Change Management Dynamic Health Care Systems

Question: Discuss about theChange Managementfor Dynamic Health Care Systems. Answer: Introduction According to O'Neill Downer (2014), change management involves people and the type of processes that will work for these people. It looks at how one can take the organization from one point to another, with the aim of fulfilling the organisations mission and vision. At this, the manager will need to carry his or her team through the change process so that the end benefits will be realized. Organization change management is a practice that defines ways which provide an understanding of the needs of a target group and those of the workplace. In doing this, the manager will work with this team to deliver this change in a more effective manner as a way of supporting the change results(Blas, Sommerfeld, Kurup, 2011). This paper analyzes change management process in the Canadian health care system by looking at the current state and the change that will take place. The paper will also discuss the processes and expected results of the change process. Organization Change Outline The change management process in Canadian Healthcare system will be approached at both the healthcare and patient level. The main area of interest of change for Canadians will be able to have a timely access to healthcare(Filej, Skela-Savi?, Vicic, Hudorovic, 2013). This will be followed by the need to have quality health care for all patients. According to Cameron (2004), this trend is seen to be on the decline in the recent years, calling for the need to stimulate change reforms in the country. However, for the past years success still appear to be limited in this sense. In addition, different technological innovations in the healthcare systems have not reached their full potential to dat. This is in part caused by difficulties to find effective ways of integrating best practices and knowledge sharing among different jurisdictions(McPhail, Robinson, Scott, 2008). As much as the health care system is valued by Canadian citizens, it has not been able to keep base with the growing needs of the Canadian people. In this regard, decision makers in the country find the need to transform every part of the healthcare systems(Eunson, 2007). Healthcare companies in the country are also complex, this is because there is a combination of professions involved in the healthcare system(Bradley-Springer, 2012). There will be need to harmonize physicians, pharmacists, nurses and hospital administrators to not compete for the same interests but work towards meeting the mission and vision of meeting patient needs(Morrison Furlong, 2014). One of the main interests when it comes to health care management in Canada is the manners in which change can be managed. This calls for health care professionals to have and maintain the skills required to undertake the organizational change tasks. They are all need to undertake the tasks that will be under their ability(Sherrod Goda, 2016). In addition, organization change is constantly happening in the health institutions. As much as staff may want to support it, pass it or participate, it is inevitable that organization change will be realized in the end. According to Mittmann, et al. (2008), managing change in health care system will also look at ways of handling difficult situations in the change processes. It will look at implementation and evaluation of operations, strategies, tactics and ensuring that change is important and relevant. Change management is thus a very complex, challenging and dynamic process. It cannot be decided between people- oriented and technology solutions but the collaboration between both. Some of the characteristics for effective organization change include the unfreezing of old work models and introducing new models and re-freezing the, at this change will be sporadic, continuous, rare or occasional (Rennie McGee, 2012; Phua, 2015). When the change is predictable, it will allow time of preparation. However, in a situation where change will be unpredictable, then it will be a bit difficult to respond to it effectively. Because change in the health care system occurs in a unique speed, then one may not be able to predict change once it occurs. One of the most common advantages in terms of competition, is the ability to adapt, to change and find new ways of doing thing. In this regard, this should be seen to have a competitive advantage in the markets. The rates of failure to change is usually associated with several other processes and systems in the organization and other unforeseen plans(Carmichael, Collins, Emsell, Haydon, 2011). For an organization to realize high levels of change success in the processes, it will call for the organization executives and managers to have a much better framework for planning and organizing change. They also need to have an understanding of key issues that will take place during change. Bradley-Springer (2012), adds that the only way an organization can realize greater levels of change success, then executives and managers of that organization should put in place a better framework that can allow for change management(Beardwell Claydon, 2010). They also need to have a better understanding of main issues in the organization that will be covered during change(Berglund, 2014). This is because all employees would want to understand reason for change at the particular moment. They will also be curious to know how this will affect them at work. For example, issues of layoffs are major paranoia, anger, insecurity and confusion areas during implementation of change. Key Elements to Manage the Change Process After looking at the approaches that would be used to in managing change in the Canadian health care system, and applications of these healthcare systems, there will be, need to discuss the core elements of change management. They are factors that will be consistently recommended for the consideration of the change management theories. The element are also divided in two categories as the useful and the essential elements(Dowling, Festing, Engle, 2013). At this, four essential elements of managing change will look at the organizational harmony, environmental circumstances, organizational capacity and power dynamics. Organizational Harmony: while looking at the organizational harmony, change management will look at the convergence of individual interests and those of the institutions. Several units and individuals have resembling vision and missions and need to be working in harmony to realize the same goal. In addition, the completely organizational processes, plans and goals will be more in harmony(Gasson Shelferr, 2007). Environmental Circumstances: These elements will look at conditions that are external to the organisations and which these health organizations compel to realize change management. Some of these elements will include innovation of technologies, legal, social, economic constrains during the change management systems(Giannakis, Harker, T.Baum, 2015). Organizational capacity: this element looks at the essential areas of change. At this, organisations need to ensure that financial, human and other health related resources undergo available and much needed change. In addition, it is important that the most vital skillset and the will for change be presented in all avenues(Morelli Lecci, 2014). Power Dynamics: this is the fourth essential element. It looks that the hierarchy of the influence in different stages of the management structure. It is important for the management to understand all the actors, the units and individuals. This is because they all have the capacity to influence decisions and outcomes of change management. Initiatives. Leaders of change need to have bought in from these actors so that they can be in a better position to embark on other change initiatives, thus increasing the chances of success towards change. Nature of change: This is one of the most commonly referred change element especially