Examples of environmental forces that drive organization development (OD) described by Lumen Learning (n.d.) that can affect healthcare are economic, political and legal, demographic, competitive, social, global, and technological. A brief example in healthcare is the socioeconomic impacts that can limit a person’s ability to engage in health activities, afford healthcare and housing, and deal with stress. Lower income communities are less likely to have access to quality care. Healthcare facilities must respond by assessing social determinants of health (SDoH) at every patient encounter to ensure resources are provided. The government is involved in creating policies, community engagement, resources, data and surveillance, and infrastructure to support a public health movement known as “Healthy People 2030” that addresses health inequities. Healthcare facilities are deeply invested in this work for the community. Part of this data tracking is built as a standard assessment in technology known as the electronic medical record (CDC, 2023). With healthcare reform, reimbursement is crucial to the survival of the organization. Employees must have knowledge of resources to both provide patients and documentation requirements for reimbursement.
Steps that successful organizations take when responding to change are best described by Parry et al. (2014) using the change tracking model. This model splits into two outcome variables: realizing business objectives and improving business performance. The drivers of these outcomes are the amount of change and turbulence, available resources, alignment with the company’s vision and direction, quality of change management, work roles, and emotional energy. I think of it as “where are we going, and how are we going to get there”, goals for improvement. Organizations that are successful in this movement are honest about change, encourage feedback and suggestions, evaluate proposed change benefits and disadvantages, keep stakeholders informed and engaged, have an effective implementation plan in place, and understand people’s commitment to change (Lewthwaite, 2000).
One of the most frequent changes in the healthcare environment is technological advancements. These initiatives tend to revolve around improving patient care, satisfaction, and efficiency. Ultimately, technology is required to remain competitive in the market. Although, the changes have huge costs, I have witnessed our organization be successful in managing change internally and externally. They have carefully considered return-on-investment projections. Our surgical and procedural areas are thriving with the addition of new cardiac procedures and availability of many Davinci surgical robotic systems. Patients come from all over the state and country for services that are offered. It is especially delightful to hear patients tell me how wonderful their experience has been when I am preparing their discharge. That is a testament to the leadership in our department that maintain a positive culture and keep staff informed, engaged, and educated.
Centers for Disease Control and Prevention [CDC]. (2023). Socioeconomic factors. https://www.cdc.gov/dhdsp/health_equity/socioeconomic.htm#:~:text=Socioeconomic%20factors%20affect%20one’s%20ability,medical%20care%2C%20and%20other%20needs
Lewthwaite, J. (2000). Chapter twenty two: Managing change. In Everything You Need for an NVQ in Management (pp. 560–579). Thorogood Publishing Ltd.
Lumen Learning. (n.d.). Understanding the business environment. https://courses.lumenlearning.com/suny-osintrobus/chapter/understanding-the-business-environment/#:~:text=This%20external%20business%20environment%20is,competitive%2C%20global%2C%20and%20technological.
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