LDR 615 Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization’s culture
LDR 615 Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization’s culture
LDR 615 Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization’s culture
Health care is an industry that sees and has to keep up with changes often. The system used to help keep us with health care changes is mainly based on evidence-based practice (EBP). Health care has to ensure what is being introduced is based off of EVP that is reliable and valid. With the pandemic recently we saw many changes over the course of a year. Health care organizations and doctors had to rely on this EBP even though research was limited. There were new recommendations almost daily on what was acceptable and what was not, and health care had to scramble to keep up with these changes. In my opinion EBP needs to be embedded into the organization values in order for it to be accepted. It is important to teach new health care professionals early on about this and the importance of it in order to help provide quality care to the patients. According to Kotter & Cohen (2012) some ways to help change initiatives sustain in an organization is through new employees, retell stories about the success of the change initiative, and make sure there is continuity with behavior. Giving the vision and telling new employees of the culture of an organization is essential, so they know what is expected from the get go. It is also important to ensure the right people train these new employees that follow the same culture.
References
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people change their organizations (1st ed.). Harvard Business Review Press.
In order to make successful change within any organization there are many different key factors to think about. For the digital marketing field, change happens a lot and happens quickly. The systems that are necessary in order to facilitate continuous change include making the entire leadership team is a role model for the change, looking at how the change can/will impact the employees, and making sure the change is fully submerged within the entire company and not just one portion. This last point is important, as a leadership team you don’t want to put the change all on one singular person or department because that is where the burnout and quality of work will decrease. These three factors will include everyone but also make the leadership team be a group that other employees can look up to and model in order for continuous change to happen.
Harshak, A., Aguirre, D., & Brown, A. (2010, December 10). Making Change Happen, and Making It Stick. Retrieved from: https://www.strategy-business.com/article/00057
Click here to ORDER an A++ paper from our Verified MASTERS and DOCTORATE WRITERS LDR 615 Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization’s culture:
For this discussion question, I would consider the contracting field. Many individuals are drawn to contracting because of the money. Contracting has changed drastically over the years. From personal experiences, I have learned that contactors get paid more at the height of a war. The Department of Defense and other governmental agencies utilize this tactic to recruit employees, but many followers forget that they can be placed in an austere environment with limited resources/ essentials. While oversees, many individuals may become ill due to poor living conditions and working with other nationalities with different hygienic beliefs. Due to these changes, the military, DoD and other agencies provides essentials in care packages, fresh food rations including MREs (meals ready to eat), housing and security on ground (military and contactors). Another variable that is critical is rest and relaxation also known as R&R. About two years ago, I had a fellow employee who did not take R&R in over two years because he wanted to save his money to purchase a property. Our supervisor noticed a major different in his attitude, tardiness, the employee almost hitting another coworker while driving. The gentleman got sleepy while driving. Due to this, there was a mandatory change to the contract; everyone had taken R&R every three months or be terminated. The DoD took matters like these seriously to avoid major lawsuits. After a few months, a report was sent out stating there was less burnouts and individuals were more motivated to work. Social interaction and the support of friends provides a welcome change of pace and can help us “recharge.” Another change was leaders were held responsible to make sure their followers go on timely R&Rs no matter the mission. The third change was leaders being terminated if they took shortcuts.
Reference
Recognize and prevent burnout (n.d). Recognize and Rise. Retrieved from:
I agree with you. Essentially, organizations such as Kaiser Permanente can also facilitate continuous changes without compromising quality or causing employee burnout by understanding and clarifying the impact of change on the people. For any meaningful change to occur, a clear evaluation of the impact of change on different populations and segment within the organization is required (Feng et al., 2019). The assessment is essential in revealing the type and scope of effects of changes on every aspect of employees. The assessment also gives a basis for communication with the team members regarding what the change means to them individually. Explaining the intensity of change for every employee and thorough description of changes every employee is expected to deliver is essential in making the employees feel involved and their input valued (Bhardwaj et al., 2021). Engaging people in the change effort is also crucial in identifying areas of possible conflicts and overlap and how to address them. This is essential in sustaining the new realities for long and making the change part of the organization’s culture (Dom & Ahmad, 2019).
