LDR 615 What environmental forces drive organization development in your field or industry?

LDR 615 What environmental forces drive organization development in your field or industry?

LDR 615 What environmental forces drive organization development in your field or industry?

In my personal experience, the lessons learned are related to acquiring new information through our classes and study material, which helped me define the ideal approach to implement change. My current organization failed to identify where change is truly needed, and they failed to implement change efficiently (Lewthwaite, 2000).

The first lesson is to develop the ability to identify the areas that require change; the second lesson is to identify the best approach to change (Lewthwaite, 2000). The second lesson is to keep the stakeholders informed, which would help avoid creating uncertainty and fear (Lewthwaite, 2000). Taking into consideration the approach to change displayed by my organization, the next lesson is related to how to react to change, and this can be reactive or proactive; in my case, my organization has been reacting, which results in a continuous state of crisis and damage control (Lewthwaite, 2000). A proactive approach would benefit an organization capable of identifying what actions are required and the best way to implement change, which would benefit every stakeholder and the whole organization (Lewthwaite, 2000). Lastly, another crucial component is communication. In my experience, the organization failed to communicate throughout multiple stages. The lack of communication created doubts, uncertainty and in the end, leadership presented significant changes and decisions without any notice, which created more problems. On the other hand, when leadership uses effective communication to keep the channels open, sharing what is sharable, anticipating, and preparing the stakeholders for what is to come while including them in the process, it will make the changing process a positive experience (Lewthwaite, 2000).


Lewthwaite, J. (2000). chapter twenty two: Managing change. In Everything You Need for an NVQ in Management (pp. 560–579). Thorogood Publishing Ltd.

External forces that drive change within an industry includes political, government, changes in the needs of customers, and technological forces (Determining Forces of Organizational Change, n.d.)

. Internal forces are systemic, structural, profitability changes, inadequate administrative processes, or resource constraint (Determining Forces of Organizational Change, n.d.)

. The health care field has many factors that drive organizational change. Government factors that lead to change are regulations and reimbursement policies. The way in which hospitals are reimbursed are based on patient outcomes and diagnosis. The community and its members that hospitals serve have changing needs. Hospitals develop programs and policies to meet these needs. The hospital I work in has developed vaccination clinics that help the community get vaccinated against COVID-19. Another organizational change was the development of the transitional care team. This team helps decrease 30-day readmission by helping set follow-up appointments for patients, free-visit days for those without insurance, follow-up calls after discharge, and patient education. 

LDR 615 What environmental forces drive organization development in your field or industry
LDR 615 What environmental forces drive organization development in your field or industry

One example of internal forces that drove change in hospitals was resource constraint. For the first time in my nursing career health care workers were re-wearing personal protective equipment (PPE) and wearing some for multiple days at a time. Prior to the COVID-19 pandemic this was unheard of. Due to a lack of PPE processes change within our organization multiple times.There were times masks were worn and then sanitized and returned to us, other times one gown was issued per shift, and then times staff were told to change every piece of PPE between patients. 

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The steps for successful change are to develop a sense of urgency within the organization, developing a team that will lead the change, develop the strategy, communicate the vision, removing obstacles, create excitement around wins, consolidate more gains to create change, and building a culture around the change (Kotter, 1996)


Determining forces of organizational change. (n.d.). Management study guide. Retrieved October 11, 2021, from https://www.managementstudyguide.com/determining-forces-of-organizational-change.htm

Kotter, J. P. (1996). Leading change. Harvard Business Press. http://library.books24x7.com.lopes.idm.oclc.org/toc.aspx?bookid=3479

This is an exceptional work Amy. The focus on environmental forces that drive change in health care industry is well done. It is comprehensive and captures critical points on internal and external forces of change, factors driving change, and steps to successful management. Essentially, there are many approaches to manage driving forces of change. Other than the steps you have mentioned, the organization can opt for proactive approach. This approaches focuses on predicting and preparing for unavoidable impeding changes and seeks to reduce threats and risks prior to materializing (Tang, 2019). Here, the potential opportunities are foreseen and leveraged and emphasis is put on areas they can impact. Ideally, it is impossible to anticipate and control all the changes, but the approach enables the organization to prepare for change and look for measures to manage it (Bunger et al., 2021). This approach is enabled by strategic leadership and thinking. Managers need to be attentive to the rising trends in the industry and gain insights to help in preparing for the changes that will certainly impact the organization (Minbashrazgah & Shabani, 2019).


