Assignment: Contemporary Organization Evaluation
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 to which it is responding.
- Discuss the degree to which the change has been disruptive and how the organization has responded to the dynamics created by this change.
- Evaluate the strategies the organization used in its change plan and determine the level of success the organization experienced with the strategies.
- Determine the effect the change had on stakeholders, and to what degree stakeholders have resisted. Assess how well stakeholder resistance was addressed.
- 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.
In their book “The Heart of Change: Real-Life Stories of How People Change Their Organizations,” John P. Kotter and Dan S. Cohen shed light on the challenges and objections that often arise when organizations embark on the journey of change. These hurdles can be multifaceted, stemming from a variety of reasons, such as a natural resistance to change, uncertainty about the future, concerns related to job security, skepticism about the benefits of proposed changes, and doubts about leadership’s competencies.
Resistance to change among stakeholders can often be attributed to their familiarity with existing processes and a fear of the disruptions that change might bring. The attachment to well-established routines and reluctance to embrace new ideas or methods can act as significant barriers to change adoption. Some individuals may lack a comprehensive understanding of the necessity for change or the rationale behind the proposed initiatives, either due to a lack of information or an inherent fear of the unknown. To bridge this gap, organizations must focus on providing more information and enhancing communication to ensure stakeholders grasp the significance and potential advantages of the proposed changes.
Another facet of resistance to change is the apprehension of potential negative outcomes, such as job losses, increased workloads, or a loss of status, stemming from the uncertainty associated with change. These fears can give rise to a sense of hostility towards change and a reluctance to embrace it. Underlying all these challenges may be a lack of trust, often rooted in established norms, procedures, and power dynamics that make it challenging for leaders to introduce new ways of doing things.
Overcoming these obstacles necessitates the removal of barriers to effective cooperation. Strategies to provide education and support, such as offering training and tools to help stakeholders understand the new procedures, systems, or technology associated with the change, are essential. It is crucial to create an environment that encourages risk-taking, collaboration, and creativity. Engaging stakeholders and providing them with opportunities to actively participate in the change process can also foster a sense of ownership and reduce resistance to change.
In conclusion, addressing these challenges in the change management process requires a comprehensive approach that involves education, communication, and the active involvement of stakeholders. By doing so, organizations can create a more receptive environment for change and reduce the barriers that hinder progress.
Reference
The Heart of Change: Real-Life Stories of How People Change Their Organizations Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-1422187333
Your role as a change leader in navigating the ethical complexities surrounding patient admissions is truly commendable and reflects your unwavering dedication to the well-being of patients and the ethical principles that underpin healthcare practices. Striking the right balance between providing necessary care and steering clear of any fraudulent activities is indeed a challenging task. Your proactive approach to educating patients about their conditions and ensuring they are well-informed about their options underscores your commitment to patient advocacy and ethical responsibility.
The manner in which you’ve addressed this ethical dilemma within your organization is exemplary, encompassing open discussions during monthly meetings, offering constructive feedback, and presenting a well-thought-out plan of action. These actions align perfectly with established best practices in healthcare leadership. As Schlachter and Hildebrandt (2012) wisely suggest, taking a proactive stance in situations demanding change is crucial. Your proactivity showcases your unwavering dedication to upholding ethical standards and prioritizing patient care as the foremost concern.
Furthermore, your emphasis on establishing consequences for individuals who might be involved in potential Medicare fraud is a pivotal step in fostering accountability within the organization. Accountability forms the bedrock of a culture characterized by integrity and trust. Colleagues who might have been engaged in questionable practices need to comprehend the potential ramifications to dissuade such behaviors.
Your approach not only serves the best interests of patients but also bolsters the organization’s reputation as a provider of ethical and responsible healthcare. By directly addressing this ethical dilemma and advocating for substantial change, you are playing a central role in ensuring that healthcare decisions are consistently made with the patient’s best interests in mind and adhere to the highest ethical standards. This not only builds trust and respect among colleagues but also reinforces the organization’s commitment to delivering healthcare services of the utmost quality and ethical integrity, as emphasized by Kotter and Cohen (2002).
References:
Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Press.
Schlachter, C., & Hildebrandt, T. (2012). Backseat leaders. Leadership Excellence, 29(10), 7-8.
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