References
Bhardwaj, A., Mishra, S., & Jain, T. K. (2021). Analysis of strategic leadership for organizational transformation and employee engagement. Materials Today: Proceedings, 37, 161-165. https://doi.org/10.1016/j.matpr.2020.04.774
Dom, F. R. M., & Ahmad, A. M. (2019). An Impact of Cultural Change on Employees Engagement and Organization Performance: A Literature Review. Asian Journal of Research in Education and Social Sciences, 1(1), 1-6. https://myjms.mohe.gov.my/index.php/ajress/article/view/6567
Feng, C., Robin, M., Fan, L., & Huang, X. (2019). Commitment to change: Structure clarification and its effects on change-related behaviors in the Chinese context. Personnel Review. https://doi.org/10.1108/PR-05-2018-0163
Continuous improvement, also known as constant enhancement, makes small but significant improvements to products, services, or processes over time. The purpose of these initiatives might be long-term progress or a single breakthrough enhancement (American Society for Quality, 2019). Continuous improvement looks like a subset of continuous improvement that focuses on linear, steady change inside a process. Some practitioners believe that statistical quality control techniques are linked to continual improvement.
The PDCA (Plan-Do-Check-Act) cycle is an essential tool for assuring continual improvement. The Plan-Do-Check-Act cycle is a four-stage change management paradigm. The PDCA cycle, like a circle, should be performed forever for continual progress. A project management tool is the PDCA (Plan, Do, Check, Act) cycle (ASQ, 2019). When creating a recurrent process flow, initiating a new improvement program, collecting data, and reviewing the results, PDCA is the best method for verifying and prioritizing problems or underlying causes. The cycle’s design is based on the assumption that continuous evaluation of management processes and management’s ability to adapt and reject unjustifiable ideas are critical to the success of an organization.
American Society for Quality. (2019). Continuous Improvement Model – Continual Improvement Tools | ASQ.
Asq.org. https://asq.org/quality-resources/continuous-improvement
ASQ. (2019). PDCA Cycle – What is the Plan-Do-Check-Act Cycle? | ASQ. Asq.org. https://asq.org/quality-resources/pdca-cycle
In order to facilitate continuous change in an organization they must have a change management program that includes the stakeholders in the change. The change management program should include project team members, change agents, and front-line employees. It is important to have groups guiding change efforts all the time and throughout the organization. Be sure to train the stakeholders to the skills required to fulfill their role in the change (Rothemel & LaMarsch, 2012). The biggest challenge in the change process is changing people’s behavior (Kotter & Cohen, 2002). People are sensitive to the emotions that undermine change (Kotter & Cohen, 2002). So, it is essential to address the feelings about the change throughout the change process. Creating a partnership mentality with the employees is key to success. Employees should be allowed to speak up about the change (Rothemel & LaMarsch, 2012). This partnership lets the employees know that they have some control over the change and lessens anxiety and fear over it. There are three responsibilities for those involved in the change: understand the change, manage the change, and deal with the people issues that the change triggers (Rothemel & LaMarsch, 2012). In making sure that change sticks an organization should form the right guiding team, communicate the vision wide and quick, and push the urgency up fast (Kotter & Cohen, 2002). In a busy world the requirement for change is ongoing. In order to sustain change organizations, need to keep the urgency up and complacency, anger, and fear down (Kotter & Cohen, 2002).
Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-1422187333
Rothemel, R., & LaMarsh, J. (2012). Managing change through employee empowerment. Global Business & Organizational Excellence, 31(2), 17-23. https://doi-org.lopes.idm.oclc.org/10.1002/joe.21411
There are several steps that can help change become a permanent part of an organization’s culture. One important step is to ensure the leadership team has fully embraced the change, and models the change. Kotter wrote that 75 percent of a company’s leadership must support a change in order to make it successful (Spotlight Team, 2015)
. This is true within healthcare as well. The team needs to see the leadership team engaged in the change process. The team should build upon each win during the change (Spotlight Team, 2015)
. This is done through analysis and setting new goals to build upon the momentum (Spotlight Team, 2015)
. Another step is to infuse the culture with the change. This can be achieved by rewarding and celebrating wins, present the new ideas to new employees from the beginning, and communicating progress made (Spotlight Team, 2015)
. In the healthcare organization I work for, the service standards were changed. This is part of every aspect of our culture. The service standards are discussed in the hiring process, in meetings, annual evaluations, and in performance improvement conversations. This is how a change became part of a culture. Having buy-in from all levels of the organization, help build support and decrease burn out from change effort.