in academic literature. It refers to the components used during change and reasons for using such change initiative(Lockwood, 2005). At this, the change proposals need to consider the internal and external realities of the Canadian healthcare system. In addition, leaders and managers of change should make sure that enough research is done to validate any proposal for change and its ability to solve the intended issue. Change Process: this element is also very vital during the change management processes. The element represents a practical component of the initiative that looks at a step by step approach in change implementation. Leaders of change in this regard need to take steps of ensuring issues agreed upon by each stakeholder is proven to effect the much required change(Blas, Sommerfeld, Kurup, 2011). In addition, they should be able to incorporate the most important approaches based on their organizational circumstances to curb resistance to change. Approaches Used to Measure the Success of Change These approaches to measures the success of change will be guided by six elements of change management processes which needs to be addressed as part of the change that is going to take place as follows: Stakeholder Engagement: during stakeholder engagement, the Canadian health system needs to find ways to involve people that in one way or the other, will be affected or affect the achievement of having a proper health care system. Efficient change will that need all stakeholders to be involved from the onset of change initiative. As part of the process, the health care system should ensure stakeholders are understood with regard to their levels of commitment to allow for the mapping of workable engagement strategies for each type of stakeholder. As part of the process, the system will need to inform stakeholders on the person that will receive updates on decisions and progress(Beardwell Claydon, 2010). They will also have to consult with stakeholder to ensure that their opinions are considered in any operation of the healthcare system, they need collaborate with the stakeholders that will have their advice incorporated to the maximum extent as possible, lastly, they should be able t o empower stakeholders to have their decisions implemented(Morelli Lecci, 2014). Governance and Leadership: This is the other most important areas for change management at in the countrys health systems. This is because governance and leadership represents the needed mechanism to regulate and guide the course of the organization. When an institution is governed effectively, then priorities and objective in the institution will work in harmony and generate change(Phua, 2015). The governance structure in the organization should also be able to fit the culture and objectives of the country and its citizens to increase chances of change success. Communication: Channels of communication between patients and practitioners is also another major area of concern. This is because the ability to deliver the right message to the intended person following the right channel and the right time is paramount to change. This provides a chance to seek feedback, build trust, provide the right information to patients and report on the progress of treatment and care(Filej, Skela-Savi?, Vicic, Hudorovic, 2013). Workflow Integration: As part of the change management process, it is important that the Canadian health care system come with a better workflow programs. This will call for an analysis of ways that work is conducted and identify areas that need improvement and focus more on the effects of such change processes for such structures. Health Education: It is also realized that most Canadians do not get information about relevant health issues. This is especially true in the remotes parts of the country. Public Health education looks at activities that will aim at providing needed health knowledge and skills for both the community and the health provider. In the end, the program will be able to improve practitioners performance and help patients gain a deep insight in to health issues affecting them and how they can help in preventing or during recovery(Phua, 2015). In this regard, health education initiatives will begin at an early stage of the change process in order to boost the understanding and generate a buy in for the change initiative. In addition, training for health care professionals will be most effective if delivered before they are allowed to attend to patients among other health care tasks. Monitoring and Evaluation: effective monitoring and evaluation of change programs needs to be implemented to assess the impact of the initiatives for the target audience. Some of these can be completed on for the summative and formative purposes. Formative evaluation will look at the type of evaluation that is conducted at any time across different areas of change to ensure that short term goals and milestones are met(Sherrod Goda, 2016). On the other hand, summative evaluation will be conducted at the end of each change process; it will determine the milestones met and the desired results during the planning stage. This will also be presented in a manner that would make it measurable. Approach to Incorporating the Learnings from the Change Process into Future Change Management Activities. As discussed above, change management is about moving an organization from its current (in desired) through a selected approach to arrive at the new (desired) state. The main goal of change management will be to improve organization performance and achieve objectives and strategic goals. As the Canadian health system moves from its current state to the new desired states, two approaches will be looked at. From a technical approach, the change management process will need to address the opportunity through developing, designing and delivering for the organization(Giannakis, Harker, T.Baum, 2015). The other approach would be people centered. At this, the solution will be untimely and looks at the change processes, behaviors and the daily activities of the healthcare systems, employees and the citizens it serves. So to have the solution delivered there must be measurable results which can be adopted, embraced and used by the management and other stakeholders in the Canadian healthcare system. Organization change management approach thus provides intentional and structured approaches on the technical direction and people centered side of the healthcare change management systems. This core area with regard to complementary disciplines aims to serve a common objective as described by the two approaches. The main objective of the organization change management thus, will be to improve the performance of the organization with regard to the initiatives of different projects and meet a desired future(Morrison Furlong, 2014). Change management in organisations thus are very important areas in running of any institution as it will be improve the institution, help it focus, and process the tools used in moving through the change process of the future state. Conclusion In conclusion, a successful change management process will be realized when a solution that is effectively developed, designed and delivered, will also be embraced, used and adopted by the beneficiaries of the change process. However, if the Canadian healthcare system does not use the technical and the people centered approach to change, then they institution will not be able to deliver the much needed sustainable results of change management. There is need for a unified value proposition that looks at applying organizational and change management through deliverance of intended improvement and implementation of the change program. In this regard, change management for the Canadian health system will all contribute a very important ingredient and successful modes of change(Carmichael, Collins, Emsell, Haydon, 2011). They need to focus more on what the citizens want. 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