LDR 615 Contemporary Organization Evaluation

LDR 615 Contemporary Organization Evaluation

LDR 615 Contemporary Organization Evaluation

Contemporary Organization Evaluation

            Change is undoubtedly a constant in the healthcare industry. The change may happen from internal forces or various external forces. Healthcare organizations may either fail or rise significantly due to change. This depends on how the organization reacts to change, realigns, and reorients its processes, management, and strategy to accommodate change. One of the most outstanding changes in the healthcare industry is technological change. For instance, digital technology is rapidly changing the healthcare systems and the organizations that are yet to adopt digital services acknowledge that they need to embrace and respond to disruptions caused by the technology. The present-day health consumers are more adapted and networked to technology, which makes their lives easier and faster.  As such, healthcare organizations are increasingly embracing the application of technology in their practices. The purpose of this paper is to explore how electronic health record (EBP) technology has influenced New York-Presbyterian Hospital and Columbia University Medical Center and how the organization is responding to the change dynamics.

Description of the Organization and the Change to which it is Responding

            The New York-Presbyterian Hospital/Columbia University Medical Center is a medical facility associated with Columbia University Vagelos College of Physicians and Surgeons (New York-Presbyterian, 2023). It provides primary, emergency, and specialty care in nearly all fields of medicine. The setting is committed to delivering superior quality and compassionate care and services to every patient and their families in a friendly environment.  This institution attracts patients from the New York City metropolitan area, nationally, and internationally. New York-Presbyterian/Columbia has always been reputable as a leader in groundbreaking research, medical education, and innovative patient care. The vast nature of New York-Presbyterian/Columbia necessitated the existence of a centralized system of handling patient issues relating to data leveraging (New York-Presbyterian, 2023). Consequently, the organization is currently responding to the healthcare disruptions attributed to technology by adopting the EHR to centralize patient data.  The desire to enhance patient services has led to the collaboration between New York-Presbyterian Hospital and Columbia University Medical Center to integrate EBP to create one platform that shares crucial health data in a secure and timely manner. This program is intended to develop and maintain a superior quality and flawless user experience for patients and providers, assisting in promoting coordination across the continuum of care. 

The Degree to Which the Change has been Disruptive and how the Organization has Responded to the Dynamics Created by this Change

            The adoption of EHR by New York-Presbyterian/Columbia caused considerable disruptions in the healthcare settings. The disruptions were mainly witnessed during the formative stages of the EHR. New York-Presbyterian/Columbia experienced dissatisfaction among the physicians and other healthcare providers in the settings due to a lack of necessary skills to implement the EHR. Moreover, the implementation of the EHR system led to a reduction in healthcare quality because the implementation process confused the workflow. Moreover, the patient waiting time was significantly impacted since care providers struggled with the intricacy of the EHR system leading to longer patient waiting times (Jung et al., 2021). The New York-Presbyterian/Columbia responded to the dynamics created by this change developing a corporate culture for implementing changes to improve workflow.

The Strategies the Organization Used in its Change Plan and Determination of the Level of Success the Organization Experienced with the Strategies

            The New York-Presbyterian/Columbia employed various strategies in the change plan to address the technological disruptions. The first strategy was stakeholder involvement in the change process (Klecun et al., 2019). The organization ensured that all pertinent stakeholders were involved in all phases of the implementation process. The organization experienced a greater level of success using this strategy because it helped in winning their support for the change. The second strategy was ensuring stakeholders are ICT compliant. The leadership of the New York-Presbyterian/Columbia ensured that all stakeholders were ICT compliant to foster the change implementation process. The management of the organization performed training programs to increase the awareness and competency of workers in handling the new system and how to utilize them in increasing workflow (Jung et al., 2021). The organization also provided real-time support to the workforce to leverage the maximum learning capability of the staff at the facilities. The other strategy was the development of a vibrant corporate culture aimed at enhancing personal attitudes towards the use of EHR technology in the provision of healthcare services.

Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS LDR 615 Contemporary Organization Evaluation:

            After completing the implementation process, the organization performed a successive review to assess the progress and success of the organization. The review revealed that the implementation of EHR helped in eradicating paperwork and facilitated the installment of networks and systems that supported and connected all healthcare providers and patients and also improved communication systems. This is an indicator of a high level of success. Determination of the Effect of the Change on Stakeholders, the Degree Stakeholders have Resisted, and Assessment of how well Stakeholder Resistance was Addressed               The change brought various changes in both medical and administrative processes. The organization experienced an increase in discharge process efficiency, which brought convenience to the healthcare providers and satisfaction to the patients (Arabi et al., 2022). The implementation of EHR also addressed the conflicting situations between the organizational management and the government due to security and privacy policies. Although the EHR implementation was successful, the organization encountered resistance from some stakeholders. The nurses and other healthcare professionals felt isolated in the implementation process and thought that they were part of the project. This led to opposition to the project in its initial stages. Moreover, the skilled clinician champion who would facilitate the process resisted because they were not involved in the initial stages. Some stakeholders also resisted because of a lack of necessary skills and knowledge about EHR. The resistance led to the resignation of some staff while others changed their preferred setting. The stakeholder resistance was addressed by consistent training, the appointment of competent change champions, and the development of a sound corporate culture toward EHR adoption (Arabi et al., 2022). Ultimately, the organization attained positive outcomes. 