Reference
It is essential for organizations to have a thought-through plan for implementing change within the organization to help minimize the lack of trust, respect, and burnout within their employees. Throughout the current COVID-19 pandemic continuous changes have been occurring rapidly which can lead to burnout within employees at our healthcare organizations. According to Perucci (2019) the organizations culture is felt more than measured and as an organization’s culture, or the beliefs and behaviors that influence how people act within that organization, is now believed to play a major role in a company’s success or failure. As such, more and more businesses are paying attention to the impact of their culture. This provides a unique leadership opportunity for HR professionals to determine how to implement cultural change in an organization. According to Change Management Solutions, Inc (n.d.) the five high-stress areas of employees work experiences include: leadership and management practices, human resources policies, work-life balance, job change and career management, and organizational change. “To avoid employee burnout and disengagement arising from these 5 workplace stressors requires a fundamental shift in perspective: to fully harness the power of your only non-duplicatable competitive advantage, you must create and sustain a culture that recognizes and supports the unique human capabilities of your workforce” (Change Management Solutions, Inc, n.d.).
When implementing change at my organization in the healthcare setting, we use the Lewin’s change model when implementing changes to our organization which include: unfreeze- determines what needs to be changed and creating the need for change; change- sharing information across the organization such as communicating, promoting and empower change actions and involving others as much as possible; and refreeze- tying new changes into the culture, developing and promoting ways to sustain the change long-term without having employee resistance when implementing change. It is essential within our organization and organizations overall, to provide training to employees within the refreezing stage to help reduce employee resistance to the change being implemented. In my organization three factors that are essential to help imbed the change into our culture are through communication, training, and employee involvement. It is important for organizations to have leaders that are competent and continue to promote successful changes that are led by example (Brannmark & Benn, 2012). By leadership leading by example and providing adequate communication will help build the moral, rapport, and trust within their employees of the organization leading to a successful change.
References
Brännmark, M., & Benn, S. (2012). A Proposed Model for Evaluating the Sustainability of Continuous Change Programmes. Journal of Change Management, 12(2), 231–245. https://doi-org.lopes.idm.oclc.org/10.1080/14697017.2012.672449
Change Management Solutions, Inc. (n.d.). Workplace Burnout. https://changewithoutburnout.com/
Perucci, D. (2019). How to successfully manage culture change in the workplace (HR professionals weigh in). https://www.bamboohr.com/blog/how-to-manage-culture-change/
Raza, M. (2019). Lewin’s 3 stage model of change explained. https://www.bmc.com/blogs/lewin-three-stage-model-change/
. I agree with you that organizations should have a thought-through process when implementing change. It is very important to have the trust, respect and avoid employee burnout especially during this time of the pandemic. The pandemic has also caused for many nurses close to retirement to retire or change career and increase the already nursing shortage we have experienced for many years. I feel that due to the current circumstances of the nursing educator shortage that my organization was able to identify, understand and act quickly on a critical nursing issue. They were able to come together, influence, support, encourage, implement, and make the necessary changes to fulfill a necessary need. According to Kurt Lewin’s 1947 Change in Management Model the following three stage theory of change must take place which is unfreeze, change, and freeze. The first step is unfreezing which he considers one of the most important steps to understanding the necessary change and moving towards making the change. The more the individuals realize the necessary change the more motivated and excited the individuals become towards change. The second step is change or transition which can be one of the hardest parts of change. This step is where the organization is going through the process of understanding and working towards the change. This is where it is crucial that the organizations support, and involvement be present to ensure that everyone is working towards the same direction to achieve the same goal. The third step is freezing or creating stability to the changes made. This is where the individuals except the new change and becomes part of the everyday norm (DeNisco, 2016).
