Feb 23, 2024 Benchmark – Change Initiative: Develop a Change Model
Successful organizations implement change to achieve their desired outcomes. Change ensures the transformation of the existing systems and processes in an organization. Change enables health organizations to respond effectively to both current and emerging needs in their markets. Change models guide the implementation of change in healthcare. They guide the change implementation strategies and how to evaluate if the desired outcomes have been achieved at any given stage. The implementation of change should aim at ensuring sustainable outcomes (Adams et al., 2019). Therefore, the purpose of this presentation is to develop a change model that would be used in the project.
Several models of change exist for use in the implementation of change in healthcare. The models differ significantly in the concepts and proposed methods of implementing change. However, they share similar approaches to stakeholder preparation for change, implementation, and evaluation. Health organizations select a change model based on the extent to which they align with their needs. The selection of an appropriate model is crucial in optimizing change outcomes. The different models of change that may be applied to change initiatives in healthcare include Lewin model, transtheoretical, ADKAR, Kotter 8-step, and Kubler-Ross change curve models.
Benchmark – Change Initiative: Develop a Change Model LDR 615
Healthcare organizations operate in highly competitive and dynamic environments. As a result, they must adopt interventions that enhance their competitiveness and sustainability of their interventions. Change initiatives enable healthcare organizations to be adaptive in their markets. They learn effective interventions that can be used to address their actual and potential needs in their markets. In doing this, organizations utilize different models of change to achieve their objectives. Health management and leadership teams are aware of the potential barriers that might hinder the change process. They adopt anticipatory strategies that will minimize the risk of resistance and barriers being experienced in the change process. Therefore, the purpose of this presentation is to develop a change model that would guide change in my organization.
Steps of the Developed Change Model
Needs analysis
Strategy development
Implementation
Monitoring
Evaluation
Communicating change outcomes
The developed change model has several steps. The first one is needs analysis. Needs analysis helps prioritize the issues that a change should address in an organization. The analysis also informs the allocation of resources for a change initiative. The second step is strategy development. Strategy development entails coming up with the approaches to implement a change. The strategies provide a roadmap to achieve the change objectives and goals. The third step is implementation. Implementation is where the strategies are put into action. Implementation should be collaborative to achieve optimum change outcomes. The fourth step is monitoring. Monitoring seeks to ensure the implementation process is per the plan. It also ensures the desired benchmark outcomes have been achieved for the overall success of the change initiative. The other step is evaluation. Evaluation assesses if the change achieved its desired outcomes or not. It also identifies the strengths, weaknesses, and opportunities that should be explored when implementing change in the future. The last step is communicating change outcomes. The change management team should inform the organizational stakeholders of the achievements, challenges, and recommendations based on change outcomes.
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Objectives:
Determine the methods used to evaluate the need for the change
Display the approach and criteria for choosing individuals or teams necessary for the change initiative
Determine the strategies of communication
Determine the strategies to gather stakeholder support and overcome resistance
Outline the implementation strategies
Outline the sustainability strategies
Six Foundations of Steering Change Initiative
Gather Awareness: Evaluate the need for change
Alignment: Choosing teams or individuals necessary for the change initiative
Acknowledgment: Communication strategies
Bridging the gap: Gather stakeholders support, trust and overcome resistance
Focus on transitory success: Implementation Strategies
Monitor and Evaluate: Manage the risks
Gather Awareness
Methods of evaluating the need for change:
Come up with a diverse focus group that is capable of giving essential feedback regarding the necessary change that is needed in improving the behavior and accountability of students within the city (Swantner, 2016).
Collect the feedback from the developed focus group
Align the needs of the focus group to the vision of the implementation of Leader in Me change initiative
Confirm the ways in which their concerns can align with the implementation of Leader in Me.
Benchmark – Change Initiative: Develop a Change Model
Research the various change models used by organizations today. After assessing these models, create a change model conducive to your field, and that will work within your organization’s culture. This model
Benchmark – Change Initiative Develop a Change Model LDR 615 Essays
should serve to implement a strategic process that can help your organization integrate a change and respond to the internal or external driving forces that affect organizational success.
Create a visual representation of your model using a graphic organizer of your choice (flow chart, concept map, etc.). The design of your model will be unique and relevant to your organization, based on a critical analysis of its culture and behavior. However, your model must demonstrate the necessary steps for realistic implementation. Your model will be assessed on the quality of strategic implementation you design, the support you present for your model, and inclusion of the following concepts:
Methods to evaluate the need for change
Approach and criteria for choosing individuals or teams necessary for a change initiative
Communication strategies
Strategies to gather stakeholder support and overcome resistance
Implementation strategies
Sustainability strategies
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Once you have created your model, prepare a 15-20 slide PowerPoint presentation to present your model and demonstrate how this model is relevant to your organization and why it will work well within your organization’s culture. In conclusion, discuss why this model will lead to sustainable change when most change initiatives fail. You will utilize this change model for your final paper.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
Due Date: 09-Oct-2019
An agent responsible for change introduces transformation to an institution through applying modern procedures, refining business procedures, administrative systems, and interactive connections (Rouse, n.d.). Agents in charge of any adjustment can either be from inside or outside an organization. Agents who hail from inside the organization are the people who have information concerning the corporation’s culture and processes (Rouse, n.d.). The change agents who are from outside the company conduct consultation of operative inadequacies and propose change opportunities (Rouse, n.d.). A managerial crew or coalition is a group of individuals who work for the company in the process of reforming processes. This group comprises twenty-five to thirty people across the company. These people come from every level of the company and will control all the additional stages that are essential towards creating a significant change in the company.
