed.
Challenges Faced by Black Nurses in the Profession: A Conversation With an Advocate
Evaluate the overall implications the change had on interdepartmental collaboration.
In your opinion, how well did the leaders of the organization respond and prepare for the change? What worked and what did not work with the strategies they implemented?
What modifications would you suggest the leaders of the organization make in order to better address the change dynamics? What additional strategies would you recommend to assist the organization through this change?
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
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Contemporary Organization Evaluation: CHE Behavioral Health Services
CHE Behavioral Health Services is an organization that operates healthcare facilities with a primary focus on behavioral health services across the nation. Their facilities encompass skilled nursing facilities, adult homes, and rehabilitation centers within communities. With a workforce of over 700 professionals, including psychologists and various health experts, CHE Behavioral Health Services offers mental health services in a diverse array of settings, from adult daycare centers to rehabilitation centers. These dedicated professionals address a wide range of psychological and behavioral health issues, including anxiety, depression, adjustment disorders, psychosis, and behavioral disturbances. Additionally, the network provides behavioral interventions for medical conditions such as hypertension, diabetes, and obesity. The management team at CHE Behavioral Services places a strong emphasis on recruiting professionals known for their competence, compassion, and integrity, ensuring the delivery of high-quality and responsive care.
CHE Behavioral Health Services operates under a collaborative model to tackle mental health issues as it strives to fulfill its core mission (CHE Behavioral Health Services, 2020). This approach proves highly effective because it ensures seamless integration of psychological services within a comprehensive care system. This level of integration aligns seamlessly with the institution’s established policies and procedures, reflecting its commitment to delivering top-notch services. The organization places a premium on quality services and consistently nurtures a team of highly competent and motivated mental health professionals. Additionally, it collaborates with various stakeholders in the healthcare industry to reach more individuals and provide them with the best possible services. Changes within CHE Behavioral Services are driven by both internal and external factors that impact the industry, subsequently influencing overall performance.
Impact of Change
The adoption of electronic health records (EHR) by UMTB resulted in significant disruptions to the healthcare system within the facility. These disruptions align with Jacobs et al.’s (2019) assertion that the initial phases of comprehensive EHR implementation can be the most tumultuous. The comprehensive EHR system implementation at UMTB brought about physician dissatisfaction primarily due to the lack of concurrent skill sets. Furthermore, the introduction of this comprehensive EHR system disrupted workflow and led to reduced quality in healthcare delivery, as supported by Busch, Bates, and Rauch (2018). Patients experienced statistically significant reductions in wait times as healthcare providers grappled with the system’s complexity. In essence, UMTB’s adoption of the EHR system caused disruptions that directly impacted the quality of care provided to patients.
To address these challenges, UMTB turned to evidence-based practices in the change process. The initial step involved ensuring stakeholder engagement after conducting a review of the project in the first month (Jacobs et al., 2017). UMTB established a project team composed of physicians, nurse managers, nurses, and representatives from various hospital departments. During this phase, the project team appointed key users to facilitate weekly discussions to transparently address and resolve the identified issues, ultimately ensuring ownership and success of the project.
Effects of Change
The adoption of electronic health records (EHR) by UMTB introduced disruptions within the healthcare system at the facility. These disruptions align with the findings of Jacobs et al. (2019), who assert that the early stages of comprehensive EHR implementation tend to be the most disruptive. UMTB encountered physician dissatisfaction following the implementation of the comprehensive EHR system due to the lack of concomitant skills. Furthermore, the execution of the comprehensive EHR system led to a reduction in the quality of care due to the workflow disruptions it caused (Busch, Bates, & Rauch, 2018). Patient waiting times also significantly decreased as healthcare providers grappled with the complexity of the new system. In essence, the adoption of the EHR system at UMTB resulted in disruptions that impacted the quality of care delivered to patients.
To address these disruptions, UMTB adopted evidence-based practices related to change management. The initial step involved ensuring stakeholder involvement and reviewing the project after the first month (Jacobs et al., 2017). UMTB formed a project team comprised of physicians, nurse managers, nurses, and representatives from various hospital departments. During this period, key users within the project team discussed a transparent list of issues weekly to resolve them and ensure project ownership.
Moreover, UMTB chose to enhance the competence of its workforce in operating the comprehensive EHR system. This was achieved through strategies such as group training sessions, which allowed for the optimization of personnel training by determining the required duration. Additionally, real-time support was provided to personnel to maximize their learning potential. UMTB also addressed the workflow disruption by having the vendor reassess their models and align them with the organization’s specific requirements (Jacobs et al., 2019). A series of review days were conducted by a workgroup to assess the project’s progress.
