Desire to Change

Desire to Change

Introduction

Kristen Photakis is a CEO in a rural hospital. Her complains are that the employees do not participate in company strategies and changes. Her friend, a healthcare consultant advises her on where she goes wrong in implementing strategies. A strategy is necessary in order for successful completion of goals. It can also be used to overcome change resistance.

Discussion

The consultant is right on that; employees should be involved in developing company strategies and work plans and one should not set too many goals, based on workloads.

A strategy shows the long-term actions that the institution will in achieving its objectives. There are two elements of a strategy, which are, vision and mission. Vision is the future that an institution desires to attain for both staff and users. Mission is the justification for the institution in the eyes of the users. It explains the institution services on the users. In developing a strategic plan, one must first identify a need and then determine how to meet the need.

One should determine the mission with regards on the internal and external users. This should be done using the affinity technique. An affinity technique involves consensus building that involves community members and staff. It allows for the organization of a large number of ideas, without conflict and struggle of power. It also involves the community in quality improvement issues. On this basis, the consultant was right in advising Kristen to involve her staff when coming up with strategies. The technique is also used to analyze the causes of a problem. Kristen could also use this technique, to know why the employees respond poorly to the strategies.

One should analyze the weak and strong points of the institution when coming up with a strategic plan. This can be done using force field technique or the SWOT analysis. This technique is based on the theory that change results from a struggle of forces that impede change and forces that favor change. Through this, one can decide on the best courses of action, based on its strong driving forces and least resistance. Kristen should involve the employees in coming up with a strategy, in order to identify the weak and strong points of the organization. In this, she would be able to know why the employees do not participate in the strategic plan and come up with a different strategy.

The strategies should be well laid and determined, by analyzing how viable they are technically, economically and politically. The consultant advices Kristen that the goals are too many, considering the work load of the employees and other commitments. She must come up with strategy objectives that can be achieved in terms of these three attributes. In achieving a strategy, one should assign responsibilities for achieving the objectives. This provides opportunity for involvement of employees and the lay out of work plans by the members in the institution.

Kristen should take several steps for effective, strategic planning. She must identify the key points as to why the employees are not developing or responding positively to the strategies. In this, she should involve the employees and strategy team members. She should clearly explain the goals of the institution, that is, the visions of the institution, the mission and the strategies. One of the challenges that Kristen faces is resistance to change by her employees. Some of the reasons for resistance of change are fear of the unknown, power loss or lack of motivation to change habits.

In achieving change, a change management process should be carried out. This involves three phases. These are preparing for change, reinforcing change and managing change. In preparing for change, she should; define her change management strategy, prepare her change management team and develop her sponsorship model. The second face is managing change, which she should do by developing change management plans and implementing plans. On the third face, of reinforcing change, she should; collect and analyze feedback, diagnose maps and manage resistance and implement corrective actions and celebrate successes.

Another component of change management is the readiness assessments. These are tools used by the management team, to determine the readiness of the employees to change. They can include organizational assessments, culture and history assessments, employee assessment, sponsor assessment and change assessment. These tools show change management team the challenges and opportunities it stands to face. Kristen should use this knowledge to assess the readiness of her employees to change.

The third component of change management is resistance management. The resistance management manages the resistance that may be incurred in instilling change. The fourth component of change management is data correction, feedback analysis and corrective action. This enables the organization to get feedback from employees on the change. Kristen should conduct this process to enable her to know her employees’ stand on the changes she wants to make. The fifth component is celebrating and recognizing success. This reinforces the changes in the organization and gives the employees motivation. In coming up with new strategies, Kristen should first acknowledge past successes of strategies by  the organization, individuals or groups in the organization.

Conclusion

Motivation is necessary in organizations as it helps in: the achievement of goals, gaining positive perspectives, creation of power for changing and management of individual development and helping others with theirs. Kristen should first determine the problem then work towards solving the issues that bar the development of strategies.

Reference:

MSH & UNICEF. (1998). The Guide to Managing for Quality. Retrieved from

http://erc.msh.org/quality/ittools/itbrnst3.cfm

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