09 Oct Utilizing Managing Change: Enquiry & Action as you
Utilizing Managing Change: Enquiry & Action as your only resource, submit a two- three page paper into the Written Assignment Drop Box, analyzing the HBP article “Project Hugo at LHSC: “Leading Urgent Change in Healthcare” discussing if you were in Johnson’s role, what would you do to ensure HUGO resulted in a successful and lasting organizational change by using tools and theories you’ve read in this textbook?? Please cite from your text and choose any chapter to concentrate on. CREATE A SPECIFIC ACTION PLAN (this will be youdr job someday) This is an example on how to start your paper to organize your ideas. I will be grading this assignment with more arduous than other assignments, so please research, organize, and watch grammar. Please, please proof read your paper many times. If you do not put the time in this assignment it will reflect in your grade. Chapter 15 Accounting For Change Kotter’s 8 Step Model: 1. Create a sense of urgency( e.g., tell stories about ill events to evoke emotions to inspire the employees and physicians; spark competitive motivation by drawing comparisons to other Ontario hospitals). 2. Form a powerful guiding coalition ( Johnson needs to ensure senior leadership is on board with any actions she plans to undertake; she must must identify informal leaders fodr each clinician group and get them on board). 3. Create a vision for change ( posters posted at the hospital describing HUGO to be the cutting edge of safe and efficient healthcare practice). 4. Communicate HUGO vision( develop a powerful slogans and have a central message that goes out to the organization at large in addition to sending out more specific translations of the message to specific groups). 5. Romove obstacles by empowering others to act on the vision ( training to enable two-way communications with postive and negative feedback to identify problems in the implementations – with follow-up actions to problems). 6. Plan and create short-term wins ( report any postive changes in the hospital rankings to safety and medical mistakes; tell stories about ease of adoption and use). 7. Consolidate improvements and produce more change (continuously building on the early sucess of the change effort, not letting up while expecting the change to take time. 8. Institutionalize new approaches ( make formal changes to recruitment, compensation, create incentives, etc.. so the new approaches become embedded in the organization’s culture and just feel like, “second nature CHANGE IS GOOD”).
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