Overview and restate problem/gap
You are required to develop a change plan which addresses one of the organisational problems you identified in the case study.
Metropolitan is well known for its prime care and practically present a complete range of services in hospital, from emergency case to the surgical, basic cancer care as well as dialysis. There are some problems that can occur within the hospital which also affect the growth of hospital. The minority have severe concern regarding the commercialization of the hospital services. One of the issues that are required to be addressed is the resources because all the local hospitals have collected the funds through with the help of many foundations which can provide the amount in million dollars (Wilkinson, 2002). The hospitals deem that the funds must be consumed by the local hospitals while the big hospital tries to find the funds to acquire it and to implement them on the development of hospital. The division of additional services has also become a major issue which needs to be gratified. One must maintain a structure that precedes the process of integration. The construction of different hospitals as well as political scheming and transformations in system are though two of the main issues that Jessica has to deal with. Addressing all the related issue becomes a quite difficult task as it would have to be fulfilled with the opinionated scheming of several hospital members and also the task force members (Sarre, et al., 2018).
Integration of unusual communal values which are in line with additional contents of Kotter’s 8 step change model that include creation of urgency, forming a powerful coalition, creating a vision that leads to change, communicate the vision, remove the coming obstacles, creating short term wins, consolidate the improvement, and at last anchor the planned changes in hospital culture. This is fairly evident in the complication theory which defines that the state of the organizational stability is spoiled with various cases of unsteadiness and immovability with the past being very powerful and it guarantees success of the respective organization. These 8 steps will help to resolve the issues that are occurring within organization.
Creation of urgency: This is the first step to plan a change in the hospital and Jessica according to this model identify the threats and look forward to a development scenario which helps to identify that what can happen in the future while walking up on this change. She has examined the opportunities which help to resolve the issue of resources. While creating urgency all the stakeholders are involved and an honest discussion takes place that how a change can take place within the organization (Auguste, 2013).
Kotter’s 8 step change model
Powerful coalition: To convince all the people that change is very necessary is not an easy task. To do this Jessica chooses the best leaders who were working within the organization. She builds up a team that starts working on the change coalition. She continuously checks the weak areas of the team and ensures that the team must have best people from various departments as well as different levels within the hospital. She made up different teams for different issues to be resolved such as to resolve the issue of construction of different hospitals was handled by different team and other issues are handled by another team. A powerful coalition is made up so that all the issues can be resolved speedily (Rappleye, 2014).
Creating a vision that leads to change: In this step, the values are determined which are required for the change in the constructional area of hospital. A short summary is developed after discussion which helps to capture a view in the future. A strategy is created to execute the vision plan.
Communicate the vision: Often times, Jessica talks about the change vision. Communication plays a major role during any change in the organization. Everyone has equal rights to speak about the new changes that are developed in the hospital. The concern of people must be openly addressed when the change is noticed so that the leaders can get the feedback of their vision. A vision to do the construction is applied to all the aspects of main operations (Campbell, 2008).
Remove the coming obstacles: By reaching this step, the entire staff of the hospital gets busy and achieve all the benefits which are required. The main role is of the leaders for the fulfillment of this step, they are the one who delivers the change. The leaders look at the structure of the organization, performance and also the compensation system to simply ensure that they are on the right path. Proper actions are taken up by the leaders to remove the upcoming barriers quickly.
Creating short term wins: One must not focus on the long terms goal, instead of that create the short term targets. The team has to work harder to achieve the set goal in context to constructional changes and funding system. The leaders must look up for the projects that can be implemented without taking help of the strong opponent of change (Streiffer & Lynn, 2013).
Consolidate the improvement: Victory must not be declared at earliest stage; sometimes the plan and project might get failed. Each success is helpful in providing the new opportunities to build on what is right for the project and implement what the organization has to improve. The goals are to be set to continuously build the momentum that one can achieve. For the change coalition keeps on bringing the new ideas for making the change within organization.
Ethical, social and sustainability issues
Anchor the planned changes in hospital culture: For each and every change, the progress must be recognized. The change ideals must be included while hiring any new staff in the hospital. Jessica has created plans to replace the key leaders of change when required (Scheid, 2013).
The above diagrammatic represents describes the 8 step Kotter’s change model which helps to set up the goals for constructional changes in hospital as well as maintain the changes done in the funding system.
While the plan implementation, there are some ethical, social and sustainability issues which are associated with the goals. There are several sustainability issues such as climatic change and destruction of environmental amenity. Due to the climatic changes, the constructional work within the organization might get disturbed. The behaviour of climate is always non-linear. Change in temperature is also a part of sustainability issue (Frost, 2018). The transformation process also leads to destruction of environmental amenity. Apart from both of the issues, high energy cost might lead to deprive the good leaders from the organization
There are various ethical issues which can arise during the transformation process. Ethical issues such as confidentiality, consent, disclosure, competence, and unethical behavior generally occur while changing the plan in hospital. There is a lot of data of the patient present within the hospital that has gone is kept confidential, but sometimes the professionals might forget their ethics and ruin the confidentiality for various reasons (Botyarov, 2016). Also, there is number of times when the data is manipulated which is not a correct thing while working in an organization. Conflicts of interest might arise where the financial, political, professional, social interests influence the actions. The funding area might get disturbed due to unethical behavior such as billing up for the non-existent services within hospital, or depicting some problems just to deliver the services which are not even required. There are various social issues such as geographical change, biological change, technological as well as scientific factor, cultural factors, new opinions and thoughts and education which affect the change plan of an organization. There are also some social barriers which become the issue while working in an organization such as belief, rigid caste as well as class formation, communal opinion, vested benefit, factionalism, differences, and are some of the upcoming barriers to change (Keyvanara & Sajadi, 2015).
