Organizational Change Plan Part 1
Organizational Change Plan Part 1
Organizational change is difficult, although necessary to support growth and excellence in the market place. The concept of change can have negative connotations among employees, especially if change implementations have not been successful in the past. This paper is going to describe the need for change, barriers to change, factors that might influence change, readiness for change, the theoretical change model that relates to the change, and resources that support change implementation. The Need for Change
The health care system in western Oregon has identified the need to implement Language of Caring to support improvements in patient experience of care scores, or Consumer Assessment of Healthcare Providers and Systems (CAHPS) scores. “The Language of Caring Skill-Builder System aims to expand and strengthen staff communication skills so that the dedicated people on your care and service teams more effectively and more frequently make their compassion and caring felt by the people they serve” (The Center for Health Affairs, n.d., para. 1). The program consists of nine modules: heart-head-heart communication, the power of presence, acknowledging feelings, showing caring nonverbally, explaining positive intent, the blameless apology, the gift of positive regards, the caring broken record, and the skills combined (The Center for Health Affairs, n.d.). The Centers for Medicare and Medicaid Services (CMS) made a decision in 2013 to publically report patient experience of care scores (Oregon Health Authority, n.d.). Value based purchasing paved the way for mandated reporting through the introduction of the physician compare web site, and patient centered medical homes, as a response to the Accountable Care Act mandates. Pay for performance is the reimbursement structure supported by the accountable care organizations in which the state of Oregon supports robustly. The organization I work for requires a 90th percentile rating for CAHPS scores as reported by an independent vendor. The organization is presently ranked in the 70 to 80th percentile, and they expect that implementation of the Language of Caring program will enable them to reach their desired goal. Barriers to Change
Barriers to change include lack of motivation by employees, lack of skills and knowledge necessary to carry out the change, and personal belief in the benefit of the change. External motivation provided by the organization was the decision to attach a two percent compensation to providers if they obtained the desired goal, and a two percent deduction if they did not. The external motivation was met with mixed feelings from the staff, and was actually a barrier. The staff resented their compensation being linked to their CAHPS scores, and felt as if they did not have control. The tools for supporting improvement should have been presented first, and establishing that employees understood the need for change. If an employee does not see the benefit to implementing the change, or if the change is inconsistent with an individual’s beliefs or values, they will not engage. According to Rosenberg and Mosca (2011), an organization’s history can serve as a barrier. If employees have experienced failed change attempts, they will be less likely to engage in another. Employees who have been tainted by a history of unsuccessful change implementation may think that they do not have to engage because the efforts will soon end. Factors that Might Influence the Proposed Change
Factors that might influence the proposed change include the quality of the execution of the implementation plan (Rosenberg & Mosca, 2011). An excellent implementation plan will include knowledge sharing with staff, and solicitation of staff input. Employees need to know what changes to expect and when they will be implemented. Employees also need to feel empowered to participate in the...
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