external forces + internal forces = innovative organizational change
external -
legislative changes
billing/reimbursement changes
societal urgencies & shifts
changing practice trends/EBP
tech
internal - organizations need to create:
highest quality services
best client care
efficient processes
cost-effective processes
inadequate or ineffective organizational culture & employees
organizational change - transformational, intentional, & structured process of planning & implementing change in an organization's structures, processes, & culture that maximizes the efficiency & effectiveness of the change effort
Barriers
takes time & agility of administration & employees
no one likes change & times of uncertainty
change is necessary to remain relevant, equitable, accessible, efficient & effective
strengthen commitment to common values & goals
maturity & independence toward work
build awareness & staff buy-in
unfamiliar with organizational mission, values, & goals
complaints, dissatisfaction, & passivity
Need to balance:
providing clear processes, structures, & rules
empowering staff to be creative
Kotter's 8 Steps of Change
creating the climate for change
create urgency
form a powerful coalition
create a vision for change
engaging & enabling the organization
communicate the vision
empower action
create quick wins
implementing & sustaining for change
build on the change
make it stick
align vision, mission, values & goals of the organization
focus on engagement & relationships by inviting dialogue & ideas, affirming creativity, & clarifying barriers & supports
reality orientation: provide info to clear up any concerns, fears, risks, etc.
encourage shared meaning, conceptual reframing & expansion & new norms
promote optimism, create opportunities
be proactive, open & transparent to reduce stress during times of uncertainty
apply effective communication strategies
effective communication
involvement of employees at all levels
shared research & EBP
optimism, hope, pride & confidence
short, achievable objectives
meant to help foster a positive response to change, but there can be discontentment
employees can hide their discontentment through passive-aggressiveness or blatantly
ultimately, employees want to feel safe, included/connected, empowered, in control, competent, & work in a place that is fair/just
resistance stems from the perception of increased stress, fear of personal loss, lack of trust & power, dealing with uncertainty, reduced motivation at work, fear of heightened workload, or too much change too often
SMART Goals
simple
measurable
actionable
relevant
timely
need to plan for the end in mind
in the beginning phases of change, the team should develop a way to determine & measure whether the change was effective
measurements should occur at the beginning as a baseline