LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability
LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability
LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability
Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability
Assessment Description
You will utilize your change model for this assignment. Review the feedback submitted by your instructor on your previous change model assignment. Make any changes or modifications necessary for the submission of this assignment.
Evaluate the performance of your organization or department. Identify an area that would significantly benefit from initiating a change. Write a paper (1,500-1,750 words) in which you describe the particular area you propose to address through a change initiative. Include the following for your company:
- Discuss the issues in this area and the current outcomes as a result of the issues.
- Describe the external and/or internal driving forces, contributing issues, and the people affected.
- Evaluate the stakeholders involved and discuss how they will be affected by your change initiative.
- Clarify your role and responsibility as a change leader. Discuss the leadership theory (or theories) you will use to guide the change process.
- Discuss the change agents you need to recruit in order to successfully implement your change. Describe the roles of these change agents.
- Utilize your change model to develop strategies: (a) Explain the relevance of this model to your organization; and (b) Present the strategic aspects using your model. Be sure to clearly define the purpose of each aspect, the people involved, and the actions that need to be taken.
- Identify, or predict, the potential barriers to change. Discuss possible ways to overcome these obstacles, including methods for dealing with emerging or unforeseen circumstances that could impede implementation.
- Describe the evaluation methods you will use to determine the level of success of your change initiative. Discuss what metrics or measureable determinates you will use.
- Propose strategies to anchor change or support continuous change.
- Establish how your change plan supports the organizational mission/goal, genuinely addresses stakeholder concerns, and will serve as an equitable contribution for the community or society overall.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. A link to the LopesWrite technical support articles is located in Class Resources if you need assistance.
Benchmark Information
This benchmark assignment assesses the following programmatic competencies:
MSL, MBA, MSL in Leadership with an Emphasis in Homeland Security and Emergency Management 1.5
Demonstrate flexibility and adaptability in response to changing or unknown circumstances.
MSL, MSL in Leadership and Homeland Security and Emergency Mgmnt 3.5; MBA and MSN Leadership in Health Care Systems 6.2; MBA and MSL 6.5
Develop strategy for implementing and managing change within an organization.
Also Read: Nova QNT 5160 Quiz 4 2018
Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability – Rubric
Collapse All Benchmark – Change Initiative: Implementation, Evaluation, And Sustainability – RubricCollapse All
The Need for Change
25 points
Criteria Description
The Need for Change
- Excellent
25 points
The need for change including specifying the issue and the current outcomes resulting from the issue is thoroughly discussed with rich detail, including all necessary elements.
- Good
21.75 points
The need for change including specifying the issue and the current outcomes resulting from the issue is discussed, including all necessary elements.
- Satisfactory
19.75 points
The need for change including specifying the issue and the current outcomes resulting from the issue is included, but discussion is cursory and lacking in depth.
- Less than Satisfactory
18.5 points
The need for change including specifying the issue and the current outcomes resulting from the issue is discussed, but discussion is incomplete or inaccurate.
- Unsatisfactory
0 points
The need for change including specifying the issue and the current outcomes resulting from the issue is not discussed.
Driving Forces
12.5 points
Criteria Description
Driving Forces
- Excellent
12.5 points
Description of internal and/or external driving forces, contributing issues, and people affected is thoroughly discussed with rich detail, including all necessary elements.
- Good
10.88 points
Description of internal and/or external driving forces, contributing issues, and people affected is discussed, including all necessary elements.
- Satisfactory
9.88 points
Description of internal and/or external driving forces, contributing issues, and people affected is included, but discussion is cursory and lacking in depth.
- Less than Satisfactory
9.25 points
Description of internal and/or external driving forces, contributing issues, and people affected is incomplete or inaccurate.
- Unsatisfactory
0 points
Description of internal and/or external driving forces, contributing issues, and people affected is not included.
Stakeholder Evaluation
12.5 points
Criteria Description
Stakeholder Evaluation
- Excellent
12.5 points
Evaluation of stakeholders and how they will be affected by the change initiative is thoroughly discussed with rich detail, including all necessary elements.
- Good
10.88 points
Evaluation of stakeholders and how they will be affected by the change initiative is discussed, including all necessary elements.
- Satisfactory
9.88 points
Evaluation of stakeholders and how they will be affected by the change initiative is included, but discussion is cursory and lacking in depth.
- Less than Satisfactory
9.25 points
Evaluation of stakeholders and how they will be affected by the change initiative is incomplete or inaccurate.