In light of these strategies, UMTB began to observe several changes related to EHR adoption. The workforce embraced the concept of change and actively participated in training programs, resulting in a notable improvement in their competence (Busch, Bates, & Rauch, 2018). This newfound enthusiasm significantly contributed to enhanced physician and patient satisfaction levels. Furthermore, these strategic initiatives led to substantial improvements in workflow efficiency, ultimately ensuring the delivery of higher-quality services. As a direct outcome, patient waiting times were significantly reduced, and the overall quality parameters of the hospital saw marked enhancements.
Evaluation of Modern Organizational Adaptation
Change is a constant and inescapable facet of modern business operations across various sectors, including healthcare. The contemporary corporate landscape is shaped by globalization, rapid technological advancements, and evolving customer needs and preferences, demanding a continuous process of adaptation (Cameron & Green, 2015). This essay seeks to analyze how a modern healthcare organization responds to significant changes.
Description of the Organization
CHE Behavioral Health Services is a nationwide provider of specialized behavioral health services. Their offerings encompass skilled nursing facilities, community-based adult residences, and rehabilitation institutes. The organization boasts a team of over 700 psychologists and healthcare professionals catering to the mental health needs of patients across a spectrum of care facilities, from adult day care centers to rehabilitation centers. They address a wide range of psychological and behavioral issues, including anxiety, depression, adjustment disorders, psychosis, and behavioral disturbances. Moreover, the network extends its services to behavioral therapies for medical conditions like hypertension, diabetes, and obesity. In pursuit of providing high-quality and responsive care, the organization places great emphasis on recruiting experts with the highest levels of competence, empathy, and integrity.
CHE Behavioral Services adopts a collaborative approach to address mental health concerns, aligning with its core mission (CHE Behavioral Health Services, 2020). This approach ensures that psychological treatments seamlessly integrate into the holistic care system, in harmony with the organization’s values and procedures. In their quest for excellence, the organization actively collaborates with various stakeholders within the healthcare industry to expand their reach and enhance service quality. Change within CHE Behavioral Services is instigated by both internal and external factors that impact the industry and the organization’s overall performance.
Evaluation of Change in a Contemporary Healthcare Setting
The integration of technology into healthcare delivery methods has a significant impact on service quality. Organizations prioritizing high-quality services invest in competent personnel and the incorporation of technology into their delivery strategies. However, the adoption of change often results in disruptions and resistance. In the case of CHE Behavioral Services, they have embraced mental health technology to modernize service delivery, despite initial resistance among employees. This resistance stemmed from concerns about job security due to technological advancements and the apprehension of adapting to a new organizational culture.
Responding to change is a vital aspect of any organization’s strategy. To effectively address these changes, organizations must implement specific strategies and assess their effectiveness in achieving desired outcomes. Both internal and external factors, such as organizational culture, workforce diversity, and leadership styles, influence CHE Behavioral Services’ approach to change (CHE Behavioral Health, 2020). Overcoming potential resistance to change requires improved communication strategies, especially when employees struggle to grasp the significance of the changes. In this instance, management organized stakeholder conferences to discuss the adjustments and their impact on overall performance. Stakeholders advocated for the acquisition of new equipment to facilitate decision-making, leading to improved customer service and employee productivity. Technology plays a pivotal role in service delivery and enables the organization to engage in research and development to create innovative and market-driven mental health care products, enhancing competitiveness and industry reputation.
Effects and Responses of Stakeholders
Stakeholders within the organization seek high-quality treatment, and various transitional strategies have been employed. CHE Behavioral Services adopted Kurt Lewin’s change model, consisting of three stages: defrosting, redesigning, and refreezing (Cummings et al., 2016). Using this model, the organization identified issues affecting service quality, including decreased motivation, poor working conditions, and ineffective communication. By applying this model, the organization effectively addressed these challenges, resulting in enhanced performance. The changes have had a positive impact on both internal and external stakeholders. At the refreezing stage, these adjustments led to a better compensation structure for employees and increased profits for shareholders, becoming an integral part of the organization’s culture. These changes also improved communication strategies and facilitated access to health records and service providers, ultimately enhancing overall performance.
The Significance of Collaboration
Collaboration is crucial in healthcare service delivery. It fosters information sharing, supports research and development initiatives, and promotes the use of data to generate innovative ideas (Cameron & Green, 2015). For CHE Behavioral Services, collaboration has elevated the quality of patient care and enabled the organization to effectively respond to market competition. The ability to assess patients and address their needs is enhanced through adaptable regulations and the effective use of technology. To remain competitive, the organization diversifies its operations and invests in research and development to create customer-centric products and services. These collaborative efforts address the challenges associated with change and involve all relevant stakeholders.