Bunger, A. C., Choi, M. S., MacDowell, H., & Gregoire, T. (2021). Competition Among Mental Health Organizations: Environmental Drivers and Strategic Responses. Administration and Policy in Mental Health and Mental Health Services Research48(3), 393-407. https://doi.org/10.1007/s10488-020-01079-2

Minbashrazgah, M. M., & Shabani, A. (2019). Eco-capability role in healthcare facility’s performance: Natural-resource-based view and dynamic capabilities paradigm. Management of Environmental Quality: An International Journal. https://doi.org/10.1108/MEQ-07-2017-0073

Tang, K. N. (2019). Change management. In Leadership and Change Management (pp. 47-55). Springer, Singapore. doi: 10.1007/978-981-13-8902-3_5

Many forces drive organizations, the use of electronics in healthcare, including health applications and virtual appointments, the use of electronic medical records and or electronic health records (digital innovation), the use of patient satisfaction scores, employee satisfaction scores, leadership, culture, increase safety protocols (quality improvements) such as the use of bundles (CLABSI, CAUTI, VAP to name a few), and currently the pandemic that has impacted all places of employment.

Last year, my place of employment shut down all elective surgeries and used surgical units to admit COVID-19 patients. “Organizations often deal with anomalous events, also known as a crisis, which leads to uncertainty and at a time puts the firm’s survival at stake” (Nayal et al., 2021). This article addresses the theory of Dynamic Capability; it’s the organization’s ability to change with the environmental changes. For example, telehealth was rolled out to continue with well-being/follow-up and sick appointments during the pandemic. This theory utilizes seven steps to survive successfully. One step in responding to this change was the concern for the employees.

Digital innovation enabled telehealth to grow during the pandemic “shut down.” Currently, my place of employment, in the clinic setting allows for in-person or virtual appointments. (This is a change and patients verbalize the convenience of this type of appts.)


Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2020). A systematic review of the literature on Digital Transformation: Insights and implications for strategy and organizational change. Journal of Management Studies58(5), 1159–1197. https://doi.org/10.1111/joms.12639

Nayal, P., Pandey, N., & Paul, J. (2021). Covid‐19 pandemic and consumer‐employee‐organization wellbeing: A dynamic capability theory approach. Journal of Consumer Affairs. https://doi.org/10.1111/joca.12399

Within my area of the nursing profession the environmental forces that drives organizational development in my industry consists of technology, customer service, economic cost saving efforts, leadership, culture, quality improvements, and our patients. Leadership, vision, communication, training, and employee participation and involvement are all factors that have been shown to have an impact on a successful change on an organization (Parry et al., 2014). According to the AHRQ (2018) there are ten action steps to respond to change that consists of the following: 1) create a change team; 2) Define the problem or the opportunity for improvement; 3) define the aim of your intervention; 4) design the intervention; 5) develop a plan for test the effectiveness of the intervention; 6) develop an implementation plan; 7) develop a plan for sustained continuous improvement; 8) develop a communication plan; 9) putting it all together: writing the action plan; and 10) review the action plan with key personnel. It is essential to have effective communication between all stakeholders and to involve all staff in making a successful transitional change. 