- Unsatisfactory
0 points
Evaluation of stakeholders and how they will be affected by the change initiative is not included.
The Role of the Leader in the Change Initiative
25 points
Criteria Description
The Role of the Leader in the Change Initiative
- Excellent
25 points
The role of the leader in the change initiative is thoroughly presented with rich detail and includes discussion of all necessary elements.
- Good
21.75 points
The role of the leader in the change initiative is presented and includes discussion of all necessary elements.
- Satisfactory
19.75 points
The role of the leader in the change initiative is presented, but it is cursory and lacking in depth.
- Less than Satisfactory
18.5 points
The role of the leader in the change initiative is present, but it is incomplete or inaccurate.
- Unsatisfactory
0 points
The role of the leader in the change initiative is not addressed.
Change Agents and Roles
25 points
Criteria Description
Change Agents and Roles
- Excellent
25 points
Discussion of necessary change agents and their respective roles in implementing change is thoroughly discussed with rich detail, including all necessary elements.
- Good
21.75 points
Discussion of necessary change agents and their respective roles in implementing change is discussed, including all necessary elements.
- Satisfactory
19.75 points
Discussion of necessary change agents and their respective roles in implementing change is included, but discussion is cursory and lacking in depth.
- Less than Satisfactory
18.5 points
Discussion of necessary change agents and their respective roles in implementing change is incomplete or inaccurate.
- Unsatisfactory
0 points
Discussion of necessary change agents and their respective roles in implementing change is not included.
Application of the Change Model to Develop Strategies (B)
25 points
Criteria Description
Application of the Change Model to Develop Strategies Develop strategy for implementing and managing change within an organization. (C 3.5, 6.5)
- Excellent
25 points
The change model is thoroughly applied with rich detail and the resulting strategies include all necessary elements.
- Good
21.75 points
The change model is thoroughly applied and the resulting strategies include all necessary elements.
- Satisfactory
19.75 points
The change model is applied, but the resulting strategies are cursory and lacking in depth.
- Less than Satisfactory
18.5 points
The change model is applied, but the resulting strategies are incomplete or inaccurate.
- Unsatisfactory
0 points
The change model is not applied to develop strategies.
Overcoming Barriers to Change (B)
25 points
Criteria Description
Overcoming Barriers to Change Demonstrate flexibility and adaptability in response to changing or unknown circumstances. (C 1.5)
- Excellent
25 points
Overcoming barriers to change is thoroughly presented with rich detail and includes discussion of all necessary elements.
- Good
21.75 points
Overcoming barriers to change is presented and includes discussion of all necessary elements.
- Satisfactory
19.75 points
Overcoming barriers to change is presented, but it is cursory and lacking in depth.
- Less than Satisfactory
18.5 points
Overcoming barriers to change is presented, but it is incomplete or inaccurate.
- Unsatisfactory
0 points
Overcoming barriers to change is not addressed.
Evaluation Methods
25 points
Criteria Description
Evaluation Methods
- Excellent
25 points
Evaluation methods for determining the success of the change initiative are extremely thorough with specific metrics or measurable determinants clearly defined and numerous relevant details.
- Good
21.75 points
Evaluation methods for determining the success of the change initiative are complete and include specific metrics or measurable determinants and relevant details.
- Satisfactory
19.75 points
Evaluation methods for determining the success of the change initiative are included but lack specific metrics or measurable determinants and relevant details.
- Less than Satisfactory
18.5 points
Evaluation methods for determining the success of the change initiative are incomplete or inaccurate.
- Unsatisfactory
0 points
Evaluation methods for determining the success of the change initiative are not included.
Strategies for Sustaining Change
12.5 points
Criteria Description
Strategies for Sustaining Change
- Excellent
12.5 points
Strategies for sustaining change are thoroughly presented with rich detail and include discussion of all necessary elements.
- Good
10.88 points
Strategies for sustaining change are complete and include discussion of all necessary elements.
- Satisfactory
9.88 points
Strategies for sustaining change are presented, but discussion is cursory and lacking in depth.
- Less than Satisfactory
9.25 points
Strategies for sustaining change are incomplete or inaccurate.
- Unsatisfactory
0 points
Strategies for sustaining change are not addressed.
Overall Effectiveness of Change Plan
12.5 points
Criteria Description
Overall Effectiveness of Change Plan
- Excellent
12.5 points
Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is thoroughly presented with rich detail and includes discussion of all necessary elements.
- Good
10.88 points
Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is presented and includes discussion of all necessary elements.
