Science / Implementing An Organizational Plan
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Autor: JAYNE65 17 January 2012
Words: 1819 | Pages: 8
In today's modern world organizational change is a reality and this reality won't be changing anytime too soon. "If anything, organizations can expect to face the need for even more change in the future, at an ever faster pace," (Taylor, 1984). At other times new leadership comes into an organization with a new plan as to how the organization will or should function. To avoid gross changes throughout an organization careful planning of the purposed change need to be implemented. Implementing and monitoring an organizational change is a difficult and a critical task. It has never been easy and is getting more so with the accelerated rate of changes in many organizations. "Whether the change is being forced by external issues or being brought about internally by leadership decisions, most people seem to resist change even if they agree it is needed," (Burns, 2009, p. 376). Implementing change in an organization requires certain steps to follow to ease the process; therefore, it is important for managers to remain confident while using some specific strategies to facilitate during the transition phase.
Methods that will be used to monitor the implementation of the proposed change
Implementing change in any organization is a challenging task that requires determination and perseverance. Analyzing the need for the change is the phase to define the proposed change, and to consider alternative behaviors that will help create and sustain performance (Spector, 2010, chap. 6). In the implementation process, introducing the plan gradually is an effective technique to use to help the ease of the process. By phasing in new techniques, procedures or responsibilities over time will help decrease the shock of the news of the change plan (Writing, 2006). Getting the vision right is another method to help with establishing the team with a more simple vision of the change, helps the staff focus on efficiency, and other positive outcomes that are included in the plan that will remove obstacles and put the plan in action. Before examining the organizational change management life cycle, it is important to consider the three organizational elements that drive and are affected by the plan, the process, technology and people (Gilbert, J).
When implementing a change plan it is imperative to create a training plan to help incorporate the spirit of team work, build positive perception of the change for the benefits of the organization. Training also helps improve the morale of and enhance the image of the workplace. Training is an effective method to reduce stress, make people feel confident and ready for the change. Creating a training plan ahead of time brings people up to speed and helps with the transition to their new roles (Writing 2006). Training is necessary to help convey employees on how their competitive environment is changing, and why their own behaviors need to be altered (Spector 2010 chap.5). Motivation is a catalyst that spins employees to work without pressure. In fact, to motivate is to provide employees a motive to do some type of task that will help make them more ready to accept the change (Writing 2006).
Compensate any extra efforts by employees, provide support, and get people's attention. Change disturbs human beings, so direct their attention in a positive way to help them focus on the proposed change. Create agreements among the staff in the organization to allow them to have a common gap between their current way of thinking and the mental state needed to adopt the change (Gilbert, J.). Staying confident and remaining positive will bring trust to the employer, nurses, supervisors, and management. Stay focused on the success that the proposed change is expected to bring.
The relationship between the organization's related processes, systems, personal and/ or professional roles and their effect on the proposed change.
Reinforcing the benefits for the having the change will help to eliminate a lot of stress and keep the outcome positive that the proposed plan is going to create in the workplace, as well as the necessity to make the proposed change become reality. Advertise the SBAR by putting posters in the hallways with signs and descriptions of the SBAR. Describe the accuracy and need of the SBAR when a nurse is calling a physician, handing off a patient to another nurse or the transferring of a patient.
Delegation can play an important role in the implementation process of a change in an organization. Delegation helps the leaders maintain the change and can also give a sense of improvement to the employees. Performance feedback allows the assessment of the current state of the organization; helps identify the gap between what skills the organization currently possesses, and what gaps need to be filled to help the implementation process become successful. Performance feedback also allows managers to identify poor performance, and potential future leaders (Spector 2010 chap. 5).
During the implementation process managers should provide ample time for adjustment of the employees to the new proposed change. Allowing ample time for adjustment will help employees understand what's happening, digest the idea of change, and finally ready to accept the proposed change. Providing ample time for an adjustment is an important step to represent in the implementation process. The implementation process also requires that one create a positive atmosphere. Creating a positive atmosphere requires that the agent who initiates the plan to remain confident, professional, accountable, supportive, and enthusiastic while at the same time renovating the aspect of the organizational change plan. As a manager there has to be an atmosphere created that promotes cooperation, communication and information sharing. Encourage cooperative relationships that will benefit the proposed change to be implemented properly and correctly. Cooperative relationships can help to maximize the utilization of available resources in the most effective ways while achieving the highest level of service to be delivered.