Effects on Departmental Collaboration
Within the organization, several departments have found the changes to be advantageous. As CHE Behavioral Services embraces digital platforms like electronic health records and utilizes big data for decision-making, departmental communication has improved. Real-time information sharing through these platforms allows management to make informed decisions. Departments have also formed partnerships with other entities to enhance patient care and outcomes. The increased focus on research and development has led to the expansion of the organization’s divisions, ensuring future sustainability and improved services.
Leaders’ Approach to Change
Change is a cornerstone of organizational success, especially in healthcare, where technology plays a pivotal role in delivering high-quality primary care services. The leaders at CHE Behavioral Services have adopted a pragmatic and technology-centric approach to organizational change, recognizing its importance and employing effective techniques and models (Wang et al., 2018). Effective leadership is instrumental in driving and implementing change, aligning with technological advancements and the dynamic nature of healthcare delivery.
Recommendations
To ensure the success of improvements, leaders at CHE Behavioral Services should prioritize the transformation and adoption of technology, adopting a collaborative approach to change. They should establish a clear vision and urgency for change, modeling it to gain staff buy-in. Continuously evaluating the global impact of change is crucial for the organization’s overall success.
In Conclusion
Change is an inevitable and integral part of the healthcare industry, driven by both internal and external factors. To navigate this evolving landscape and secure employee buy-in, healthcare organizations like CHE Behavioral Services must employ effective communication and change strategies. By embracing transformation and technological advancements, these organizations can adapt to the dynamic commercial environment and continue providing high-quality care.
References
Cameron, E., & Green, M. (2015). Making sense of change management: a comprehensive guide on organizational change models, tools, and approaches. Kogan Page Publishing House.
CHE Psychological Health Services (2020). Regarding CHE. Obtainable at http://www.cheservices.com/about-us
P. M. Ginter, W. J. Duncan, and L. E. Swayne (2018). The administration of health care organizations strategically. The company John Wiley & Sons.
S. Cummings, T. Bridgman, and K. G. Brown (2016). Unfreezing change as three steps: reevaluating Kurt Lewin’s contribution to change management. Human Relations, 69(1), pages 33 to 60.
Wang, Y., Kung, L., & Byrd, T. A. (2018). Understanding the capabilities and potential benefits of big data analytics for healthcare businesses. 126, 3-13 in Technological Forecasting and Social Change.
Changing Rubric Layout: Grid View or List View
When it comes to altering the layout of a rubric, you have the option to switch between Grid View and List View. This choice provides flexibility in how you assess and organize the criteria for evaluating a particular situation or task.
Navigating Ethical Dilemmas as a Change Leader
As a change leader, I encountered a significant ethical dilemma related to how certain healthcare providers managed patients to boost admission numbers. Striking a balance between providing the best care for patients and avoiding potential Medicare fraud proved to be a challenging issue. I have observed instances where healthcare providers used various tactics to make patients believe that immediate admission was their only option, even when it might not have been medically necessary. In some cases, patients were admitted without their full understanding or consent, solely based on their presentation. To address these concerns, I found myself stepping in, educating patients about their condition, and presenting them with informed choices regarding hospital admission.
Building Trust and Respect through Constructive Feedback
One effective method to foster trust and respect among colleagues is to offer meaningful and timely feedback with the primary goal of enhancing job satisfaction and overall effectiveness (Schlachter, 2012). During the monthly organizational meetings, I took the opportunity to voice my concerns and provide feedback, along with a proposed plan of action for improvement. This plan included consequences for any instances of reported Medicare fraud, a measure that I, as an employee of the organization, was not hesitant to support. While this approach might be seen as a way to instill a degree of fear, it is essential to prioritize the well-being of patients, both medically and financially. Admitting a patient to the hospital for a minor issue, such as a headache with negative test results and no significant medical history, felt like a form of unnecessary confinement to me.
Proactive Leadership and Addressing Needed Change
In such situations, it’s crucial to remember the importance of being proactive, even if you aren’t the designated leader (Schlachter, 2012). When you recognize the necessity for change, taking a proactive stance is vital. By actively addressing these concerns, I aimed to contribute to a more ethical and patient-centered approach within the organization, thereby ensuring that patients receive the most appropriate care and that Medicare fraud is deterred.
References
Schlachter C, Hildebrandt T. Backseat Leaders. Leadership Excellence. 2012;29(10):7-8. Accessed September 17, 2023. https://search-ebscohost-com.lopes.idm.oclc.org/login.aspx?direct=true&db=bth&AN=82953867&site=ehost-live&scope=site
Ellis R. May I Have Your Attention Please? A Review of Change Blindness. Organization Development Journal. 2012;30(3):54-62. Accessed September 17, 2023. https://search-ebscohost-com.lopes.idm.oclc.org/login.aspx?direct=true&db=bth&AN=94475438&site=ehost-live&scope=site
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