- Satisfactory
9.88 points
Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is cursory and lacking in depth.
- Less than Satisfactory
9.25 points
Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is incomplete or inaccurate.
- Unsatisfactory
0 points
Discussion of how the change plan supports the organizational mission and goals, addresses stakeholder concerns, and contributes to the community of society is not included.
Thesis Development and Purpose
7.5 points
Criteria Description
Thesis Development and Purpose
- Excellent
7.5 points
Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.
- Good
6.53 points
Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose.
- Satisfactory
5.93 points
Thesis is apparent and appropriate to purpose.
- Less than Satisfactory
5.55 points
Thesis is insufficiently developed or vague. Purpose is not clear.
- Unsatisfactory
0 points
Paper lacks any discernible overall purpose or organizing claim.
Argument Logic and Construction
12.5 points
Criteria Description
Argument Logic and Construction
- Excellent
12.5 points
Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.
- Good
10.88 points
Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.
- Satisfactory
9.88 points
Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.
- Less than Satisfactory
9.25 points
Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.
- Unsatisfactory
0 points
Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources.
Mechanics of Writing (includes spelling, punctuation, grammar, and language use)
12.5 points
Criteria Description
Mechanics of Writing (includes spelling, punctuation, grammar, and language use)
- Excellent
12.5 points
The writer is clearly in command of standard, written, academic English.
- Good
10.88 points
Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.
- Satisfactory
9.88 points
Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.
- Less than Satisfactory
9.25 points
Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.
- Unsatisfactory
0 points
Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is employed.
Paper Format (use of appropriate style for the major and assignment)
5 points
Criteria Description
Paper Format (use of appropriate style for the major and assignment)
- Excellent
5 points
All format elements are correct.
- Good
4.35 points
Appropriate template is fully used. There are virtually no errors in formatting style.
- Satisfactory
3.95 points
Appropriate template is used. Formatting is correct, although some minor errors may be present.
- Less than Satisfactory
3.7 points
Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent.
- Unsatisfactory
0 points
Template is not used appropriately or documentation format is rarely followed correctly.
Documentation of Sources
12.5 points
Criteria Description
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)
- Excellent
12.5 points
Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.
- Good
10.88 points
Sources are documented, as appropriate to assignment and style, and format is mostly correct.
- Satisfactory
9.88 points
Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.
- Less than Satisfactory
9.25 points
Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.
- Unsatisfactory
0 points
Sources are not documented.
LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability
Assignment benchmark
Modern health organizations face a variety of difficulties that jeopardize their effectiveness. The use of new technology that will improve the caliber, safety, and effectiveness of operations is one of them. Other service providers’ competitiveness is another aspect of it. Maintaining a workforce presents difficulties for health organizations as well. It is acknowledged that ineffective personnel management raises the administrative costs related to recruiting new staff. Therefore, it is crucial that they identify powerful tactics that will increase their operational effectiveness and their ability to offer their customers high-quality services. As a result, this essay looks at a part of my business that will gain a lot from the start of change. In order to address the problem of low nurse retention in the hospital, the suggested adjustment comprises the provision of programs that aim to promote employee growth.
Issues in the Region and Results
Human resource management has been a problem at the hospital where I work. Most nurses leave the hospital after a year, according to a recent audit that was carried out. It was discovered that a tiny number of nurses had worked at the hospital for longer than three years. The approaches used to promote the retention of nurses in the hospital were found to be ineffective after an investigation into the variables causing their low retention. For instance, actions that benefit nurses do not often take into account the findings of performance reviews. Additionally, the nurses are not given chances to advance their professional and personal development. In order to encourage these employees, reward packages are occasionally used. The hospital has had to spend a lot of money on hiring, training, orienting, and inducting new nurses as a result of these inefficiencies, which have also led to a high rate of staff turnover within the first year of employment, a reduction in the quality of care, and high employee turnover rates (Hughes, 2019). Therefore, it is crucial that sensible measures be taken to overcome this organizational problem.