Each and every time an institution discovers it essential to enforce change, agents who are responsible for change are chosen or employed to ensure that the change procedure is effective through eliminating obstacles and making an efficient process. So, agents are very much significant to any company that is anticipating change. It is very fundamental to have change agents and guiding groups. One of the roles of a change agent is to facilitate an institution to realize the purposes of change professionally. Change agents motivate the group to undertake the procedure of change and rejoice minor successes. The agents of change and managerial groups guide the significance change to the shareholders. It is the duty of a guiding team to offer the staff and administration with essential education to endure and hardwire the change procedure.
There are numerous behaviors that enable agents of change to succeed in their work. Among them is information concerning procedures in the company. Additional traits consist of being flexible, courageous, interpersonal, tactical, imaginative, deliberate, and vigorous (Edmondson, n.d.). Agents of change should as well have multigenerational impact as well as cultural cleverness (Llopis, 2014).
References
Edmondson, R. (n.d.). 7 Characteristics of effecitve (sic) change agent leaders. Retrieved from http://ronedmondson.com/2017/02/7-qualities-of-good-change-agent-leaders.html
Llopis, G., (2014). Every leader must be a change agent or face extinction. Forbes. Retrieved from https://www.forbes.com/sites/glennllopis/2014/03/24/every-leader-must-be-a-change-agent-or-face-extinction/#7cd424f24e0f
Rouse, M. (n.d.). Change agent. Retrieved from http://searchcio.techtarget.com/definition/change-agent
Benchmark – Change Initiative: Develop a Change Model
´In the nursing practices, change models are essential in introducing changes to the medical practices both at the individual and group level.
´Change models often have three major concepts which includes restraining forces, driving forces, as well as the equilibrium.
´The driving forces refers to the factors that push the approaches in the direction that enhances the occurrence of changes.
In the medical surgical-floor the application of change models is essential in understanding the approaches that are needed to enhance various surgical processes. In other words, floor nursing and leadership requires the adoption of change models that are effective and in line with the needs of the medical professionals and the patients involved in the process. In most cases, to facilitate the application of change models, it is always necessary to push patients in the desired direction, thereby causing shift of equilibrium towards change processes. The restraining forces refers to the factors that often counter the driving forces; they often hinder the treatment processes since they tend to push patients approaches in the opposite direction.
Resources
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The Heart of Change: Real-Life Stories of How People Change Their Organizations
Read the Introduction and Chapter/Step 5 in The Heart of Change: Real-Life Stories of How People Change Their Organizations
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Transformational Change
Read, “Transformational Change,” by Hannon, from Training Journal (2014).
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=psyh&AN=2004-18411-009&site=ehost-live&scope=site
Integrating Organizational Change Management and Customer Relationship Management in a Casino
Read “Integrating Organizational Change Management and Customer Relationship Management in a Casino,” by Chi Cong Mai, Perry, and
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https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=s3h&AN=100270149&site=ehost-live&scope=site
Evaluating the Success of Strategic Change Against Kotter’s Eight Steps
Read “Evaluating the Success of Strategic Change Against Kotter’s Eight Steps,” by Spencer and Winn, from Planning for Higher
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https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ofs&AN=507948373&site=ehost-live&scope=site
Team-Building and Change Management in Respiratory Care: Description of a Process and Outcomes
Read “Team-Building and Change Management in Respiratory Care: Description of a Process and Outcomes,” by Stoller et al., from
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https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ccm&AN=105031465&site=ehost-live&scope=site
Navigating Change
Read “Navigating Change,” by Bisoux, from BizEd (2015).
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=ehh&AN=100345843&site=ehost-live&scope=site
Mastering the Art of Change
Read “Mastering the Art of Change,” by Blanchard, from Training Journal (2010).
https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=47573877&site=ehost-live&scope=site
The Meaning and Measurement of Implementation Climate
Read “The Meaning and Measurement of Implementation Climate,” by Weiner et al., from Implementation Science (2011).
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Benchmark – Change Initiative: Develop a Change Model – Rubric
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Evaluate the Need for Change
11 points
Criteria Description
Evaluate the Need for Change
5. Excellent
11 points
Methods used to evaluate the need for change are extremely thorough and include extensive explanation and numerous supporting details.
4. Good
9.57 points
Methods used to evaluate the need for change are complete and include explanation and supporting details.
3. Satisfactory
8.69 points
Methods used to evaluate the need for change are included but lack explanation and supporting details.
2. Less than Satisfactory
8.14 points
Methods used to evaluate the need for change are incomplete or incorrect.
1. Unsatisfactory
0 points
Methods used to evaluate the need for change are not included.
Choosing Individuals or Teams for Change Initiative (B)
11 points
Criteria Description
Choosing
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