Topic 3 DQ 1 Example Solution 2

The organizational change model that stands out to me is the Complexity Theory. “Complexity is defined as the measure of heterogeneity or diversity in internal and environmental factors such as departments, customers, suppliers, socio-politics, and technology (Mason 2007: 10). Complexity theory focuses on how parts at a micro-level in a complex system affect emergent behavior and overall outcome at the macro-level.” (Amagoh, 2008). This theory is very applicable to the healthcare environment. A large healthcare institution is made of diverse people, jobs, roles, and patients, therefore, in order for the institution to grow, it must be able to change at the micro-level to influence change at the macro-level. Implementing this theory, with the influence of Transformational Leadership Theory, has the potential to empower people at all levels of the company with the common larger goal of the institution. The interconnection of these two theories, both a change theory and a leadership theory, allows for the leaders of each department to become stakeholders for the entire institution. Establishing key stakeholders is incredibly important for change. Creating a diverse team from multiple disciplines allows for a greater potential for change because of the trust and relationship building between the team.  Having a change team that is cohesive in nature, allows for the perception of people on the outside of that team, who ultimately must support the change, to view the team as trustworthy. (DeNisco, 2019). The stakeholders must also be invested in the evaluation of the change. Often times when change is inspired, the excitement is at the beginning of the process and then starts to fade over time. However, after the change is implemented, it is imperative to evaluate the result and modify it as needed. Being a change agent is empowering and inspiring, but the commitment that it takes is sometimes overlooked.

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Amagoh, F. (2008). Perspectives on Organizational Change: Systems and Complexity Theories. Innovation Journal, 13(3), 31–44.