The Overall Implications of the Change on Interdepartmental Collaboration

            The implementation of the EHR at the New York-Presbyterian/Columbia has significantly improved interdepartmental collaboration within the organization.  The connected environment facilitated communication between interdepartmental members. The access and sharing of patient health data from one department to the other has also become more efficient.  The implementation of EHR has also enhanced interdepartmental collaboration relating to medication management and other aspects of patient care. The EHR also led to the use of clinical decision support at the organizations, which has assisted in fostering decisions by interdepartmental members regarding patient healthcare.

Assessing the Response of Leaders Towards the Change

            The leadership of the New York-Presbyterian/Columbia planned well for the change by allocating resources and providing goodwill to ensure the success of EHR implementation. Although the leadership thought that the staff had the goodwill to support the change, it turned out that the staff resisted the change. However, after noticing the resistance from staff, the leadership implemented effective strategies that helped to address the resistance and steer the change process to the desired outcomes. For instance, the implementation of strategies such as training the staff and the involvement of stakeholders in the change process significantly influenced how the stakeholders embraced the change process. As such, leadership adopted the best strategies that helped in ensuring successful change implementation.

Recommended Modifications

            The management of New York-Presbyterian/Columbia can better address the change dynamics by implementing various strategies such as consistent updating of the EHR system to keep abreast with the emerging threats that may pose risks to the system and also threaten the privacy and security of the patient health data and healthcare professionals (Arabi et al., 2022). The additional strategy that the organization can use to help through this change is the introduction of incentives to staff to motivate them to develop a positive attitude towards the change management.

Conclusion

            This paper focused on the EHR change implementation at the New York-Presbyterian Hospital/Columbia University Medical Center. Despite the initial staff resistance to the change, the change brought various changes in both medical and administrative processes. The EHR use significantly improved interdepartmental collaboration within the organization including medication management and other aspects of patient care.  The leadership of the organization played a critical role in the success of the project.  The recommended modification includes consistent updating of the EHR system and the introduction of incentives to motivate staff concerning change implementation.

References

Arabi, Y. M., Al Ghamdi, A. A., Al-Moamary, M., Al Mutrafy, A., AlHazme, R. H., & Al Knawy, B. A. (2022). Electronic medical record implementation in a large healthcare system from a leadership perspective. BMC Medical Informatics and Decision Making, 22(1), 1-10. https://doi.org/10.1186/s12911-022-01801-0

Jung, S. Y., Hwang, H., Lee, K., Lee, D., Yoo, S., Lim, K., … & Kim, E. (2021). User perspectives on barriers and facilitators to the implementation of electronic health records in behavioral hospitals: qualitative study. JMIR Formative Research, 5(4), e18764. Doi: 10.2196/18764

Klecun, E., Zhou, Y., Kankanhalli, A., Wee, Y. H., & Hibberd, R. (2019). The dynamics of institutional pressures and stakeholder behavior in national electronic health record implementations: A tale of two countries. Journal of Information Technology, 34(4), 292-332. https://doi.org/10.1177/0268396218822478

NewYork-Presbyterian. (2023). NewYork-Presbyterian/Columbia University Irving Medical Center. https://www.nyp.org/locations/newyork-presbyterian-columbia-university-medical-center

Leaders often encounter various obstacles and objections from stakeholders when implementing change within an organization. These challenges can arise due to a range of factors, including resistance to change, fear of the unknown, and concerns about the impact on job security. Some common types of obstacles and objections include: (Kotter,1995). 

1. **Resistance to Change:** Many employees and even some leaders may resist change simply because it disrupts established routines and comfort zones. They may view change as a threat to their job security or an unnecessary disruption. 

2. **Lack of Understanding:** Stakeholders may object to a proposed change if they don’t fully understand its purpose, benefits, or implications. This lack of clarity can lead to skepticism and resistance. 

3. **Loss of Control:** Employees and middle managers may object to change if they perceive it as a loss of control or autonomy in their roles. This fear can result in pushback against new processes or structures. 

4. **Cultural Misalignment:** Changes that do not align with an organization’s culture or values can face strong objections. Employees may feel that the change goes against the company’s core principles. 

5. **Communication Gaps:** Inadequate communication about the change, its objectives, and the timeline can lead to misinformation and misunderstandings among stakeholders. 

To address these obstacles and objections, leaders can employ several strategies: 

1. **Clear Communication:** Effective communication is key. Leaders should clearly explain the reasons for the change, its benefits, and the expected impact. They should also be open to questions and feedback. 

2. **Involvement and Participation:** Involving stakeholders in the planning and decision-making process can reduce resistance. Seek input, listen to concerns, and involve key players in designing and implementing the change. 

3. **Education and Training:** Provide training and resources to help employees adapt to the change. This can alleviate fears and build confidence in the new system or processes. 

4. **Change Champions:** Identify and enlist individuals who are enthusiastic about the change to act as advocates and mentors within the organization. 

5. **Addressing Concerns:** Take objections seriously and address them with empathy. This may involve modifying the change plan to accommodate valid concerns or providing additional support. 

6. **Measuring Progress:** Set clear benchmarks and metrics to track the progress of the change initiative. Sharing success stories and milestones can help build support over time. 

7. **Feedback Loop:** Maintain an open feedback loop for stakeholders to express their concerns and suggestions throughout the change process. 

In conclusion, implementing organizational change can be challenging due to the various obstacles and objections that leaders face from stakeholders. However, with effective communication, involvement, education, and a willingness to address concerns, leaders can work collaboratively with stakeholders to overcome these challenges and successfully navigate the path to change.