forces both internal and external Driving Factors and Those Affected Internal and external pressures are said to have an impact on the problem of low employee retention within the first year of employment at the hospital. External forces are outside the institution, whilst internal forces are those present within the organization. Dissatisfaction among the staff is one of the internal elements causing the problem. Workplace environments that support employees’ personal and professional growth are necessary. These terms could include opportunities for job promotion, pay raises, and training to keep them current on issues that are relevant to their line of work (Hughes, 2019). The rate of worker turnover within the first year of employment has grown as a result of the absence or subpar implementation of these conditions. Ineffective human resources management is the other internal factor contributing to the low staff retention rate during the first year of employment. The hospital’s human resources division should determine the best strategies for resolving the problem. Management inefficiencies are the other internal driving driver. Identification of evidence-based treatments to address the problem should involve the management. Competition is one of the outside forces influencing the problem. The majority of hospitals offer nurses and other healthcare professionals attractive compensation packages to entice them away from the facility. The workforce’s evolving requirements in nursing is the other factor. The hospital should determine the current and anticipated requirements of the nurses and develop strategies for meeting them (Pasmore, 2015). Stakeholders including nurses, other healthcare practitioners, nurse managers, and patients are impacted by the problem of low nurse retention during their first year of work.
Stakeholders Involved and How the Change Initiative Will Affect Them
A variety of hospital stakeholders will be impacted by the proposed change. According to Hodges (2016), personnel who will be directly involved in or influenced by the change being implemented are stakeholders. They decide how a change agent will be embraced within an organization. In order to ensure that there is no opposition from them while adopting the change in their practice, effective interventions must be designed. The nurses, patients, and hospital administration will all be involved as stakeholders in this instance. The move will be advantageous to the nurses. They will be given chances to advance their careers, including training, enticing compensation, and secure working conditions. The patients are another stakeholder who will be impacted by the shift. Because of the nurses’ increased motivation, the patients will receive high-quality services. The shift will have an impact on hospital management as well. It will need to identify practical strategies for maintaining the transformation. It will also need to develop a successful management strategy to guarantee the change’s sustainability. The adjustment will have a variety of effects on the aforementioned stakeholders. The quality of care provided to patients would improve, as was previously stated. A decrease in hospital mortality rates will result from this. The proposed modification aims to guarantee that the nurses are given opportunity to improve their retention rates. It is therefore anticipated that the modification will greatly increase their level of motivation (Hodges, 2016). The hospital’s administration will need to make sure that the resources already in place are used to accomplish the desired organizational results.
Theory of Leadership: Roles, Responsibilities, and
I’ll be serving in the capacities of assessor, planner, implementer, disseminator, and coordinator for the suggested change. In order to support the plan, I will evaluate the current organizational structures and the need for change. In order for the transformation to be successful, I will also collaborate with other stakeholders to identify the tactics that must be adopted. I will help decide what resources should be employed in the procedure. I shall also take the lead in putting the chosen tactics into action. By giving the implementers the knowledge they require, I will also serve as a project’s disseminator. Finally, I’ll serve as a coordinator for putting the adjustment into practice. To accomplish the objectives of the reform, I will see to it that the resources allotted are used effectively. In order to accomplish the change, I’ll use Kurt Lewin’s theory of change. According to the notion, change happens in three stages: unfreezing, change, and refreezing. The initial phase is concerned with raising awareness of the necessity for change inside the company. In this phase, I will help the management and nurses identify the problem. The second stage of change is when the required interventions are put into place to support change. Refreezing is the final phase, during which I’ll put sustainability plans into place to make sure that change is ingrained in the organization’s culture (Mendy, 2018).
The Function of Change Agents
The change agents in charge of guiding the adoption of the suggested change will be the hospital managers. The agents will take up roles in training, research, and consulting. The managers will serve as advisors in the change’s implementation by giving the implementers the data they need to complete the project successfully. Additionally, they support the implementers in problem-solving by analyzing the evidence that is accessible. The managers will serve as both managers and trainers. They will assist the change’s implementers in comprehending how to use the data to make the change happen. They will assist them in determining their course of action based on the organizational facts gathered. Last but not least, the management will perform research (Hughes, 2019). The adopters will receive training on the abilities required for efficient change implementation. They will also make use of the finest available data to develop evaluation techniques for the project.
LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability
applying the Change Model
The earlier-developed change model concentrates on bringing about change while taking a number of steps into account. In addition to commitment, implementation, monitoring, and evaluation, they also comprise assessment, awareness-building, and knowledge-building. They also include maintaining the change. The leaders of the transformation identify the needs of the organization in the first step, which is assessment. To determine an organization’s strengths, weaknesses, dangers, and opportunities, an organizational assessment is conducted. In this step, the causes of the low nurse retention rate in the first year of employment will be evaluated. The second step is awareness-building, during which the management and change implementers are given the information gathered during the assessment stage.
LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability
They are informed of the problem the organization is facing and the requirement for the change. Building knowledge and commitment is the third step in the transformation model. The determination of the tactics that ought to be used to address the problem involves the stakeholders. Additionally, sufficient information on how to handle the change is given to the implementers. To guarantee that the change implementers have the necessary knowledge and abilities, assistance in the form of training may be given. The fourth step is implementation, which entails putting all of the problem-solving solutions to use. Since the management makes sure that the strategies and resources are used effectively, the implementation phase happens concurrently with monitoring. In the fifth step, evaluation, the change agents decide whether or not the change’s objectives were met. The data required at this level is provided using outcome and process measures (Pasmore, 2015). When it is determined that the modification is working, efforts to maintain it are considered. The change agents put into action strategies to maintain the change, including the opening of lines of communication, awarding excellence, and coaching.
Potential Obstacles and Strategies to Get Around Them
One of the potential obstacles to implementing the suggested adjustment is resistance to change. It could be linked to elements like implementers’ fear, ignorance, and incomplete knowledge. By educating the implementers, utilizing open lines of communication, and including them in all change-related activities, the difficulty will be overcome. Lack of support from the hospital is the other major obstacle. This can be because there aren’t enough funds to put it into action. By coordinating the change with the hospital’s objective, the problem will be solved. The stakeholders’ unwillingness to take part in the implementation of the change is the final potential obstacle (Pasmore, 2015). By ensuring that everyone of them has a part to play in the implementation process, the problem will be resolved. By continuously monitoring the implementation process and giving regular input to the stakeholders, unexpected incidents would be prevented. The ability to closely monitor will allow for the early detection and treatment of possible problems.
Methods of Evaluation
The effectiveness of the suggested modification will be assessed using process and outcome measures. If the change’s pre-established goals were accomplished or not will depend on the outcome metrics. One year after the modification has been implemented, the turnover rate of nurses will also be calculated. The use of additional outcome metrics, such as patient perceptions of the quality of the care received, organizational operational expenses, and nurse job satisfaction with the change’s implementation, will also be made. Additionally, process metrics will be utilized to assess the change (Hughes, 2018). The nature of change implementation will be the main topic of discussion. This will require determining stakeholder participation, overcoming obstacles to strategy execution, and utilizing the allocated resources. A process will be deemed successful if the resources allotted are used efficiently, stakeholders are actively involved, and there are few obstacles encountered throughout execution.
Methods to Support Constant Change
Creating standards and policies that the organization should follow is one technique to encourage ongoing development in the planned project. The organizational procedures the human resources department uses to promote employee development should include the following. The second tactic is integrating change management tactics into organizational culture. By doing so, they will become a part of the practices and habits of the organization. Rewarding performance is the final intervention (Hughes, 2018). To ensure continuous change and its tactics, incentives will be given on a regular basis. Hodges (2016) suggests using regular feedback systems within the organization as the alternative method. The personnel should receive regular feedback on their accomplishments and areas for improvement. Adopting open frameworks for communication is the other intervention. The various organizational stakeholders should be free to communicate with one another. This will shed light on how change and continual improvement are implemented.
LDR 615 Topic 8 Assignment Benchmark – Change Initiative: Implementation, Evaluation, and Sustainability
How the Change Plan Addresses Stakeholder Concerns, the Organization’s Mission, and Equity in the Society
Our hospital’s goal is to promote healthcare that is effective, efficient, and affordable. The resolution of this mission is hampered by the recognized problem, though. By assuring employee retention and cost-effective healthcare operations, the proposed adjustment helps the organization fulfill its objective. Retaining workers through the suggested intervention will raise the standard and safety of patient care (Pasmore, 2015). The modification also tackles problems that affect hospital patients, management, and other stakeholders including nurses. Social fairness is anticipated as a result of the reform, which is projected to improve patient and societal health outcomes.
Conclusion
Utilizing methods that encourage employee growth, the proposed reform aims to address the problem of low nurse retention in the hospital. Employee appreciation and the availability of chances that foster staff professional and personal growth are interventions that should be implemented. Several organization stakeholders will be impacted by the change. Therefore, before the change is implemented, interventions to address any impediments should be created.
References
J. Hodges (2016). The theory and practice of sustaining change via people is called managing and leading people through organizational transformation. Publishers Kogan Page.
M. Hughes (2019). Organizational change management and leadership. Routledge, New York, NY.
J. Mendy (2018). College-level instruction in organizational behavior and human resources.
W. A. Pasmore (2015). Navigating turmoil in the real world while leading continual change. Berrett-Koehler Publishers, Oakland, California. Business Science Reference, Hershey.