Chapter 8 outlines several factors which determine the need for change in healthcare organizations (p. 146). Healthcare leaders addressing these factors must balance the larger change management process with an understanding of strategic management. Strategic management is concerned with operations, from financial planning, forecasting, and external planning (p. 158). A core part of developing strong strategic management is becoming a ‘learning organization,’ reducing bureaucratic structures and increasing agility.
For this week’s assignment, research the process and potentials of being a learning organization. Begin by reading “Building learning organizational culture during COVID-19 outbreak: a national study” (from your Instructional resources section). Do additional research to add to your discussion of the following questions:
What is the role of leadership in developing the change from a highly bureaucratic organization to a more agile learning organization?
What are the limitations and challenges for leadership in managing each stage of the force-field model during this kind of organizational change?
- How and why is a ‘learning organization’ better equipped to deal with the chronic disease epidemic?
- In your paper, be sure to utilize the textbook and integrate at least four peer-reviewed sources along with their citations and references. Your paper must be APA formatted and include at least 1500 words.
- QUESTION 2
Chapter 7 of your textbook highlights one of the paradoxical challenges for leaders in healthcare. On one hand, addressing poor results from a culture audit or proactively shifting culture requires a leader who can “implement widespread cultural change in healthcare organizations as soon as possible” (p. 138). On another hand, one of the promising approaches to change, Evidence-Based Management (EBM), is notably “time-consuming to implement” (p. 138). After reading CH 7, this week’s additional readings (in your Instructional Resources), and watching the video (below), discuss the following questions:
How can Healthcare leaders balance the tensions between proactive and timely change with more systematic and slow-moving processes like EBM?
What unique challenges must leaders implementing EBM consider to develop employee trust and buy-in at different stages of the EBM process?
post an initial response of 500 words that includes at least one APA citation and the associated reference
Expert Solution Preview
The role of leadership in healthcare organizations is crucial in driving and managing change. In order to develop a more agile learning organization, leaders must navigate the challenges and limitations associated with each stage of the force-field model. Furthermore, leaders must find a balance between proactive and timely change, while also implementing evidence-based management (EBM) processes in order to drive cultural change. This paper will explore the role of leadership in developing a learning organization, the challenges of managing each stage of the force-field model, and the balancing act between proactive and timely change and EBM implementation.
Answer to Question 1:
The role of leadership in developing the change from a highly bureaucratic organization to a more agile learning organization is critical. Leaders must provide the vision and direction for change, create a sense of urgency among employees, and champion the cultural transformation. First and foremost, leaders must clearly communicate the need for change and the benefits of becoming a learning organization. They must actively involve employees in the change process, fostering a sense of ownership and empowerment. By involving employees in decision-making and encouraging their input, leaders can create a culture of continuous learning and improvement. Additionally, leaders must provide the necessary resources and support needed for employees to develop new skills and competencies. Overall, leadership plays a vital role in building a culture of learning and agility within the organization.
Answer to Question 2:
Managing each stage of the force-field model during organizational change presents several limitations and challenges for leadership. In the unfreezing stage, leaders may face resistance from employees who are comfortable with the status quo and reluctant to embrace change. It is the leader’s responsibility to address this resistance, provide reassurance, and create a sense of psychological safety. During the transition stage, leaders must navigate the challenges of coordinating various activities and managing potential disruptions to daily operations. They must also ensure that employees have the necessary support and resources to adapt to the changes. Finally, in the refreezing stage, leaders must sustain the changes and embed the new practices into the organizational culture. This requires ongoing communication and reinforcement of new behaviors and practices. Additionally, leaders must monitor and address any relapses or backsliding into old habits. The force-field model provides a structured framework for change, but leaders must be prepared to address the challenges and limitations at each stage.
Answer to Question 3:
A ‘learning organization’ is better equipped to deal with the chronic disease epidemic due to its emphasis on continuous learning, innovation, and adaptability. In a learning organization, employees are encouraged to share knowledge and ideas, which leads to faster identification and implementation of best practices. This enables healthcare organizations to respond more quickly to emerging chronic diseases, develop effective treatment protocols, and enhance patient outcomes. Additionally, a learning organization promotes a culture of collaboration and interdisciplinary teamwork, allowing healthcare professionals to work together to address complex and multifaceted challenges associated with chronic diseases. Furthermore, a learning organization encourages experimentation and learning from failures, which is crucial in developing innovative approaches to managing chronic diseases. As a result, a learning organization can continuously improve its practices and response strategies to better manage the chronic disease epidemic.
In conclusion, leadership plays a pivotal role in driving and managing change in healthcare organizations. By developing a learning organization and navigating the challenges associated with the force-field model, leaders can create a more agile and adaptive organization. Furthermore, leaders must find a balance between proactive and timely change and the implementation of evidence-based management processes. By fostering employee trust and buy-in at different stages of the EBM process, leaders can drive cultural change and improve organizational outcomes.