I experienced forces of change when our organization was re-branded and included our sister hospital to joint as one. During the rebranding phases there were many staff that were upset and frustrated with the changes due to having some areas combined as one and other areas staying separate in partnership. Part of the change required all employees within the organizations (hospital and clinic) to attend customer service training sessions which were geared to help build a stronger rapport within the culture of our staff members and patients. Once the rebranding was mostly completed there were some job titles that collaborated into one causing some roles to be eliminated which caused some upset but needed to occur for economical cost saving measures.  Our work environment relies heavily on effective communication, team members working in a team-based approach, providing quality of care to our patients, and to exhibit excellent customer service skills. With these changes that took place and reflecting back to the the customer service training classes we all had to attend, and new hires still do complete, it has changed the rapport of our organization.  Our organizations rapport has a family feel where every opinion is listened too and matters within the patients’ healthcare needs which has brought more cliental to our facilities which most patients continue to come back for their healthcare needs. “Even if change is endorsed, employees want to understand why change is happening and how they will be affected. Layoffs or other organizational changes can lead to paranoia, confusion, anger and insecurities under the auspices of change” (Al-Abri, 2007, p. 9).  Changes is typically good even though at the time it may be a challenge, but it is essential from a leadership standpoint to educate the staff on what, where, why, when, and how the changes are projected to occur and the outcome looking at achieving to help eliminated fear, stress, and clarify confusion upon the upcoming needed change. 


Agency for healthcare research and quality (AHRQ). (2018). The ten steps of action planning. https://www.ahrq.gov/teamstepps/instructor/essentials/implguide1.html

Al-Abri R. (2007). Managing change in healthcare. Oman medical journal, 22(3), 9–10. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3294155/

Parry, W., Kirsch, C., Carey, P., & Shaw, D. (2014). Empirical development of a model of performance drivers in organizational change projects. Journal of Change Management, 14(1), 99–125. https://doi-org.lopes.idm.oclc.org/10.1080/14697017.2012.745894

The environmental forces drive organization development in the healthcare field are dissatisfied consumers, increased cost sharing, access and digital transformation and healthcare reform. According to a survey done by Prophet and GE Healthcare Camden Group, 81% of customers in the United States are unsatisfied with their healthcare experience. Consumer complaints include rising prescription medicine prices and excessive wait times at the doctor’s office. Employees’ out-of-pocket medical costs have more than doubled in the last five years. In turn, a 2015 survey by researchers discovered that the percentage of customers refusing medical treatment has grown to 40% (Mosadeghrad, 2017). When suspicious patients refuse medical services, both their employers and healthcare providers suffer. People who have grown up in the digital era have come to anticipate convenience. A smartphone may be used to hail a taxi, order takeout, and book a hotel stay. However, the patient experience has yet to catch up to consumer expectations. The average appointment wait time in large U.S. cities, for example, is 18.5 days. The Affordable Care Act of 2010 represented a watershed moment in the business, allowing a slew of new technology companies to enter the fray. Technology companies have invested $7.65 billion in health technology start-ups since 2010. While new entrants are causing many healthcare organizations to rethink and retool their operations, no one should wait for the fear of disruption to begin innovating.

Organizational change can happen for several reasons, including financial concerns, a merger or acquisition, expanding markets, accommodating growth or a simple shift in organizational model. Organizational change can a fact  an organization in a negative and positive way. Negative consequences include greater mental stress, more time away from work, loss of loyalty, and higher turnover. The role the mental stress effects an organization causes injustices or unfairness seen, management’s lack of timely information, or fear of future changes. When organizational changes are announced, especially when there will be downsizing, employees typically break into two groups: those who want to control their fate and those who want to leave before the changes take effect (Stobierski, 2020). The group in charge will generally dig in, improve their output, meet their deadlines, and do everything they can to shine in front of their supervisors, hoping to survive the changes unscathed. The existing personnel ignore the changes as a means of coping with them. When seeking to implement cost-cutting measures, many businesses look to wages and perks as the first ways to cut back. When this occurs, it is unavoidable that some employees will quit the firm to pursue other opportunities. Employees who stay, whether voluntarily or because they cannot find work elsewhere, are frequently resentful.

Mosadeghrad, A. M. (2017). Factors Affecting Medical Service Quality. Iranian Journal of Public Health43(2), 210–220. https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4450689/

Stobierski, T. (2020). What is Organizational Change Management? Business Insights. https://online.hbs.edu/organizational-change-management