Resistant To Change In Health Care

There is one thing in life that holds true to being constant, and that is change. Health care facilities, organizations, and the industry in general often experience change. At times, many people do not always adjust well to change, especially if they feel threatened. Major shifts in the health care branch may not always result in significant outcomes immediately for every department. Other times revising can be extremely beneficial. As an organization's advisor, many things can be done to help the transition. It is important to approach the problem with understanding for those resistant to change but to also be realistic. As an advisor, providing implementation suggestions for the transition would be a good place to start. Issuing or recommending
I would advise that the management team help those resistant to change to see the big picture. If the employees of the hospital develop a comprehensive perspective, then maybe they would better understand why the change is prominent. Perhaps the medical staff and department heads feel threatened because they do not fully grasp the need for the modification. It is also possible that they are unaware of the likely effect. Keeping step one in mind while working through step two is vital. It is essential for the management team to express the consequences of how resisting change could impact the organization as a whole. Orlikoff and Totten (2010) explains that when boards and executives have a focal point on all phase or units, they can avoid the mistake of trying to better one or two areas without understanding its influence on the overall organization (p.66). As the advisor, I would suggest each department be reminded of their role and influence in the
I would suggest to the management team that they build a solid basis from fundamentals. Reviewing the foundation and those fundamentals with each unit and employee could help them to see the direction in which the new revision is taking the organization. Strong foundations for things such as improve patient access, will more than likely set aside the necessary capability to complete the transition successfully (Orlikoff & Totten, 2010, p.67). Step four, measuring and establishing accountability, is typically the end, the final stage. Here, the unit's should review both their department goals and the organization's overall goal. I would advise the management team to develop a scale in which that would measure the department's success, how close they have come to the previously stated goals. Making major changes to a health care facility, like a rehabilitation hospital, is usually to bring about improvement. Ultimately, the improvements are for the patients'