There are several players in the incorporation process who are prepared to accept the changes in significance to the hospital systems, and structures. There are also some issues concerning the improvement of a smooth changeover from a prearranged state to the future state that appears to act as an obstacle for the change approval (EDUCBA, 2016).
Jessica Cassera is one of the people who were ready to drive the change process ahead and in addition assuming the power, it has also affianced various stakeholders and creates plan to accomplish the integration development scheme. Even though, the hospitals are still opposed to slightly challenging to the change procedure unsettled to their distraction strategy to discuss about the issues which are essential for the success of integration. The staff members also appear to be ready to accept the constructional change and change in the funding system, although the progress totally depends on the success of the procedure helping their institutional as well as personal requirements. CEOs and senior staff are the main stakeholders and these stakeholders of various hospitals are marginally opposed to the transformations as they believe that they are in the situation to constrain the integration procedure very easily (Association, 2013).
In accordant to the integration procedure, various institutions as well as manipulate power of people made an influence over the complete procedure. The ministry somehow holds the biggest positional power and thus, exerts a lot of influence on the integration process. For example, they have instructed all health facilities to be engaged fully in the integration process and a failure in it would lead to heavy financial implications for the hospital. Jessica Cassera also holds enormous power which can be defined as a procedural power, power of position and also the meaning power. The stakeholders are managed while change in integration and therefore, drives the strategy as well as plan for improvement of the accomplishment of the incorporation method. This power of the constructional and funding procedure enables Jessica to enjoy unjustified power on the stakeholder’s concluding resolution.
Conclusion
The major challenge that was faced by Jessica according to the case study is the control as well as influence of all the stakeholders to agree to the commendation of the transformational process.
Such kind of strategy would surely ensure that there are several groups who are not viable since their plan cannot be passed up very easily without the second party due to influence. In the case study Jessica also desires to line up the procedure required with the outmoded management to simply help out the effect of failure in the transformation processes. To conquer the coming challenge, it is consequently vital that Jessica must choose the commanding as well as spontaneous stakeholders with whom she can easily control and form grouping. The senior staff of hospital and members of the board holds important power of the procedure. It is concluded while doing the transformation; one must recognize the ethical issues and problems that might arise while executing the plan. A vision for future is completely necessary to summarize all the things which are to be changed
References
Association, A. H., 2013. The Role of Small and Rural Hospitals and Care Systems in Effective Population Health Partnerships, Available at: https://www.hpoe.org/Reports-HPOE/The_Role_Small_Rural_Hospital_Effective_Population_Health_Partnership.pdf
Auguste, J., 2013. Applying Kotters 8-Step Process for Leading Change to the Digital Transformation of an Orthopedic Surgical Practice Group. Journal of Health & Medical Informatics, 4(129).
Botyarov, M., 2016. Ethics and Organizational Change Management, Available at: https://www.linkedin.com/pulse/ethics-organizational-change-management-michael-botyarov
Campbell, R., 2008. Change Management in Health Care. The Health Care Manager journal, 27(1), p. 23–39.
EDUCBA, 2016. 5 Simple Steps to Manage Stakeholders Effectively (Types), Available at: https://www.educba.com/effective-stakeholder-management/
Frost, S., 2018. Barriers & Challenges to Change Implementation, Available at: https://smallbusiness.chron.com/barriers-challenges-change-implementation-30842.html
Keyvanara, M. & Sajadi, H., 2015. Social responsibility of the hospitals in Isfahan city, Iran: Results from a cross-sectional survey. PMC journal, 4(8), p. 517–522.
Rappleye, E., 2014. 8 steps to leading healthcare transformation, Available at: https://www.beckershospitalreview.com/hospital-management-administration/8-steps-to-leading-healthcare-transformation.html
Sarre, S., Arthur, A., Schneider, J. & Wharrad, H., 2018. The challenges of training, support and assessment of healthcare support workers: A qualitative study of experiences in three English acute hospitals. International Journal of Nursing Studies, Volume 79, pp. 145-153.
Scheid, K., 2013. Moving Your Organization Ahead, Available at: https://www.bcwinstitute.com/resources/Press/rp_change_process.pdf
Streiffer, R. & Lynn, J., 2013. Using Kotter’s 8 Step Process To Understand Change at CCHS, Available at: https://www.cfar.com/sites/default/files/events/AAMC_Geiben_2013_Change_is_Good.pdf
Wilkinson, D., 2002. Issues and challenges facing rural hospitals. Australian Health Review, 25(2), pp. 1-12, Available at: https://pdfs.semanticscholar.org/7406/55038adfe38d31951cf8d7e4c40239a02827.pdf
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