for HCA 675 In health care, change agents are faced with the challenge of engaging both employed staff and physicians in change initiatives

 

According to Jensen (2016), “In today’s environment, health care organizations continually face the need to adapt to the changes emanating from numerous sources: advances in medical care and technology, increasing demands and expectations from patients who are actively involved in their own health and wellbeing and evolving reimbursement models that emphasize value rather than volume” (“4 tips”, 2016). However, change agents of an organization are continually challenged as they seek to implement strategic framework and initiatives due to a dynamic market, economy, or reformatory legislative mandates. These challenges may include payor reimbursement, physician and staff turnover, cybersecurity issues, and competitor encroachment.

Due to rapidly escalating health concerns relating to the spread of the coronavirus (COVID-19), we recently postponed our Innovations in Cardiovascular Care 2020 symposium in Phoenix, Arizona abiding by the CDC guidelines as it applies to “large events and mass gatherings of 50 people or more” in the attempt to slow the transmission of this pandemic. Although the health and safety of our physicians, nurses, staff, and our communities are of utmost importance many had a different perspective on this update believing that the symposium could have been “virtually” attended because of the amount of work completed with respect to lectures, live cases, presentations, etc. Additionally, our venue initially refused to return deposits although the contract did preclude this due to national disasters and states of emergency.

Perspectives can be managed through clear and effective communication and discourse. Discussing change before implementing initiatives or actions allows for all parties involved to have their voice heard, acknowledged, and respected. It is coming together to determine what is best for the organization and then gaining support for these decisions which is critical. According to Boonstra, Versluis, and Vos (2014), “the outcome of an organizational change will be determined by the context, content, and process of that change” (p. 2). To encourage responsiveness and acceptance of this change, is to reduce uncertainty and fear. Research of Piderit (2000) and Smollan (2011) “explained that organizational change awakens emotional reactions with respect to both processes and outcomes and can be a major contributor to the employees’ commitment or resistance to change” (p. 16). This can be accomplished if leadership identifies why the change needs to be implemented (benefits derived, or adverse risk avoided).

The organization must then determine who will help facilitate this process and determine who may be impacted by this change. Seeking feedback and communicating through the process can help mitigate conflict or curb reactive attitudes. Through time, the organization will continue to change and adapt to its environment. By working to establish trust will “help shift the balance in the direction of the change that is being planned” (Lewin, 1951; Higgins & Bourne, 2018, p. 15).

References:

Higgins,D., & Bourne, P. A. (2018). Implementing Change in an Organization: A General Overview. Sch J Psychol & Behav Sci. 1(1). Retrieved from DOI: 10.32474/SJPBS.2018.01.000102.

Jensen, K. (2016, August 22). 4 tips on being an effective change agent. Becker’s Hospital Review [Online]. Retrieved from https://www.beckershospitalreview.com/patient-flow/4-tips-for-being-an-effective-change-agent.html