Creating balanced participation is needed to ensure that all members are fully engaged in the efforts of the team. The team must be in an agreement with the decision making of the proposed change in order to reach the proposed goal of the plan. Managers must be able to manage conflicts and find ways to solve problems by using managed conflict skills. Listen to other senior managers, be people oriented, stay connected to help ease the process of relationship building and create good spirits that will be important factors in helping to implement the proposed change. Conflict management is also a good way to allow the team members to verbalize their feelings freely about the new proposed change plan. While the implementation process is taking place the organization is moving in a new positive and goal seeking direction. Monitoring activities are needed to follow practices that can help ensure that the new objectives are being met during the implementation process. It is imperative to monitor the employee's responses to the change, and their level of productivity during the change.
Another important method during the implementation process is reinforcing team collaboration. Reinforcing team collaboration is needed to enable participants in ways that will help discover their personal preferences for approaching and managing the proposed change that is being implemented. Helping employees stay focused on the goal of the change is a good way to help them stay committed. Continue to remind them the main goal is to improve their actual way of communication to a professional level of care to their patients, and increase patient safety. The SBAR is a standardized communication process as per Joint Commission on Accreditation of Hospitals.
During the implementation process managers must provide morale support to the staff, encourage mutual understanding, be available, and have other organizational leaders involved to help the implementation process. Remaining in control at all times to keep the staff's morale up, and the spirit of the proposed change high.
Communication techniques that will be used to address implementation issues
Using communication techniques to address implementing issues are crucial during this process. Offer opportunities to the employees by listening to their input, and voicing their concerns about the proposed change. It is important for managers to make themselves available to answer, and ask questions about the proposed change. Managers need to become careful listeners, keep the staff and physicians updated on a regular basis, and strive to be specific on all details of the change. To keep a positive way of communication one must clear up rumors and misinformation that can clutter the positive goal of the proposed change. By having appraisal and feedback will help move employees toward the new expected behaviors in the change process. Self-appraisal and data from multiple sources can help the validity and effectiveness of performance feedback. Educate staff, and supervisors about the SBAR tool. Take time to educate about the improvement of quality with using the SBAR, and how safe and effective it is, to remember patient care depends on consistent communication. Stress on the necessity to improve- hand-off communication, which is an area where the breakdown of communication can lead to episodes of unwanted harm to patients. Reward positive behavior, provide incentives and send words of encouragement to the staff. Always continue to offer emotional support.
Implementing a proposed change in an organization can be very complex and stressful. Managers need to learn to deal with many factors that can make it difficult and impossible for the proposed change to be implemented. However, knowing how to use the strategies to implement change remains the key element to make the change effective. Continue to communicate the results of the change and any new findings about the proposed change of the SBAR to all involved in the proposed plan. Learn to negotiate ideas, use strong internal communication during the implementation process and thereafter. Monitor the change and use of the SBAR with nurses during their communication with physicians, and during hand-off for effectiveness and accuracy. Monitor the staff's attitude with the implementation of the SBAR, watch interactions, and reward professional and positive conduct. Always provide material/equipment to help activate the proposed change in order for the plan to become effective as expected during the organizational change plan implementation process.
Burns, B. (2009). Reflections: ethics and organizational change-time for a return to lewinian values. Journal of Change Management, 9(4), 359-381.
Gilbert, J.: Leadership techniques to empower during change initiatives. Retrieved from:
SBAR: A communication technique for today's healthcare professional. Retrieved from:
Spector, B. (2010). Implementing organizational change: Theory into practice (2nd ed). Upper
Saddle River, NJ: Pearson/Prentice Hall.
Taylor, J.R. (1984). Assessing the strengths of communication channels using sociographic techniques. Education, 104(3), 300.
Writing, A. (2006). Techniques to manage change in an organization. Retrieved from:
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