Question

Resources 387 Review Questions 1. Community Hospital of the Weekenavioning changes occurring throughout the facility. Many o we employees are concerned about how the chance with affect their current position and workilow. Although the employees are aware that changes are occurring in the facility, there has munication regarding the changes and employees are te Barding the changes and employees are feeling unsettled. Describe the steps the hospital order to better support employees during this transitional phase of change. What are some consequences for the hospital if this type of support is not provided? 2. In his research on human reactions to change, Lewin determined three phases of change. The three phases are and a. Unfreezing, thawing, changing b. Thawing, refreezing, altering c. Freezing, moving, unfreezing d. Changing, altering, freezing 3. Darla is the new manager of the pediatric clinic. After a few months in this new role, Darla believes that there is a more efficient way to do several processes in patient registration. As a way of convinc- ing employees that a change needs to occur, she tells them that the past processes are ineffective and should never have been performed in that manner. Assess Darla's technique in introducing the need for change at the clinic and any consequences of this technique. 4. Evaluate why change management is an important component of performance improvement 5. Identify the eight accelerators to change.

Answer 1

1. For organisation to be successful it is important to implement change whenever it is necessary. For a successful change following steps should be taken by the hospital or organisation:

• show support for changes and demonstrate that support while communicating with the staff
• obtain a valid case for the change from different sources like data from Customer satisfaction survey, customer comment cards, employee satisfaction survey etc
• Involve employees at some level in this change process
• A structured and systematic communication for the change should be done with employees
• Once the changes planned,timeline should be made for the implementation and changes should be made
• follow up after implementation to assess the success of the plan.
• Celebrate the success when changes are made so as to inspire the employees to be part of the future change.

Consequences the hospital can face if sufficient support for Organisational change is not provided:

• Change will not occur as expected.
• Employees may show resistance
• Wastage of time and money
• Confusion for patients and other medical care staff.

2. a. Unfreezing, thawing and changing

3. darla’ s technique will not be effective as she is just being judgemental of previous practices without any reliable data. This may be counted her arrogance. As a result, employees may resist her initiative even if she is right at her place.employees may avoid communicating with her so a communication barrier will occur that in long run will be bad for organisation and patients. overall the change she is planning will not occur properly.

4. change Management is important for performance improvement. Every organisation under Bose change to improve its performance. But for proper change to occur, what one needs to have knowledge of change management. By following change management process, one can guarantee for performance improvement. It will help to make employees aware of the change And understand the need of change. Employees become the part of change when they fully acknowledge the importance. A training plan can be formulated to help the employs to adapt to new changes.There will be minimal chances for assistance and employees will feel secure. They will offer Support for the change themselves.

So by the application of change management process one will be able to create a plan which will yield the positive results within the organisation and indirectly will improve overall performance

5. Accelerators to change:

1. Establishing a sense of urgency
2. Create a coalition
3. Developing a clear vision
4. Sharing that vision
5. Empowering people
6. Celebrate short-term wins
7. Consolidating and keep moving
8. Anchoring that change