References
Elsevier. (n.d.). Elsevier at a glance. https://www.elsevier.com/about/this-is-elsevier
DeNisco, Susan M., and Anne m. Barker, editors. Advanced Practice Nursing: Essential Knowledge for the Profession. Third ed., Jones & Bartlett Learning, 2016.
“To achieve and sustain transformational change, companies must embed these mind-sets, practices, and behaviors at every level, and that is very hard to do — but it has never been more important.” (Harshak, Aguirre & Brown, 2010) Healthcare has experienced a lot of change lately and employee burnout has been happening as no one was prepared for what they have experienced. Staffing shortages have been ongoing pre-pandemic up to now. The mental health is a serious factor that needs to be taken into consideration when making changes as this can affect the quality. Implementing a support system is crucial as many employees are burned out due to not feeling supported. Utilizing best practices are important as well as they are proven to work in the industry by other expertise that have implemented them in had success. Encouragement is needed as change is hard and helping the employees understand the purpose and encouraging them throughout the process can help with confidence and support. Success that should be considered when making sure the changes are permanent and imbedded into the culture are:
1. Ensure the entire leadership team is a role model for the change
2. Embed the change in the fabric of the organization
3. Understand and spell out the impact of change on people
As leaders we are the face of the change and must lead my example to get the trust and support of the employees. “An aligned and committed leadership team is the foundation for any major corporate undertaking.” (Harshak, Aguirre & Brown, 2010) Being consistent and committed is important and when these two things are happening you will have the buy-in from the employees and other stakeholders. “ You also should investigate how to engage and involve employees over the long term and how to institutionalize best practices to capture the full benefit of this change and any future changes.” (Harshak, Aguirre & Brown, 2010) Through communication you are able to succeed with change as you are able to explain what the vision and goal is as well as receive feedback from those that will be the main implementers of the change. Through business transformation you learn that when you fail to communicate the change will fail as well.
Harshak, A., Aguirre, D., & Brown, A. (2010, December 10). Making Change Happen, and Making It Stick. Retrieved from: https://www.strategy-business.com/article/00057
When it comes to implementing change, an organization must be mindful of more than just themselves. They need to take into consideration the employees (Robert Wood Johnson Foundation, 2020). You must empower the employees throughout the change process, and then after the change is implanted. The change does not stop once the implementation has stopped. You need to have constant teamwork and collaboration (Robert Wood Johnson Foundation, 2020). Employees should feel continuous involvement once the change has been implemented to random check-ins. Performance should be tracked to ensure no further adjustments need to be made (Robert Wood Johnson Foundation, 2020). With the change, it is constant. Things can always be tweaked for the better, so the organization needs to be monitoring the change after the full implementation. The organization needs to also be excited about the new changes that have been implanted as it does impact the culture and quality of the organization (Robert Wood Johnson Foundation, 2020). The adoptions of the change may be seen on annual performance reviews moving forward or new things that need to be implemented, especially in a call center.
When making sure the changes made are permanent, an organization must reevaluate its culture. This should be done prior to the change; however, to ensure the change has been incorporated, it should be reevaluated to ensure the change lives up to the culture of the organization. The organization should also adopt anything from a previous behavior from the prior culture when adopting the change (Katzenbach, Steffen, & Kronley, 2012). This will help to alleviate any issues with employees and resistance. An organization needs to consider the employees. This means they need to be able to identify any reactions from employees prior to the change (Katzenbach et al., 2012). Surveys can be conducted to ensure the organization is changing the weaknesses instead of the strengths. The organization should also meet with leadership to ensure the leaders are modeling the culture and behavior that is expected (Katzenbach et al., 2012). They should also consider how their new culture may appear to future employees in the organization. They need to ensure they can still attract talent in the market.
References:
Katzenbach, J. R., Steffen, I., & Kronley, C. (2012). Cultural change that sticks. https://hbr.org/2012/07/cultural-change-that-sticks
Robert Wood Johnson Foundation. (2020). Change management. https://virtualcommunities.naccho.org/qi-roadmap/change-management